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If you were involved in the corporate world or business-related academia in the early 2000s, you probably read Jim Collins' seminal work Good to Great. For the unfamiliar, Collins cites extensive and painstaking research that allowed his team to identify 11 companies that made the leap from 'good' to 'great,' and were provided as exemplary models for other executives to follow.
Now you are enjoying your success, feeling confident and, yes, even a bit smug. Don't get too comfortable. Leadership expert Marshall Goldsmith is here to remind you that the very traits that enabled you to become successful might lead to your downfall.
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While the traits that Collins identifies as harbingers of greatness seem to have stood the test of time, the list of 'great' companies most certainly has not. Circuit City no longer exists. Fannie Mae was bailed out by the Federal Government and fingered by many as a key player in the financial crisis of 2008. Wells Fargo has been mired in scandal, and others on the list like Pitney Bowes and Gillette would make few lists of 'greats' less than two decades later. The causes of each particular company's struggles would surely fill several books, but one theme seems obvious: Greatness certainly is not permanent.
SEE: Digital transformation in 2019: A business leader's guide to future challenges and opportunities (Tech Pro Research)
Avoiding the great trap
Whether it's one of Collins' 'great' companies, an athlete at the top of his or her game, or a high-performing IT shop, circumstances and competitors can quickly rewrite the rules of the game such that what made each entity great can be precisely the wrong tools to maintain greatness. A key asset or skill that took decades to build, nurture, and develop can be turned into a liability overnight, putting a leader in a terribly painful position of deciding to cast something aside in which they may have personally invested heavily.
That asset might even be as foundational as the culture that leader cultivated, a behavioral characteristic of that individual, a personal friend or colleague, or a system that's a source of pride and personal 'sweat equity' to have implemented. These investments can easily blind us to how the market changes, or how our company requires a new way for us to perform. While we focus on maintaining what made us great, we miss the change in the environment that rewrites what's required to remain great.
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Watching the landscape vs. protecting the castle
Think of the assets and processes that you have created to achieve greatness as a metaphorical castle, each protecting your organization from whatever marauders or threats lurk outside the walls. These walls might seem to offer endless safety and security, and likely took years to build; however, if you focus solely on the walls you might miss the army marching towards your walls carrying tall ladders.
Achieving success can feel like arriving at a destination that provides some permanence and protection; however, that permanence is an illusion at best. A contributing factor to most organizations and leaders that fell from greatness was missing a key trend or change in the business landscape. While you may feel the primary purpose of your role is to build and maintain a function within the company, it's imperative that you watch the evolving landscape around you, doubly so if your organization has become successful.
Too often, success brings with it a sense that making even a minor change is a threat to that success, and therefore too risky. If you find yourself distant from current trends in technology, key strategic directions of your company, or what competitors and adjacent industries are doing, you may need to refocus on the broader landscape.
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Avoid complacency
It's easy to grow complacent when you're constantly told that your company, team, or organization are the best in class. When you find yourself hearing how wonderful your leadership, performance, and team are is when your hackles should raise, and you should closely study the external environment. Organizations and leaders at the top of their game constantly fight to stay there, and the moment you start to feel overly comfortable is the moment that you've either lost sight of where the broader industry or organization is headed, or that you're happily sailing off towards mediocrity. In either case, it's time for a change.
It's human nature to feel like you've arrived once your organization begins to experience consistent success, and you can remain in that blissful state forever. Unfortunately, the strategy, tactics, and people that got you there may not be able to sustain that state or help you grow to the next level of success.
Rather than taking time to relax, it's a time for retrospection, evaluation of your organization and the external environment, and thoughtful planning for what you need to expand upon and change in order to continue to succeed and grow.
