Reviews
“One of the keys to a good business book can be found in the Table of Contents. This book is not different. The four sections are titled: The Trouble with Success; The Twenty Habits That Hold You Back from the Top; How We Can Change for the Better; Pulling Out the Stops. If you go into a bookstore to check this book out, just look at the twenty habits. They were a scary eye opener for yours truly. I used up one hi-lighter on this book and found way more bad habits I have and need to change than I care to admit. The nice thing about this book is that you can identify the flaws you didn’t think you had and fix them without anybody knowing you had a problem. Now that is a huge benefit. All in all, this is an important book.” — Jack Covert, Jack Covert Selects, 1800CEOREAD
“Goldsmith has no interest in probing why people behave the way they do. He doesn’t try to reshape their personalities. He measures success by the extent to which other people’s perceptions of his clients change for the better … he teaches them how to apologize for their shortcomings — ‘the most magical, healing, restorative gesture human beings can make,’ he writes in his book [What Got You Here Won’t Get You There] … and then to ask for help in getting better … ‘It’s much harder to change people’s perceptions of your behavior than to change your behavior,’ he says …” — Barbara Rose, Chicago Tribune
“If you decide to purchase one new book this year I encourage you to make it What Got You Here Won’t Get You There. This is the top tier of leadership information available!” — weLEAD Rating—highly recommended
“The book is written pretty much the way Marshall speaks. It is simple, brutally honest, and humorous. It doesn’t try to get fancy. It’s economically composed, crafted to be useful. It will appeal to people with no time to waste. Like its author, it’s practical and to the point… What Got You Here will be required reading for many years to come. — David Zweig, Senior Editor, World Business Academy Perspectives
“This is a superb book, practical with a rich understanding of human behaviour and how to change. Mr. Goldsmith has endless examples from his work and his own personal failings, and the result is a chance for readers whose companies don’t hire him to get the benefit of his expertise.” — Harvey Schachter, Globe and Mail
“What holds you back from achievement? Marshall Goldsmith is an executive coach who has worked with over eighty CEOs in the world’s top organizations — so he’s in the perfect position to examine how global leaders overcome self-defeating habits, translating these lessons to the modern condition and everyday man in What Got You Here Won’t Get You There. From key beliefs in successful leaders to common behavior flaws, this book translates drawbacks to success, and will find an audience in any general-interest collection where self-improvement is of interest.” — Diane Donovan, Midwest Book Review/California Bookwatch
“You’ll see the results whether you’re a CEO or just getting started.” — BookPage
In this groundbreaking book, Marshall Goldsmith challenges the conventional wisdom about success and reveals the hidden obstacles that prevent even the most accomplished individuals from reaching their full potential. With razor-sharp insight and practical advice, Goldsmith identifies the subtle yet powerful behavioral changes that can propel leaders to new heights of achievement. Drawing on decades of experience coaching top executives, he exposes the common pitfalls that often derail successful people and provides a clear roadmap for overcoming these barriers. This isn’t just another run-of-the-mill self-help book; it’s a wake-up call for anyone who thinks they’ve reached the pinnacle of their career, offering a fresh perspective on personal growth and leadership excellence.
The primary audience for this book is ambitious professionals, mid-level to senior executives, and aspiring leaders who have already achieved a measure of success but are looking to break through to the next level. It’s particularly relevant for those in management positions who want to refine their leadership skills and overcome the subtle behavioral issues that may be holding them back. The secondary audience includes HR professionals, business coaches, and anyone interested in personal development and organizational behavior. Goldsmith’s straightforward writing style and use of real-world examples make the book accessible to a broad range of readers, even those without a background in business or psychology. However, the concepts are most impactful for those with some professional experience who can relate to the scenarios presented.
Have you ever wondered why some of the most successful people you know seem to hit an invisible ceiling, unable to break through to the next level of achievement? Marshall Goldsmith’s What Got You Here Won’t Get You There shatters the illusion that continued success is a natural progression for high achievers. Instead, he boldly asserts that the very traits and behaviors that propelled these individuals to their current positions may be the very things holding them back from reaching greater heights.
Imagine a seasoned mountain climber who’s mastered every cliff and crag on their local peaks. They’ve developed a specific set of skills and techniques that have served them well. But when they set their sights on Everest, they quickly realize that their tried-and-true methods are woefully inadequate for the new challenge. This is the crux of Goldsmith’s argument: what works at one level of success can become a liability at the next.
Goldsmith, drawing from his vast experience coaching top executives, identifies twenty habits that commonly plague successful people. These aren’t glaring flaws or obvious shortcomings. Rather, they’re subtle behavioral tics that often go unnoticed or unchecked because they’re overshadowed by the individual’s overall success. From the need to win at all costs to the urge to add too much value to every discussion, these habits can erode relationships, stifle team productivity, and ultimately limit one’s potential for growth.
But What Got You Here Won’t Get You There isn’t just a catalog of leadership flaws. It’s a practical guide to behavioral change, offering readers a clear roadmap for identifying their own counterproductive habits and systematically eliminating them. Goldsmith introduces his renowned “feedforward” technique, a powerful tool for soliciting advice about the future rather than criticism about the past. He also outlines a step-by-step process for apologizing effectively, a skill he argues is crucial for leaders who want to build trust and loyalty among their teams.
Readers of this book will learn how to conduct a thorough self-assessment of their interpersonal behaviors, how to solicit honest feedback from colleagues and subordinates, and how to implement lasting behavioral changes. They’ll gain insights into the psychology of successful people and understand why even minor annoying habits can have major repercussions in the workplace. Most importantly, they’ll discover that the key to continued success lies not in doubling down on the skills that got them where they are, but in developing new competencies and mindsets suited for the challenges ahead.
The core message of What Got You Here Won’t Get You There is that continued success requires continual personal growth and behavioral adaptation. Goldsmith argues that as individuals climb the ladder of success, the skills and behaviors that served them well at lower levels can become hindrances at higher levels. It’s akin to a caterpillar transforming into a butterfly – what works for crawling on the ground is useless for flying through the air.
Goldsmith distills this message into a simple yet powerful concept: “Stop doing what doesn’t work.” He contends that successful people often continue ineffective behaviors simply because they’ve always done things that way, or because these behaviors are so deeply ingrained that they’ve become invisible to the individual. The book’s central thesis is that by identifying and eliminating these counterproductive habits, leaders can unlock their full potential and achieve even greater success.
What Got You Here Won’t Get You There has made a significant impact in the field of leadership development and executive coaching since its publication in 2007. Its fresh perspective on success and personal growth challenged prevailing notions that successful people simply need to do more of what made them successful in the first place.
The book’s significance lies in its practical approach to behavioral change. While many leadership books focus on acquiring new skills or knowledge, Goldsmith’s work emphasizes the importance of unlearning harmful habits. This shift in focus from addition to subtraction in personal development has influenced countless leadership training programs and coaching methodologies.
Goldsmith’s book has received widespread recognition in the business world. It was a New York Times bestseller and Wall Street Journal #1 business book. It has been translated into 28 languages, indicating its global appeal and relevance across cultures. The book was also awarded the Harold Longman Award as the Best Business Book of the Year.
