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A colleague of mine recommended "What Got You Here Won't Get You There" as a tool I might be able to use for some of my coaching and consulting clients. The book is excellent, and my clients have been able to take immediate and concrete actions that have helped grow their business and accelerate their careers.
I'm not a business book of the month reader. I was pleasantly surprised to find that this book delivered straight forward and practical tools that are helping my clients and my consulting practice. The ideas and concepts outlined in the book support the principals I work on with my clients on a daily basis. Keep it simple, identify vital areas for improvement, implement action plans with due dates, and most importantly, measure improvement and report on results.
I am happy to recommend this book to my clients and colleagues.
Mike Moore
Senior Consultant
Management Action Programs
(619) 368-0550
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After reading a couple of books in this genre, it should be clear that many are saying very similar things in slightly different ways. Hey, who moved my cheese. Wait, wasn't that... I mean it was groundbreaking and I... These authors are getting rich because you keep paying them to say the same things. Think about it.
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This was one of several books that was used in my Master's Program (MSEL - Master's in Executive Leadership) at USD. We were blessed to have Marshall come and speak to us for several hours and what he writes in this book is truly amazing. Usually you are able to take one or two things out of a Leadership book and apply it. We found ourselves in class applying everything in the book as well as what he spoke to us about. He provided real life use cases and believe me I applied several things on Monday morning and it made a difference. One key area of the book that you should look at is the section on "what's wrong with us". If you don't know what is broken or you aren't willing to accept there is something wrong how are you ever going to try and fix it. Remember if you are the coach you aren't changing someone. You are only providing them guidance and direction. Your asking the hard questions that they must answer. The person that is being coached is the only one who can make the change. You own your own destiny. Here are some of the transactional flaws that most leaders do and should work on correcting.
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 too much 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 overuse of these negative qualifiers which secretly say to everyone, "I'm right. You're wrong."
6.Telling the world how smart we are: The need to show people we're smarter than they think we are.
7.Speaking when angry: Using emotional volatility as a management tool.
8.Negativity or "Let me explain why that won't work": The need to share our negative thoughts even when we weren't asked.
9.Withholding information: The refusal to share information in order to maintain an advantage over the others.
10.Failing to give proper recognition: The inability to praise and reward.
11.Claiming credit that we don't deserve: The most annoying way to overestimate our contribution to any success.
12.Making excuses: The need to reposition our annoying behavior as a permanent fixture so people excuse us for it.
13.Clinging to the past: The need to deflect blame away from ourselves and onto events and people from our past; a subset of blaming everyone else.
14.Playing favorites: Failing to see that we are treating someone unfairly.
15.Refusing to express regret: The inability to take responsibility for our actions, admit we're wrong, or recognize how our actions affect others.
16.Not listening: The most passive-aggressive form of disrespect for colleagues.
17.Failing to express gratitude: The most basic form of bad manners.
18.Punishing the messenger: The misguided need to attack the innocent who are usually only trying to help us.
19.Passing the buck: The need to blame everyone but ourselves.
20.An excessive need to be "me": Exalting our faults as virtues simply because they're who we are.
If you have read this it is a MUST read. Marshall thank you again for your time on that Sunday and this wonderful read. This was one of the highlights of our class in Succession Planning & Talent Management.
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Dr. Goldsmith [...] is an amazing executive coach whose philosophy is being taught for the Master of Science in Executive Leadership (MSEL) degree program at University of San Diego. His book "What Got You Here Won't Get You There" is highly recommended. Buy it now and you will not regret it later! One commenter stated it was too late for him. I am here to tell you that the only time it is too late is when you are six feet under. You can teach an old dog new tricks. Watch his Google leadership video on YouTube and you will definitely feel connected to this authentic, genuine author whom I admire dearly [...]. His book will help you improve for any of the following 20 bad habits:
1. Winning too much
2. Adding too much value (adding your two cents to every discussion)
3. Passing judgment
4. Making destructive comments
5. Starting with "No," But," or "However"
6. Telling the world how smart we are
7. Speaking when angry
8. Negativity, or "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 excuses
13. Clinging to the past
14. Playing favorites
15. Refusing to express regret
16. Not listening (I have learned new tips for this one)
17. Failing to express gratitude
18. Punishing the messenger
19. Passing the buck
20. An excessive need to be "me"
Sincere thanks Mr. Garry Ridge and Mrs. Patricia Thompson for highly recommending this book!
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We all hope to be better. We all try to be better. Then why is it that others don't see what we are trying to do and the positive changes we are bringing about in ourselves? Marshall Goldsmith's book is a peak inside the difficulties of changing perceptions about one's self and engaging others in that change. It is an outstanding 'do it yourself' book for yourself. Many times we hear ourselves saying, "that is not what I meant" or "you have misunderstood me/my intentions". This book providers the reader with a simple method about how to sit down with those folks who have a say - directly or indirectly in your career - and create a forum for dialogue that ultimately leads to greater understanding between the parties. A must read for any manager or aspiring leader.
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