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America's most sought-after executive coach shows how to climb the last few rungs of the ladder The corporate world is filled with executives, men and women who have worked hard for years to reach the upper levels of management. They're intelligent, skilled, and even charismatic. But only a handful of them will ever reach the pinnacle--and as executive coach Marshall Golds...more
Published January 9th 2007 by Hyperion (first published January 2007)
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The author summarizes 20 of the worst interpersonal habits successful employees exhibit in the workplace:
1) Feeling the need to win too much
2) Adding too much value to a conversation
3) Passing judgment
4) Making destructive comments
5) Starting with 'No,' 'But,' or 'However'
6) Telling people how smart we are
7) Speaking when angry
8) Negativity, 'Let me explain why that won't work'
9) Withholding information
10) Failing to give proper recognition
11) Claiming credit that we don't deserve
12) Making excu...more
1) Feeling the need to win too much
2) Adding too much value to a conversation
3) Passing judgment
4) Making destructive comments
5) Starting with 'No,' 'But,' or 'However'
6) Telling people how smart we are
7) Speaking when angry
8) Negativity, 'Let me explain why that won't work'
9) Withholding information
10) Failing to give proper recognition
11) Claiming credit that we don't deserve
12) Making excu...more
Nov 29, 2018☘Misericordia☘ ~ The Serendipity Aegis ~ ⚡ϟ⚡ϟ⚡⛈ ✺❂❤❣ rated it it was amazing
Q:
... this “we will succeed” attitude leads to staff burnout, high turnover, and a weaker team than the one you started with... (c)
Q:
People who believe they can succeed see opportunities where others see threats. (c)
Q:
Successful people become great leaders when they learn to shift the focus from themselves to others. (c)
Q:
We spend a lot of time teaching leaders what to do. We don’t spend enough time teaching leaders what to stop. Half the leaders I have met don’t need to learn what to do. They n...more
... this “we will succeed” attitude leads to staff burnout, high turnover, and a weaker team than the one you started with... (c)
Q:
People who believe they can succeed see opportunities where others see threats. (c)
Q:
Successful people become great leaders when they learn to shift the focus from themselves to others. (c)
Q:
We spend a lot of time teaching leaders what to do. We don’t spend enough time teaching leaders what to stop. Half the leaders I have met don’t need to learn what to do. They n...more
Nov 02, 2008Jerry Smith rated it it was ok
There is so much good stuff in here. I particularly like the 20 habits section as, although they are common sense things, they all need to be brought up again and again.
The thrust of the book is all about how, as a successful person, you can go to the next level. It also points out how these destructive behaviors don't hold you back until you get to a certain level in a company, then they become a problem.
Some of the points are well made and insightful. So far (having not finished it yet) the b...more
The thrust of the book is all about how, as a successful person, you can go to the next level. It also points out how these destructive behaviors don't hold you back until you get to a certain level in a company, then they become a problem.
Some of the points are well made and insightful. So far (having not finished it yet) the b...more
If you made it to the executive suite and you're a gigantic asshole, congratulations!! This book is just for you.
Marshall Goldsmith will be happy to get paid good money to teach you how to pretend that you're not an immature ego-maniac.
Anyone else: steer away, far away.
Also, something else about biz books in general: too often they bear titles that promise great depths of analysis and solutions, but once you get through them you realize they are either an ego-trip by the author (what I have do...more
Marshall Goldsmith will be happy to get paid good money to teach you how to pretend that you're not an immature ego-maniac.
Anyone else: steer away, far away.
Also, something else about biz books in general: too often they bear titles that promise great depths of analysis and solutions, but once you get through them you realize they are either an ego-trip by the author (what I have do...more
Dec 08, 2018Yevgeniy Brikman rated it it was amazing
One of those books on communication, behavior, etiquette, and leadership that made me realize I'm a terrible human being I have a lot to learn. I'm guilty of so many of the 'bad' behaviors in the book that I felt almost personally attacked. At least I'm aware of this now and can start to change.