Perhaps most tellingly, What Got You Here Won’t Get You There has become a staple in many corporate leadership development programs. Its ideas have been adopted by Fortune 500 companies and startups alike, shaping how organizations approach leadership training and succession planning. The book’s enduring popularity and influence are a testament to the universality of its message and the effectiveness of its prescribed methods.
Marshall Goldsmith’s What Got You Here Won’t Get You There offers a fresh and insightful perspective on leadership development that we find both compelling and practical. The book’s central premise – that the very behaviors that drive initial success can become obstacles to further advancement – is a powerful insight that challenges conventional wisdom about career progression.
We appreciate Goldsmith’s focus on specific, observable behaviors rather than abstract leadership qualities. This approach makes the book’s advice highly actionable, allowing readers to identify and work on concrete areas for improvement. The 20 habits Goldsmith identifies as potential career limiters are well-observed and likely to be recognizable to many readers, adding to the book’s relatability and usefulness.
The introduction of innovative techniques like “feedforward” and the emphasis on follow-through and accountability add significant value to the book. These practical tools provide readers with clear strategies for implementing change, moving beyond mere theory to real-world application.
We find the book’s writing style to be another strong point. Goldsmith’s conversational tone and use of real-world examples make complex concepts accessible and engaging. The anecdotes drawn from his extensive coaching experience lend credibility to his advice and help illustrate how his principles can be applied in various professional contexts.
However, we also recognize some limitations in Goldsmith’s approach. The book’s focus on individual behavior change, while valuable, sometimes overlooks the role of organizational culture and systemic issues in shaping leadership effectiveness. Readers may need to supplement Goldsmith’s advice with resources that address these broader contextual factors.
Additionally, while the book’s simplicity is generally a strength, there are instances where complex issues might be oversimplified. The universality of some of Goldsmith’s recommendations across different cultural contexts could also be questioned.
Our Recommendation
Despite these limitations, we strongly recommend What Got You Here Won’t Get You There to leaders at all levels, particularly those who have already achieved a degree of success and are looking to break through to the next level. The book’s insights into the subtle behaviors that can hold back high achievers are invaluable, and its practical strategies for change offer a clear path forward for personal and professional growth.
For maximum benefit, we suggest reading this book in conjunction with works that offer complementary perspectives, such as those addressing organizational culture, systems thinking, or cross-cultural leadership. By combining Goldsmith’s focused, behavior-based approach with these broader viewpoints, readers can develop a more comprehensive understanding of leadership effectiveness and chart a course for continued growth and success in their careers.
The essence of Marshall Goldsmith’s What Got You Here Won’t Get You There lies in its exploration of behavioral change for successful individuals. At its core, the book identifies twenty specific habits that often hinder further progress for those who have already achieved a degree of success. These habits, ranging from the need to win too much to making destructive comments, are often blind spots for successful people. Goldsmith argues that these behaviors, while perhaps useful or tolerable at earlier stages of one’s career, become increasingly detrimental as one climbs the ladder of success. The book emphasizes that recognizing and eliminating these habits is crucial for continued growth and achievement.
Another key element of the book’s essence is the concept of “feedforward” as opposed to feedback. Goldsmith introduces this innovative approach to personal development, which focuses on soliciting suggestions for the future rather than dwelling on past mistakes. This method encourages positive, future-oriented thinking and helps individuals avoid becoming defensive when receiving input. The feedforward technique is presented as a powerful tool for leaders to gather insights and improve their performance without the emotional baggage often associated with traditional feedback.
The book also places significant emphasis on the power of apologizing and following up. Goldsmith posits that the ability to sincerely apologize for past mistakes and actively seek input on one’s progress is a hallmark of great leadership. He provides a step-by-step guide for effective apologies, stressing that this skill is not just about admitting fault, but also about rebuilding trust and fostering positive relationships in the workplace. The follow-up process is presented as equally crucial, as it demonstrates commitment to change and helps solidify new, more productive behaviors.
A central tenet of the book is the idea that behavioral change is a continuous process that requires ongoing effort and vigilance. Goldsmith introduces the concept of “environmental triggers” that can cause individuals to fall back into old, counterproductive habits. He emphasizes the importance of creating systems and routines to support desired behaviors and mitigate the impact of these triggers. This approach to sustainable behavioral change is presented as a key differentiator between those who achieve lasting success and those who plateau.
The book also delves into the psychology of successful people, exploring why they often struggle with behavioral change. Goldsmith discusses the “superstition trap,” where individuals attribute their success to all of their behaviors, both good and bad, making them resistant to change. He also addresses the “success delusion,” where achievements can lead to overconfidence and a decreased ability to recognize areas for improvement. Understanding these psychological barriers is presented as crucial for overcoming them and achieving continued growth.
The CEO Who Needed to Listen
Goldsmith recounts working with a brilliant CEO who had a habit of finishing other people’s sentences and jumping to conclusions before hearing them out. This behavior, while stemming from the CEO’s quick thinking and desire for efficiency, was alienating his team and causing them to withhold valuable information. Through Goldsmith’s coaching, the CEO learned to consciously pause and allow others to complete their thoughts. This simple change led to improved team dynamics, better decision-making, and increased innovation within the company.
The Executive Who Couldn’t Stop Adding Value
Another example involves a high-ranking executive who had a compulsive need to add her two cents to every idea presented to her. While her suggestions were often valuable, this habit was discouraging her team from bringing forward their own ideas. Employees felt that their contributions would inevitably be altered or overshadowed. By learning to sometimes simply say “Great idea!” without adding anything, the executive fostered a more creative and empowered team environment, ultimately leading to better outcomes for the organization.
The Leader Who Learned to Apologize
Goldsmith shares the story of a leader who was skeptical about the power of apology. This individual believed that admitting fault would undermine his authority. However, after a particularly tense team meeting where he had been unnecessarily harsh, Goldsmith convinced him to try apologizing. The leader was amazed at the positive response from his team. Not only did the apology clear the air, but it also increased the team’s respect for him and improved overall morale. This experience transformed the leader’s approach to managing relationships and conflicts within his organization.
The Successful Manager’s Feedback Revolution
In one case study, Goldsmith describes a successful manager who implemented the feedforward technique with her team. Instead of the traditional annual performance reviews, which often left employees feeling defensive and demotivated, she instituted regular sessions where team members would offer suggestions for future improvement. This shift in focus from past mistakes to future possibilities created a more positive and productive work environment. Team members became more engaged in their own development and that of their colleagues, leading to improved performance across the board.
The Overachiever’s Trigger Management
Goldsmith recounts working with a high-achieving executive who struggled with anger management, particularly when faced with what he perceived as incompetence. By identifying the specific triggers that set off his angry outbursts (such as missed deadlines or poorly prepared presentations), the executive was able to develop strategies to manage his reactions. These included taking a moment to breathe deeply before responding, asking clarifying questions instead of making assumptions, and reframing situations in a more positive light. Over time, these new habits not only improved his relationships with colleagues but also enhanced his effectiveness as a leader.