The key argument in the book is that it's behavior, not technical skills, that separate the great from everyone else, and this book details a number of behavioral changes you can make to be more successfu...more
The key argument in the book is that it's behavior, not technical skills, that separate the great from everyone else, and this book details a number of behavioral changes you can make to be more successfu...more
Copied-and-pasted summary:
1. Winning too much: the need to win at all costs and in all situations - when it matters, when it doesn't, and when it's totally beside the point.
2. Adding value: the overwhelming desire to add our two cents to every discussion.
3. Passing judgment: the need to rate others and impose our standards on them.
4. Making destructive comments: the needless sarcasms and cutting remarks that we think make us sound sharp and witty.
5. Starting with 'No,' 'But,' or 'However': the o...more
1. Winning too much: the need to win at all costs and in all situations - when it matters, when it doesn't, and when it's totally beside the point.
2. Adding value: the overwhelming desire to add our two cents to every discussion.
3. Passing judgment: the need to rate others and impose our standards on them.
4. Making destructive comments: the needless sarcasms and cutting remarks that we think make us sound sharp and witty.
5. Starting with 'No,' 'But,' or 'However': the o...more
Where do you want/need to go? Do you have a plan to get there?If not, or ifyour lack of planning has always been a source of anxiety for you, may I suggest you pick up Marshall Goldsmith’s newest book, 'What Got You Here Won’t Get You There?'? The book contains 20 habits that hold you back (from getting “there”, remember?) as well as a plethora of other bejewelled nuggets such as how you can change for the better. Here are some of my biggest takeaways which relate to everyone, not just the corpo...more
Jan 18, 2014Jeff rated it liked it
Pros: Solid content. What Goldsmith says makes sense. His 'Twenty Habits That Hold You Back' are a great list of things everyone should stop doing. Similarly, his fixes - 'How We Can Change for the Better' - are practical, worthwhile and beneficial.
Cons: Reliance on personal experience and anecdotes to the point of solipsism; a skewed view of human behavior that favors extrinsic motivators (power, money, status, popularity, legacy, rewards, etc) over intrinsic ones (purpose, autonomy, mastery);...more
Cons: Reliance on personal experience and anecdotes to the point of solipsism; a skewed view of human behavior that favors extrinsic motivators (power, money, status, popularity, legacy, rewards, etc) over intrinsic ones (purpose, autonomy, mastery);...more
May 31, 2016Emma Sea added it · review of another edition
Actual advice in this book:
'Treat every day as if it were a press conference during which your colleagues are judging you, waiting to see you trip up.' (p. 146)
'Treat every day as if it were a press conference during which your colleagues are judging you, waiting to see you trip up.' (p. 146)
Really? You couldn't have told me all this in like 10 pages. I felt like he kept saying the same thing over, and over, and over again. Commonsense 101, how unfortunate that we live in a society that has to write a book to tell people you should send a thank you note. Isn't that a sweet little lesson grandma's teach you when your four?
Sep 14, 2012Robert Chapman rated it it was amazing · review of another edition
This was the first book I have read written by Marshall Goldsmith, and it most certainly will not be the last. From its title one could think that this is one of those fluffy motivational “change yourself overnight” books. In reality it is anything but that, it’s a grounded and well written book that focuses on the problems which come from moving up the leadership ladder while still retaining old habits.
As the title indicates, the very qualities that get people promoted and make them successful...more
As the title indicates, the very qualities that get people promoted and make them successful...more
Dec 19, 2018Jess rated it it was ok
Shelves: 2018-all, library-book, 2018-new, non-fiction
I'm not really sure how to rate this book, since I wasn't really reading it of my own volition, but for work. One thing that consistently bugged me, though, was how often it felt like the author wanted to name drop but couldn't for various reasons. It also made me think a lot about impostor syndrome, because something none of the people he referenced in the book seemed to suffer from was doubt, and that is something I definitely suffer from.
The stuff about feedback and apologies and gratitude an...more
The stuff about feedback and apologies and gratitude an...more
One of the best non-fiction books I have read off late.
Read this book if you want to identify the blind spots in your behavior which might sabotage your own career at some point of time.
Read this book if you want to identify the blind spots in your behavior which might sabotage your own career at some point of time.
A more accurate subtitle might be ”Just Be Nice”. Apparently getting to the corner office on the top floor just requires much of what your kindergarten teacher tried to impart on you: listen to people, say ”please” and ”thank you” and always use your inside voice. Goldsmith and Reiter claim these principles are gleamed from hundreds of coaching sessions with CEO’s and their direct reports. Where are these magical companies where nice guys finish first and what do they manufacture? Sunbeams? Rain...more
Apr 19, 2016Aditia Dwiperdana rated it really liked it
This is a book for those that are already 'successful' (by your own definition), so it may not be for everyone. Things that I learned:
- You will need help from others to become a better person. You are not a good judge for your self improvements.
- The ones that can validate your improvement is your peers or colleagues.
- Even the most successful people can still improve themselves by using feedback from other people.
- You will need help from others to become a better person. You are not a good judge for your self improvements.
- The ones that can validate your improvement is your peers or colleagues.
- Even the most successful people can still improve themselves by using feedback from other people.
Horrible book unless someone is completely unaware of their impact on others in the workplace. Do not read it.
Aug 26, 2017Danielle DeVane Wells rated it it was amazing
I cannot express adequately how much I enjoyed this book! Because at first glance, this books seems directed toward those in corporate or business work, initially I can understand why those not in those fields (like myself: a housewife, mother) wonder if it would be a beneficial expense of time. But it totally is! Why? We are all traveling down a road toward something (being a better ____ [mother, wife, financier, teacher, person]. And we all need to improve. So wherever you are in life, if you...more
May 06, 2017Sumit Singla rated it really liked it · review of another edition Shelves: business, hr-and-consulting, 4-stars, 2017, tower-teams-v
In his inimitable style, Marshall Goldsmith proves why he's one of the most sought after coaches and practitioners in the world. He uses anecdotes and real-life stories to drive home his point about the bad habits we all collect, on the way to being more successful.
And those bad habits tend to restrict our success (unless we happen to be dictators of mid-sized nations, or a phenomenon like Steve Jobs, or an inexplicable creature like Donald Trump)
Marshall also provides insights into what we can...more
And those bad habits tend to restrict our success (unless we happen to be dictators of mid-sized nations, or a phenomenon like Steve Jobs, or an inexplicable creature like Donald Trump)
Marshall also provides insights into what we can...more
Nov 22, 2015Jaideep Khanduja rated it it was amazing
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20 Great Lessons For Project Managers From Marshall Goldsmith
What Got You Here Won’t Get You There: How Successful People Become Even More Successful by Marshall Goldsmith is a fantastic collection of 256 pages and is a bouquet of learning for Project Managers across the globe. The title itself says a lot. You cannot win each battle with the same strategy. Every battle has to be brainstormed so as to formulate a suitable strategy. Each project is a battle...more
20 Great Lessons For Project Managers From Marshall Goldsmith
What Got You Here Won’t Get You There: How Successful People Become Even More Successful by Marshall Goldsmith is a fantastic collection of 256 pages and is a bouquet of learning for Project Managers across the globe. The title itself says a lot. You cannot win each battle with the same strategy. Every battle has to be brainstormed so as to formulate a suitable strategy. Each project is a battle...more
Jun 29, 2019Sergey Shishkin rated it it was amazing
Main idea of the book is that one can be successful not because of, but despite of detrimental interpersonal habits, and they become a glass ceiling at some point.