The Power of Behavioral Change
One of the most crucial insights from Goldsmith’s book is the recognition that behavioral change, not just skill acquisition, is the key to continued success. Many successful individuals focus on developing new skills or knowledge, but Goldsmith argues that it’s often their interpersonal behaviors that hold them back. To apply this insight, start by conducting a thorough self-assessment of your daily interactions. Pay close attention to how you communicate with others, how you respond to feedback, and how you handle disagreements. Then, identify one or two specific behaviors that might be limiting your effectiveness. For example, if you have a tendency to interrupt others, make a conscious effort to listen fully before responding. Set a goal to practice this new behavior for a month, and ask a trusted colleague to provide feedback on your progress. Remember, changing ingrained habits takes time and consistent effort, so be patient with yourself and celebrate small victories along the way.
The ‘Feedforward’ Technique
Goldsmith introduces the concept of ‘feedforward’ as a powerful alternative to traditional feedback. Unlike feedback, which focuses on past behavior, feedforward is entirely future-oriented and positive. To implement this technique, start by identifying an area where you want to improve. Then, approach colleagues, team members, or mentors with a simple request: “I’m working on improving [specific behavior or skill]. Do you have any suggestions for me?” Listen to their ideas without becoming defensive or trying to explain yourself. Thank them for their input, and consider how you might apply their suggestions. Make it a habit to seek feedforward regularly, perhaps once a week or before important projects. This approach not only provides you with valuable insights but also helps create a culture of continuous improvement and positive communication within your team or organization.
The Hazards of Winning Too Much
One of the most common pitfalls for successful people, according to Goldsmith, is the need to win at all costs. This habit can manifest in always having to have the last word, arguing for the sake of arguing, or making others wrong to prove yourself right. To overcome this, start by becoming aware of your ‘winning’ impulses. When you feel the urge to argue or prove your point, pause and ask yourself, “Is this worth winning?” Often, you’ll find that the potential ‘win’ isn’t worth the damage it might cause to relationships or team morale. Practice letting others have the last word, especially in minor disagreements. When someone presents an idea that differs from yours, try responding with “That’s an interesting perspective. Tell me more about it,” instead of immediately countering. By doing so, you’ll foster better relationships, encourage more open communication, and likely gain valuable insights you might have missed in your rush to ‘win’.
The Art of Apologizing
Goldsmith emphasizes the importance of effective apologies in leadership and personal growth. Many successful people struggle with apologizing, seeing it as a sign of weakness. However, a sincere apology can be a powerful tool for rebuilding trust and improving relationships. To master the art of apologizing, follow Goldsmith’s four-step process: 1) Acknowledge the mistake without making excuses. 2) Express sincere regret. 3) Ask for forgiveness. 4) Promise it won’t happen again (and follow through on this promise). Practice this process in lower-stakes situations to become more comfortable with it. For example, if you’re late to a meeting, don’t just say “Sorry I’m late” as you rush in. Instead, take a moment to say, “I apologize for being late. I know your time is valuable, and I regret keeping you waiting. It won’t happen again. Please forgive me.” By making your apologies more thoughtful and complete, you’ll demonstrate respect for others and strengthen your professional relationships.
The Importance of Following Up
One of Goldsmith’s key insights is that following up is crucial for sustainable behavioral change. Many people make commitments to change but fail to follow through consistently. To apply this insight, create a system for regular follow-ups on your behavioral goals. This could involve setting reminders in your calendar to check in with yourself daily or weekly about your progress. Additionally, enlist the help of a “change partner” – a colleague, friend, or coach who agrees to check in with you regularly about your goals. Schedule monthly meetings with this person to discuss your progress, challenges, and next steps. Be sure to ask for specific feedback: “Have you noticed any improvement in [specific behavior]?” or “What suggestions do you have for me to continue improving?” This consistent follow-up will help you stay accountable and make your behavioral changes stick.
Managing Your Triggers
Goldsmith introduces the concept of ‘triggers’ – people, situations, or events that prompt certain behaviors or reactions. Understanding and managing these triggers is crucial for behavioral change. To apply this insight, start by identifying your personal triggers. Keep a journal for a week, noting situations that provoke strong emotional reactions or lead to behaviors you’re trying to change. Once you’ve identified your triggers, develop specific strategies to manage them. For example, if you know that tight deadlines trigger stress-induced outbursts, create a plan to manage your time better and develop a calming routine (like deep breathing exercises) to use when you feel pressure mounting. Practice these strategies consistently, and over time, you’ll find yourself responding more productively to challenging situations.
The Danger of Adding Too Much Value
Goldsmith points out that many leaders have a habit of always trying to add value to others’ ideas, even when it’s not necessary. While this comes from a good place – wanting to contribute – it can discourage others from sharing their thoughts and stifle creativity. To overcome this, practice the art of appreciation without addition. When a team member presents an idea, resist the urge to immediately improve upon it. Instead, try saying, “That’s a great idea. Let’s explore how we can implement it.” Make it a goal to simply listen and acknowledge in at least 50% of your interactions about new ideas. When you do feel the need to add something, ask yourself: “Is my addition truly improving the idea, or am I just trying to put my stamp on it?” By doing this, you’ll empower your team, encourage more open sharing of ideas, and likely see an increase in innovation and creativity.
The Power of Letting Go
A significant insight from Goldsmith’s work is the importance of letting go of the past to move forward. Many successful people hold onto past achievements or mistakes, which can hinder their ability to adapt and grow. To apply this insight, practice mindfulness techniques to stay present-focused. When you catch yourself dwelling on past successes or failures, gently redirect your thoughts to the present moment and your current goals. Implement a regular ‘letting go’ ritual – perhaps at the end of each week or month, write down what you’re proud of and what you’ve learned, then symbolically ‘let go’ of these experiences to make room for new ones. This could involve physically burning the paper or simply declaring out loud, “I’ve learned from these experiences, and now I’m moving forward.” By regularly practicing letting go, you’ll become more adaptable and open to new opportunities for growth.
Actionable Insights
One of the most significant strengths of What Got You Here Won’t Get You There is its focus on providing actionable insights. Goldsmith doesn’t just identify problematic behaviors; he offers concrete strategies for change. For each of the 20 habits he identifies as potential career-limiters, he provides specific steps for improvement. For instance, when discussing the habit of “Making destructive comments,” Goldsmith suggests a simple yet effective strategy: Before speaking, ask yourself, “Is it worth it?” This approach gives readers practical tools they can immediately apply in their professional lives. The book’s emphasis on actionable advice sets it apart from many leadership books that offer theoretical concepts without clear implementation strategies.
Psychological Understanding
Goldsmith demonstrates a deep understanding of the psychology of successful people, which adds significant value to his work. He explains why high achievers often struggle with behavioral change, introducing concepts like the “superstition trap” and the “success delusion.” This psychological insight helps readers understand why they might be resistant to change, even when they intellectually recognize the need for it. By addressing these psychological barriers, Goldsmith equips readers to overcome them more effectively. This approach goes beyond surface-level advice and tackles the root causes of problematic behaviors, making the book’s strategies more likely to result in lasting change.
Real-World Examples
The book is rich with real-world examples drawn from Goldsmith’s extensive experience as an executive coach. These examples bring the concepts to life, making them more relatable and memorable. For instance, when discussing the habit of “Clinging to the past,” Goldsmith shares the story of a CEO who struggled to adapt to changing market conditions because he was fixated on strategies that had worked in the past. These examples not only illustrate the concepts but also demonstrate their relevance across various industries and leadership levels. The diversity of these examples ensures that readers from different backgrounds can find situations that resonate with their own experiences.
Innovative Techniques
Goldsmith introduces several innovative techniques that set this book apart from traditional leadership advice. The “feedforward” method, for example, offers a fresh approach to giving and receiving advice that focuses on future improvement rather than past mistakes. This technique addresses many of the common issues with traditional feedback, such as defensiveness and lack of actionable insights. Similarly, his approach to apologies, which includes a specific four-step process, provides a structured method for a skill that many find challenging. These innovative techniques offer readers new tools that they may not have encountered in other leadership resources.
Emphasis on Interpersonal Skills
While many business books focus on strategy or technical skills, Goldsmith places a strong emphasis on interpersonal skills and emotional intelligence. He argues convincingly that at higher levels of leadership, it’s often these “soft” skills that make the difference between good and great leaders. By focusing on behaviors like listening, showing gratitude, and admitting mistakes, Goldsmith highlights areas that are often overlooked but crucial for leadership success. This focus on interpersonal skills makes the book relevant not just for career advancement, but for personal growth and improved relationships in all areas of life.
Accessible Writing Style
Goldsmith’s writing style is another strength of the book. He presents complex psychological concepts and leadership principles in a clear, engaging manner that’s accessible to a wide audience. He uses humor effectively to lighten serious topics and maintain reader engagement. For example, when discussing the habit of “Telling the world how smart we are,” Goldsmith humorously refers to it as the “smart-comment syndrome.” This approachable style makes the book a quick and enjoyable read, increasing the likelihood that readers will absorb and apply its lessons.
Limited Focus on Systemic Issues
While Goldsmith’s focus on individual behavior change is valuable, the book sometimes overlooks systemic issues that can impact a leader’s effectiveness. Organizational culture, industry norms, and societal expectations can all play a role in shaping behavior, but these factors receive relatively little attention. For instance, in discussing the habit of “Making excuses,” Goldsmith could have explored how certain organizational cultures might encourage this behavior. By primarily focusing on individual change without addressing these broader contexts, the book may not fully equip readers to navigate complex organizational dynamics.
Potential for Oversimplification
In his effort to make concepts accessible and actionable, Goldsmith occasionally risks oversimplifying complex issues. For example, his treatment of the habit “Refusing to express regret” presents apologizing as a relatively straightforward process. However, in reality, the appropriateness and effectiveness of apologies can vary greatly depending on cultural context, power dynamics, and the specific situation. While the book’s simplicity is generally a strength, in some cases it may lead readers to underestimate the complexity of behavioral change in real-world scenarios.
Limited Scientific Evidence
While Goldsmith draws on his extensive experience as an executive coach, the book could benefit from more references to scientific research in leadership and behavioral psychology. Many of the concepts presented are based on anecdotal evidence and personal observation. While these are valuable, incorporating more peer-reviewed research could have strengthened the book’s arguments and provided readers with a more comprehensive understanding of the principles behind Goldsmith’s advice. For instance, when discussing the effectiveness of the “feedforward” technique, citing studies on the psychology of feedback and performance improvement could have added weight to his arguments.
Lack of Diversity in Examples
Although Goldsmith provides numerous examples throughout the book, they tend to focus primarily on high-level executives in large corporations. While these examples are relevant to the book’s target audience, they may not resonate as strongly with readers from different backgrounds, such as those in small businesses, non-profits, or emerging industries. Including a more diverse range of examples could have made the book more inclusive and applicable to a broader audience. Additionally, the book could have benefited from more examples featuring women and minorities in leadership positions, reflecting the increasing diversity in today’s business world.
The Individualistic Approach
One potential blind spot in What Got You Here Won’t Get You There is its strong focus on individual behavior change without adequately addressing the role of organizational culture and systems. While personal growth is crucial, readers might mistakenly believe that changing their own behavior is sufficient to overcome all career obstacles. In reality, organizational structures, team dynamics, and company culture play significant roles in shaping leadership effectiveness. Leaders attempting to implement Goldsmith’s advice might become frustrated if they encounter systemic resistance to their behavioral changes. To address this blind spot, readers might benefit from supplementing Goldsmith’s work with books that explore organizational culture and systems thinking. For instance, Edgar Schein’s Organizational Culture and Leadership provides a comprehensive look at how culture influences behavior at all levels of an organization. Similarly, Peter Senge’s The Fifth Discipline offers insights into systems thinking and how individual actions interact with larger organizational patterns.
The Universality Assumption
Another blind spot in Goldsmith’s approach is the implicit assumption that the behaviors he identifies as problematic are universally detrimental across all cultures and contexts. While many of the habits he discusses are indeed widely recognized as counterproductive, the degree to which they are considered problematic can vary significantly across different cultural contexts. For example, the habit of “Speaking when angry” might be seen as a sign of passion and commitment in some cultures, while being viewed as unprofessional in others. Readers applying Goldsmith’s advice in diverse, global settings might find that some of the behavioral changes he recommends are less effective or even counterproductive in certain cultural contexts. To gain a more nuanced understanding of leadership across cultures, readers might turn to Erin Meyer’s The Culture Map, which explores how cultural differences impact business practices and leadership styles. Additionally, Mansour Javidan’s Global Mindset offers insights into developing leadership skills that are effective across diverse cultural contexts.
The High-Achiever Focus
Goldsmith’s book is primarily targeted at successful individuals who have already achieved a significant level of career success. While this focus allows for deep insights into the challenges faced by high-achievers, it may create a blind spot regarding the applicability of his advice to individuals at earlier stages in their careers or those in non-traditional career paths. Readers might mistakenly assume that the behaviors Goldsmith identifies as problematic are only relevant to top-level executives, overlooking how these habits might manifest and impact careers at all levels. Furthermore, the book’s emphasis on corporate leadership might not fully address the unique challenges faced by entrepreneurs, freelancers, or those in creative industries. To broaden their perspective, readers might consider pairing Goldsmith’s work with books that address career development at various stages and in diverse fields. For instance, The Start-Up of You by Reid Hoffman and Ben Casnocha offers insights into applying entrepreneurial principles to any career path. Similarly, Designing Your Life by Bill Burnett and Dave Evans provides a framework for career development that can be applied at any stage and in any field.
The Feedback Paradox
While Goldsmith strongly advocates for seeking and acting on feedback, there’s a potential blind spot in not fully addressing the complexities and potential pitfalls of feedback processes. Readers might assume that all feedback is equally valuable and should be acted upon, without considering the biases, limited perspectives, or hidden agendas that can influence feedback. Moreover, in some organizational cultures, soliciting feedback too frequently or from the wrong sources could be perceived negatively. There’s also the risk of becoming overly dependent on external validation, potentially undermining a leader’s confidence and decision-making abilities. To gain a more nuanced understanding of feedback dynamics, readers might benefit from exploring books that dive deeper into this topic. For example, Thanks for the Feedback by Douglas Stone and Sheila Heen offers a comprehensive look at the science of receiving feedback effectively. Additionally, Crucial Conversations by Kerry Patterson et al. provides tools for navigating the challenging conversations often involved in giving and receiving feedback.