Dec 30, 2014Ije the Devourer of Books rated it really liked it · review of another edition
Second Review - graphic novel version - 4 stars - 31st Dec 2016
My work role has now changed and as a senior person within a different organisation this book is a bit more relevant. I enjoyed this graphic novel version. It acts as a summary of the key points in the written version and is a very helpful aide memoir. It is a quick easy to read version. I read it to help me reflect on my work as a leader of others and to see how and whether I embrace some of the unhelpful habits. This time round I f...more
Jan 12, 2017Jennifer rated it really liked it · review of another edition
Why do I keep consuming business books when I generally find them so unfulfilling? Yes, this book was on the dry side, and since I have no desire to go into 'management' or any kind of leadership I do wonder if it was a waste of my time. Still, for the genre, this book was better than most.
Most 'leadership' oriented books seem to be all about pep-talking people into having more confidence. This books is written by a guy who works with people who are already successful, and are heading to even hi...more
Most 'leadership' oriented books seem to be all about pep-talking people into having more confidence. This books is written by a guy who works with people who are already successful, and are heading to even hi...more
I couldn't finish it, this is the first time in over 20 years I walked away from a book
Halfway in I could no longer take the self promoting writing style and the suggestion to adopt a personality of superficial responses. I was hoping the book would be a bit more insightful. Perhaps I was not in the 'right emotional place to read it
Halfway in I could no longer take the self promoting writing style and the suggestion to adopt a personality of superficial responses. I was hoping the book would be a bit more insightful. Perhaps I was not in the 'right emotional place to read it
Jul 04, 2007Rod White rated it liked it
I like practical thoughts from business dudes. They help me keep thinking about how to lead. Goldsmith is helping people not just succeed at being skilled, but succeed at relating well -- that is key to making something worthwhile happen. Kind of a 'duh!' -- but it is amazing what we don't think about, once we are in the habits of being jerks.
Mar 29, 2017Simon Eskildsen rated it really liked it
This book joins High Output Management as most influential management books I've read. What a gem with 10s of incredibly practical ideas that I'm eager to start incorporating. Without a doubt will enter my re-read list.
Jun 09, 2015Luke Starbuck rated it it was amazing
Excellent read for any leader. Critical insights about your own behavior and how it affects those who work with you.
It's a simple read, reiterating basic and obvious ideas; similar to most self-development books. Noted down some nice phrases:
'Successful people tend to have a high internal locus of control. In other words, they do not feel like victims of fate. They see success for themselves and others as largely a function of people's motivation and ability - not luck, random chance, or external factors' ..
'People only change their ways when what they truly value is threatened' ..
'Being smart turns people on...more
'Successful people tend to have a high internal locus of control. In other words, they do not feel like victims of fate. They see success for themselves and others as largely a function of people's motivation and ability - not luck, random chance, or external factors' ..
'People only change their ways when what they truly value is threatened' ..
'Being smart turns people on...more
This is a good book to read. It is an eye-opening experience, thanked to my boss for recommending me to be on this book. Actually, reading this book has changed my mindset about how to get better or getting more successful. Before I though that I need to build more skill sets, yet it is still not enough. On this book, the author write about the habits that hold us back from getting to the top. He try to identify 20 annoying habits with good explanations on each ones, ranging from intention to wi...more
Was recommended to read this book as part of a leadership program that I am undergoing. Pleasantly surprised that it is a easy read, not fluffy and choc a bloc with useful tips
Within the '20 deadly sins' that good leaders make to me it largely boils down to 2 main issues - Not Listening well and Wanting to be right all the time. Being conscious of these 2 will make you a overall better person and leader
Despite being written in 2007, the book is still relevant in managing today's workforce. It m...more
Within the '20 deadly sins' that good leaders make to me it largely boils down to 2 main issues - Not Listening well and Wanting to be right all the time. Being conscious of these 2 will make you a overall better person and leader
Despite being written in 2007, the book is still relevant in managing today's workforce. It m...more
I like how he put all of these psychological dynamics of people, whom have a strong desire to change, and variables into actionable, real life tactics and behaviors. I like it and found very actionable.
Definitely a very good read.
Definitely a very good read.
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