The Change Sustainability Challenge
While Goldsmith provides excellent strategies for initiating behavioral change, there’s a potential blind spot in not fully exploring the challenges of sustaining these changes over the long term. Readers might underestimate the difficulty of maintaining new behaviors, especially under stress or in challenging situations. The book could benefit from a more in-depth discussion of how to embed new behaviors so deeply that they become automatic, even in high-pressure environments. There’s also limited discussion of how to handle setbacks or regressions in the change process, which are common in any behavioral modification effort. To address this blind spot, readers might turn to books that focus specifically on habit formation and long-term behavior change. James Clear’s Atomic Habits offers a comprehensive framework for building good habits and breaking bad ones, with a focus on making small, sustainable changes. Similarly, The Power of Habit by Charles Duhigg explores the science behind habit formation and change, providing insights into how to make behavioral changes stick over the long term.
Good to Great by Jim Collins
While both Goldsmith’s What Got You Here Won’t Get You There and Collins’ Good to Great focus on what makes leaders and companies exceptional, they approach the topic from different angles. Collins’ work is based on extensive research of companies that made the leap from good to great performance, identifying common characteristics of their leaders and organizational practices. In contrast, Goldsmith’s book is more focused on individual behavior change, drawing from his experience as an executive coach. Collins introduces concepts like the “Level 5 Leader,” who combines personal humility with professional will, which aligns with some of Goldsmith’s ideas about successful leadership behaviors. However, Collins places more emphasis on organizational systems and culture, while Goldsmith hones in on personal habits and interpersonal skills. Good to Great provides a broader, more data-driven perspective on organizational success, while Goldsmith’s work offers more specific, actionable advice for individual leaders.
The 7 Habits of Highly Effective People by Stephen Covey
Covey’s seminal work shares some similarities with Goldsmith’s book in its focus on personal effectiveness and behavior change. Both authors emphasize the importance of self-awareness and continuous improvement. However, Covey’s approach is more holistic, presenting a framework for personal and professional development based on universal principles. In contrast, Goldsmith’s work is more targeted, focusing specifically on behaviors that can hold back already successful people. Covey’s “habits” are proactive behaviors to cultivate, while Goldsmith’s focus is largely on negative behaviors to eliminate. The 7 Habits also has a stronger emphasis on personal mission and values, whereas Goldsmith’s book is more directly focused on workplace behaviors and career advancement. While both books offer valuable insights, Goldsmith’s work might be more immediately applicable for high-level executives looking to fine-tune their leadership style.
Mindset: The New Psychology of Success by Carol S. Dweck
Dweck’s work on growth mindset provides an interesting counterpoint to Goldsmith’s approach. While Goldsmith focuses on specific behaviors to change, Dweck emphasizes the importance of one’s overall mindset in achieving success. Her research suggests that individuals with a “growth mindset” – those who believe their abilities can be developed through dedication and hard work – are more likely to achieve success than those with a “fixed mindset.” This concept complements Goldsmith’s work by providing a psychological foundation for why some leaders might be more receptive to behavior change than others. Dweck’s work could be seen as addressing the “why” of personal growth, while Goldsmith’s book focuses more on the “how.” Readers might benefit from combining Dweck’s insights on cultivating a growth mindset with Goldsmith’s specific strategies for behavior change.
Emotional Intelligence by Daniel Goleman
Goleman’s work on emotional intelligence (EI) shares common ground with Goldsmith’s book in recognizing the crucial role of interpersonal skills in leadership success. Both authors argue that at higher levels of leadership, emotional intelligence often distinguishes great leaders from merely good ones. However, Goleman’s approach is more theoretical, explaining the concept of EI and its components (self-awareness, self-regulation, motivation, empathy, and social skill). In contrast, Goldsmith’s work is more practical, focusing on specific behaviors that demonstrate or undermine emotional intelligence in the workplace. While Goleman provides a framework for understanding emotional intelligence, Goldsmith offers concrete strategies for improving it. Readers might find value in combining Goleman’s comprehensive explanation of EI with Goldsmith’s actionable advice for enhancing emotionally intelligent behaviors.
Conduct a Self-Assessment
Begin your journey of self-improvement by conducting a thorough self-assessment. Review Goldsmith’s list of 20 habits that can hold successful people back. For each habit, honestly evaluate your behavior over the past month. Rate yourself on a scale of 1-10 for each habit, with 1 being “I never do this” and 10 being “I frequently do this.” Be brutally honest with yourself – remember, this is for your own growth. Consider asking trusted colleagues or friends for their input as well, as we often have blind spots when it comes to our own behavior. Pay special attention to habits that you rate highly, as these are likely areas where you have the most room for improvement.
Prioritize Areas for Improvement
After your self-assessment, identify the top three habits that you believe are most holding you back. These should be behaviors that you’ve rated highly and that you believe have the most significant impact on your professional relationships and effectiveness. For each of these habits, write down specific instances where this behavior has caused problems or held you back in the past month. This will help you understand the real-world impact of these habits and motivate you to change.
Implement the ‘Feedforward’ Technique
For each of your top three habits, use Goldsmith’s ‘feedforward’ technique to gather input on how to improve. Approach 5-10 colleagues, subordinates, or mentors with the following request: “I’m working on [specific behavior]. Do you have any suggestions for how I can improve in this area?” Listen to their suggestions without defending yourself or explaining your past behavior. Simply take notes and thank them for their input. This process not only provides you with valuable advice but also signals to others that you’re committed to personal growth.
Create a Behavioral Change Plan
Based on the feedforward suggestions and your own insights, create a specific plan for changing each of your top three habits. For each habit, write down:
For example, if one of your habits is “Adding too much value,” your plan might include:
Establish Accountability Measures
Set up a system to hold yourself accountable for your behavior change goals. This could involve:
Practice Effective Apologies
Implement Goldsmith’s four-step apology process when you make mistakes or fall back into old habits:
Practice this process in low-stakes situations to become more comfortable with it. For instance, if you’re late to a meeting, don’t just say “Sorry I’m late.” Instead, say something like, “I apologize for being late. I know your time is valuable, and I regret keeping you waiting. It won’t happen again. Please forgive me.” By making your apologies more thoughtful and complete, you’ll demonstrate respect for others and strengthen your professional relationships.
Implement a ‘Stopping’ Strategy
For each of your target habits, develop a specific ‘stopping’ strategy to interrupt the behavior when you catch yourself doing it. This could be a physical action (like taking a deep breath), a mental reminder (like visualizing a stop sign), or a verbal cue (like saying “pause” to yourself). Practice using this strategy in various situations until it becomes automatic. For example, if you’re working on the habit of interrupting others, your stopping strategy might be to physically place your hand over your mouth when you feel the urge to interrupt. This physical action can help break the automatic response and give you a moment to reconsider.
Develop New Habits
While focusing on eliminating negative habits, also work on developing positive ones. Based on Goldsmith’s advice, consider implementing these new habits:
Set specific goals for each of these new habits (e.g., “I will practice active listening in at least three conversations per day”) and track your progress.
Create Environmental Triggers
Set up environmental cues to remind you of your behavior change goals. These could include:
For example, if you’re working on being a better listener, you might put a small ear-shaped trinket on your desk as a constant reminder.
Practice Mindfulness
Incorporate mindfulness techniques into your daily routine to increase self-awareness and improve your ability to catch yourself engaging in unwanted behaviors. This could involve:
As you become more mindful, you’ll likely find it easier to notice when you’re slipping into old habits and to implement your new behaviors.
Seek Ongoing Feedback
Don’t limit yourself to the initial feedforward exercise. Make seeking feedback a regular part of your routine:
Remember to receive all feedback graciously, even if you disagree with it. The goal is to understand others’ perceptions, not to defend yourself.
Integrate Leadership Behavior Assessment into Performance Reviews
Organizations can incorporate Goldsmith’s insights into their performance review processes by adding a specific section on leadership behaviors. This would involve assessing managers and executives not just on their achievement of business goals, but also on their demonstration of positive leadership behaviors and their progress in eliminating counterproductive habits. By making these behaviors a formal part of performance evaluations, companies can signal the importance of continuous personal growth and create a culture that values interpersonal skills alongside technical competence.
However, implementing this change may face resistance from both managers and employees. Some may view it as subjective or irrelevant to their core job responsibilities. There might also be concerns about how to fairly and consistently evaluate these behaviors across different roles and departments. Additionally, managers might feel uncomfortable providing feedback on personal behaviors, especially to senior executives.
To overcome these challenges, organizations should start by providing comprehensive training on Goldsmith’s concepts and the importance of leadership behaviors. They should develop clear, objective criteria for evaluating these behaviors, possibly using 360-degree feedback to gather a more comprehensive view. It’s also crucial to create a safe environment for giving and receiving feedback, perhaps by initially making this assessment developmental rather than evaluative. Gradually, as the organization becomes more comfortable with the process, it can be integrated into formal performance reviews.
Implement a Company-Wide ‘Feedforward’ Program
Businesses can adopt Goldsmith’s ‘feedforward’ technique as a company-wide practice to foster a culture of continuous improvement. This could involve regular sessions where employees at all levels seek advice from colleagues on how to improve specific behaviors or skills. By focusing on future improvement rather than past mistakes, this approach can create a more positive, forward-looking atmosphere and encourage more open communication across the organization.
The main challenge in implementing such a program is ensuring widespread participation and maintaining its effectiveness over time. Employees might be hesitant to give honest advice to their superiors, fearing repercussions. There’s also a risk that the process could become a superficial exercise if not taken seriously. Additionally, in large organizations, coordinating these sessions across different departments and time zones can be logistically challenging.
To address these issues, companies should start by piloting the program in a single department or team, allowing them to refine the process before rolling it out company-wide. Clear guidelines should be established to ensure the feedforward sessions remain constructive and future-focused. Training should be provided on how to give and receive advice effectively. To encourage participation, leaders should model the behavior by actively seeking feedforward themselves. Regular evaluation of the program’s effectiveness, perhaps through anonymous surveys, can help identify and address any issues that arise.
Develop a Leadership Behavior Change Curriculum
Organizations can create a comprehensive curriculum based on Goldsmith’s 20 habits, designed to help leaders at all levels identify and change counterproductive behaviors. This could involve a series of workshops, e-learning modules, and coaching sessions focused on each habit, providing leaders with practical strategies for improvement. By offering this as part of the company’s leadership development program, businesses can create a common language and framework for discussing and improving leadership behaviors.
One significant challenge in implementing such a curriculum is ensuring that it leads to actual behavior change rather than just theoretical knowledge. Leaders may struggle to apply the concepts in their day-to-day work, especially under pressure. There’s also the risk of the program being seen as a one-time event rather than an ongoing process. Moreover, busy executives might view it as a low priority compared to their operational responsibilities.
To overcome these obstacles, the curriculum should be designed with a strong emphasis on practical application. Each module should include specific exercises and assignments that leaders can implement in their daily work. Follow-up coaching sessions can help reinforce the learning and address any challenges in applying the concepts. To ensure ongoing engagement, the program could be structured as a year-long journey with regular check-ins and progress assessments. Tying completion of the program to career advancement opportunities can also help prioritize it among busy leaders.
Establish a ‘Behavioral Change Partner’ System
Inspired by Goldsmith’s emphasis on follow-up and accountability, companies can implement a system where employees are paired with ‘Behavioral Change Partners’. These partners would meet regularly to discuss their personal development goals, share progress, and offer support and advice. This peer-to-peer approach can create a sense of shared responsibility for personal growth and provide ongoing motivation for behavior change.
Implementing this system may face several challenges. Finding compatible partners and ensuring that all employees participate can be difficult, especially in large or geographically dispersed organizations. There’s also a risk that these partnerships could become unproductive if not properly structured, or that employees might not feel comfortable discussing personal development with their colleagues. Additionally, maintaining momentum and engagement over time can be challenging.
To address these issues, companies should provide clear guidelines and training on how to be an effective Behavioral Change Partner. This could include techniques for active listening, giving constructive feedback, and holding each other accountable. A matching system based on development goals and personality types could help create more effective partnerships. Regular check-ins and success story sharing can help maintain engagement. Companies might also consider offering incentives for successful partnerships, such as recognition or small rewards for achieving shared goals.
Integrate ‘Stopping’ Strategies into Leadership Training
Organizations can incorporate Goldsmith’s concept of ‘stopping’ strategies into their leadership training programs. This would involve teaching leaders to identify their trigger situations and develop specific techniques to interrupt negative behaviors in the moment. By equipping leaders with these practical tools, companies can help them make real-time adjustments to their behavior, leading to more immediate and noticeable improvements.
The main challenge in implementing this approach is that it requires a high degree of self-awareness and discipline from leaders. In the heat of the moment, it can be difficult to recognize that a problematic behavior is about to occur and to successfully interrupt it. There’s also the risk that leaders might feel self-conscious or awkward using these techniques in front of others, particularly if they’re not well understood by the wider organization.
To overcome these obstacles, the training should include extensive practice sessions where leaders can rehearse their stopping strategies in a safe environment. Role-playing exercises can help leaders become more comfortable using these techniques in real-world situations. The organization should also work to normalize the use of these strategies by having senior leaders model them openly. Regular reminders, such as desktop wallpapers or phone apps, can help keep the techniques top of mind. Additionally, incorporating discussion of these strategies into team meetings can help create a supportive environment where everyone understands and encourages their use.
The Rise of Emotional Intelligence in Leadership
Goldsmith’s focus on interpersonal skills and self-awareness aligns perfectly with the growing emphasis on emotional intelligence in leadership. As organizations become more collaborative and less hierarchical, the ability to understand and manage one’s own emotions, as well as those of others, is becoming increasingly crucial. Future leaders will likely be evaluated not just on their technical skills or business acumen, but on their emotional intelligence quotient (EQ).
This trend is already evident in many forward-thinking companies. They’re incorporating EQ assessments into their hiring and promotion processes. Leadership development programs are placing greater emphasis on soft skills like empathy, active listening, and self-regulation. These are all areas that Goldsmith addresses in his book.
As AI and automation continue to reshape the workplace, uniquely human skills like emotional intelligence will become even more valuable. Goldsmith’s insights into behavioral change and interpersonal dynamics will likely remain relevant, if not grow in importance, in this evolving landscape.
The Shift Towards Continuous Feedback
Goldsmith’s ‘feedforward’ technique anticipates the current shift away from annual performance reviews towards more frequent, ongoing feedback. Many organizations are recognizing that waiting for yearly reviews to address behavioral issues or provide guidance is ineffective. Instead, they’re moving towards systems of continuous feedback and coaching.
This trend aligns well with Goldsmith’s emphasis on real-time behavioral change. His strategies for seeking input and making immediate adjustments fit perfectly into this new paradigm. As more companies adopt agile methodologies and flatter organizational structures, the need for quick, forward-looking feedback will only increase.
In the future, we might see AI-powered tools that provide real-time feedback on leadership behaviors, based on communication patterns, team dynamics, and other observable metrics. Goldsmith’s insights could inform the development of such tools, helping leaders make micro-adjustments to their behavior throughout their workday.
The Growing Importance of Adaptability
Goldsmith’s central thesis – that what got you here won’t get you there – speaks directly to the increasing need for adaptability in leadership. In a rapidly changing business environment, leaders can’t rely on past successes or established ways of doing things. They need to continuously evolve their skills and behaviors to meet new challenges.
This trend is likely to accelerate in the coming years. The pace of technological change, shifting market dynamics, and global uncertainties all demand leaders who can quickly adapt their approach. Goldsmith’s focus on identifying and changing counterproductive behaviors provides a framework for this kind of ongoing adaptation.
Future leadership development programs might focus more on meta-skills like learning agility and cognitive flexibility. Goldsmith’s methods for self-assessment and behavioral change could be valuable tools in developing these crucial adaptive capabilities.
The Emphasis on Authentic Leadership
There’s a growing trend towards valuing authenticity in leadership. People are increasingly looking for leaders who are genuine, transparent, and willing to admit their mistakes. This aligns well with several of Goldsmith’s key points, particularly his emphasis on apologizing effectively and accepting feedback graciously.
As social media and increased transparency make leaders more visible than ever, the ability to present an authentic self becomes crucial. Goldsmith’s advice on how to handle mistakes and show vulnerability without losing authority will likely become even more relevant.
In the future, we might see more emphasis on personal branding for leaders, with authenticity as a key component. Goldsmith’s insights could help inform strategies for leaders to present their true selves while still maintaining the professionalism and competence expected in their roles.
What Got You Here Won’t Get You There, published in 2007, remains highly relevant in today’s rapidly changing business landscape. Its focus on interpersonal skills and emotional intelligence has only grown in importance as workplaces become more collaborative and leadership styles evolve from command-and-control to more facilitative approaches. The book’s emphasis on continuous personal growth and adaptability aligns well with the current understanding of leadership in an era of constant change and disruption.
Looking to the future, Goldsmith’s work is likely to continue influencing leadership development programs and executive coaching practices. Its practical, behavior-focused approach provides a valuable complement to more theoretical leadership models. As organizations increasingly recognize the impact of leaders’ interpersonal skills on team performance and company culture, Goldsmith’s insights into behavioral change at the executive level will likely remain in high demand.
However, as workplaces continue to evolve, some aspects of the book may need reinterpretation or expansion. For instance, the rise of remote and hybrid work environments may require new strategies for implementing some of Goldsmith’s advice, particularly around interpersonal communication and relationship-building. The increasing emphasis on diversity, equity, and inclusion in the workplace may also necessitate a more nuanced approach to some of the behaviors Goldsmith discusses, considering how they might be perceived differently across diverse teams.
Furthermore, as artificial intelligence and automation continue to reshape the business world, the human skills that Goldsmith emphasizes – such as empathy, active listening, and adaptability – are likely to become even more crucial for leaders. His focus on these “soft” skills may prove prescient as they become key differentiators for human leaders in an increasingly tech-driven workplace.
In the broader societal context, Goldsmith’s work contributes to ongoing discussions about leadership ethics and responsibility. His emphasis on behaviors like listening, expressing gratitude, and admitting mistakes aligns with growing expectations for more humble, authentic leadership styles. As society grapples with issues of corporate responsibility and the role of business in addressing social and environmental challenges, Goldsmith’s insights into leadership behavior may inform how we define and develop ethical, socially conscious leaders.
Mindset: The New Psychology of Success by Carol S. Dweck
Carol Dweck’s work on growth mindset provides an excellent psychological foundation for the behavioral changes Goldsmith advocates. While Goldsmith focuses on specific behaviors, Dweck explores the underlying beliefs that make personal growth possible. Her research on fixed versus growth mindsets offers valuable insights into why some leaders might be more receptive to feedback and behavioral change than others. Readers of Goldsmith’s book will find Dweck’s work helpful in understanding and overcoming the mental barriers that can impede their efforts to change counterproductive habits. The combination of Dweck’s psychological insights and Goldsmith’s practical strategies can provide a powerful toolkit for personal and professional development.
Emotional Intelligence: Why It Can Matter More Than IQ by Daniel Goleman
Goleman’s seminal work on emotional intelligence (EI) complements Goldsmith’s focus on interpersonal skills and self-awareness. While Goldsmith provides specific behavioral strategies, Goleman offers a comprehensive framework for understanding the components of emotional intelligence: self-awareness, self-regulation, motivation, empathy, and social skill. Many of the habits Goldsmith identifies as problematic stem from a lack of emotional intelligence. Readers looking to deepen their understanding of why certain behaviors are counterproductive and how to develop more emotionally intelligent responses will find Goleman’s book invaluable. The combination of Goleman’s theoretical framework and Goldsmith’s practical advice can help leaders develop a more nuanced approach to their interpersonal interactions.
The Power of Habit: Why We Do What We Do in Life and Business by Charles Duhigg
Duhigg’s exploration of habit formation and change provides a scientific backdrop to Goldsmith’s behavioral strategies. While Goldsmith offers practical advice on changing specific leadership habits, Duhigg delves into the neuroscience and psychology of how habits work. Understanding the habit loop of cue, routine, and reward can help readers implement Goldsmith’s advice more effectively. Duhigg’s insights into how to replace bad habits with good ones can be particularly useful for leaders working to eliminate the counterproductive behaviors Goldsmith identifies. Combining Duhigg’s scientific approach with Goldsmith’s experiential wisdom can lead to more sustainable behavioral changes.
Crucial Conversations: Tools for Talking When Stakes Are High by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler
This book offers valuable complementary skills to those discussed in Goldsmith’s work. While Goldsmith focuses on overall leadership behaviors, Crucial Conversations provides specific techniques for handling high-stakes, emotional conversations effectively. Many of the situations where Goldsmith’s problematic behaviors manifest are likely to be crucial conversations. Learning how to manage these difficult dialogues can help leaders implement Goldsmith’s advice more successfully, particularly when it comes to giving and receiving feedback, apologizing, and addressing interpersonal issues. The combination of Goldsmith’s broader behavioral strategies and the specific communication techniques from Crucial Conversations can significantly enhance a leader’s interpersonal effectiveness.
Drive: The Surprising Truth About What Motivates Us by Daniel H. Pink
Pink’s exploration of intrinsic motivation offers an interesting counterpoint to Goldsmith’s focus on external behaviors. While Goldsmith provides strategies for changing observable actions, Pink delves into what drives people to perform at their best. Understanding the principles of autonomy, mastery, and purpose can help leaders create environments where both they and their team members are more likely to engage in positive behaviors naturally. Pink’s work can help readers of Goldsmith’s book understand the ‘why’ behind some of the behavioral changes they’re trying to implement, potentially making these changes more sustainable. The combination of Pink’s motivational theory and Goldsmith’s practical behavioral advice can lead to more comprehensive leadership development.
Quiet: The Power of Introverts in a World That Can’t Stop Talking by Susan Cain
Cain’s exploration of introversion provides a valuable perspective that can balance Goldsmith’s advice, which sometimes leans towards more extroverted behaviors. While many of Goldsmith’s strategies for leadership success involve active communication and visibility, Cain reminds us of the strengths that introverted leaders bring to the table. This book can help readers of Goldsmith’s work understand how to adapt his advice to fit different personality types and how to value and leverage the diversity of leadership styles within their organizations. Combining Cain’s insights with Goldsmith’s strategies can lead to a more inclusive and nuanced approach to leadership development.
Thanks for the Feedback: The Science and Art of Receiving Feedback Well by Douglas Stone and Sheila Heen
While Goldsmith emphasizes the importance of seeking and acting on feedback, Stone and Heen’s book offers a deep dive into the often-overlooked skill of receiving feedback effectively. They explore the psychological triggers that can make feedback hard to hear and provide strategies for overcoming these barriers. This book can help readers of Goldsmith’s work become more receptive to the feedback they receive, making their efforts at behavioral change more effective. The combination of Goldsmith’s ‘feedforward’ technique and Stone and Heen’s strategies for receiving feedback can create a powerful framework for continuous personal and professional growth.
Marshall Goldsmith’s Official Website Marshall Goldsmith’s official website (www.marshallgoldsmith.com) offers a wealth of resources related to the concepts in What Got You Here Won’t Get You There. Visitors can access free articles, videos, and tools for leadership development. The site also features a blog where Goldsmith shares ongoing insights and updates on leadership topics. This platform serves as an excellent starting point for those looking to deepen their understanding of Goldsmith’s approach to behavioral change and leadership development.
Harvard Business Review Leadership Section The Harvard Business Review’s leadership section (hbr.org/topic/leadership) provides a continually updated source of articles, case studies, and research on leadership topics. Many of the themes explored in Goldsmith’s book are regularly discussed here, offering readers the opportunity to stay current with the latest thinking in leadership development. The site’s mix of academic rigor and practical advice complements Goldsmith’s approach well.
MindTools Leadership Skills MindTools (www.mindtools.com/pages/main/newMN_LDR.htm) offers a comprehensive set of free resources on leadership skills, including many that align closely with the behavioral changes Goldsmith advocates. Their articles, videos, and interactive tools can help readers practice and reinforce the concepts from What Got You Here Won’t Get You There. The site’s practical, action-oriented approach makes it a valuable companion to Goldsmith’s work.
ATD International Conference & Exposition The Association for Talent Development’s annual conference (www.td.org/conferences/atd-international-conference-exposition) is one of the largest events focused on talent development and leadership. It often features sessions on behavioral change, emotional intelligence, and other topics relevant to Goldsmith’s work. Attending this conference can provide readers with the opportunity to learn about the latest research and best practices in leadership development, as well as network with other professionals interested in these topics.
World Business Forum The World Business Forum (www.wobi.com/wbf-nyc/) is an annual event that brings together global leaders in business and academia. It often features speakers who address topics related to leadership behavior and organizational success, providing a broader context for the ideas presented in Goldsmith’s book. Attending this conference can help readers understand how the behavioral changes Goldsmith advocates fit into larger trends in global business leadership.
International Coach Federation (ICF) The International Coach Federation (www.coachfederation.org) is a leading global organization for professional coaches. Many of the coaching techniques discussed in Goldsmith’s book align with ICF’s approach to leadership development. Joining this organization can provide readers with access to additional resources, training opportunities, and a network of professionals dedicated to helping leaders improve their effectiveness.
Society for Human Resource Management (SHRM) SHRM (www.shrm.org) is the world’s largest HR professional society. They offer resources, research, and professional development opportunities related to leadership and talent development. Many of the organizational applications of Goldsmith’s ideas fall within the realm of HR, making SHRM a valuable resource for those looking to implement these concepts on a broader scale within their organizations.
HBR IdeaCast Harvard Business Review’s podcast, HBR IdeaCast (hbr.org/podcasts/ideacast), frequently features discussions on leadership topics that complement Goldsmith’s work. Episodes often include interviews with thought leaders in management and leadership, providing listeners with diverse perspectives on leadership behavior and effectiveness.
Coaching for Leaders Hosted by Dave Stachowiak, the Coaching for Leaders podcast (coachingforleaders.com/podcast/) offers weekly episodes on leadership development. Many episodes touch on themes similar to those in Goldsmith’s book, providing practical advice for improving leadership skills and behaviors. This podcast can serve as an ongoing source of inspiration and ideas for readers looking to continually refine their leadership approach.
Emotional Intelligence at Work by Udemy This online course (www.udemy.com/course/emotional-intelligence-at-work/) covers many of the emotional intelligence concepts that underpin Goldsmith’s behavioral change strategies. It offers practical exercises and assessments to help learners develop their emotional intelligence, which can be crucial in implementing the behavioral changes Goldsmith advocates.
Leading with Emotional Intelligence by Coursera Offered through the Indian School of Business, this course (www.coursera.org/learn/emotional-intelligence-in-leadership) explores how emotional intelligence impacts leadership effectiveness. It provides a theoretical foundation that can help readers of Goldsmith’s book understand the ‘why’ behind many of his recommended behavioral changes.
The Corporation This documentary explores the nature of the modern corporation and its impact on society. While not directly about leadership behavior, it provides valuable context for understanding the environment in which many leaders operate. This can help readers of Goldsmith’s book consider how organizational structures and pressures might influence leadership behaviors.
Jiro Dreams of Sushi While not explicitly about leadership, this documentary about sushi master Jiro Ono exemplifies many of the qualities Goldsmith advocates, such as continuous improvement and attention to detail. It offers an inspiring look at the dedication and self-reflection required for true mastery in any field, including leadership.
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