What Got You Here Won't Get You There

About the Author

Marshall Goldsmith is a celebrated author, coach, and one of the most influential figures in the field of leadership development. His extensive experience spans decades, during which he has worked with some of the world's most successful leaders. Goldsmith’s approach to coaching is unique in that it focuses not only on the professional skills needed to excel but also on the behavioral aspects that often go unnoticed yet significantly impact a leader’s effectiveness. He is known for his direct and pragmatic style, which is reflected in his numerous bestselling books, including "What Got You Here Won’t Get You There." His work emphasizes the importance of self-awareness and continuous improvement, making his insights invaluable to anyone aiming to achieve sustained success.

Main Idea

The core idea of "What Got You Here Won’t Get You There" is deceptively simple yet profound: the very traits and behaviors that propel individuals to initial success can become obstacles to further advancement. Marshall Goldsmith argues that as individuals climb the corporate ladder, they often develop habits that, while tolerated or even rewarded at lower levels, can prevent them from reaching the pinnacle of their careers. These behaviors, which range from arrogance and a lack of accountability to poor interpersonal skills, need to be identified and corrected. The book serves as a guide to recognizing these detrimental habits and offers practical advice on how to replace them with more effective behaviors. The ultimate goal is to enable readers to not only maintain their success but to transcend it, achieving new heights in both their professional and personal lives.

Table of Contents

• Introduction: The Success Delusion
• The 21 Bad Habits of Successful People
• Overcoming Your Bad Habits
• The Process of Change
• Seeking and Receiving Feedback
• Embracing Feedforward
• Conclusion: Sustaining Positive Change

Introduction: The Success Delusion

Marshall Goldsmith begins his book by addressing a paradox that many successful people face: the behaviors that contribute to early success can become the very barriers that prevent further advancement. He calls this phenomenon the "success delusion." This delusion stems from a false sense of security where successful individuals believe that their current behaviors are the sole reasons for their achievements. This mindset often leads to complacency and an unwillingness to adapt, which can be detrimental as they move up the corporate ladder.

The Trap of Success

Goldsmith argues that success can be a double-edged sword. While it brings recognition, it also has the potential to trap individuals in a cycle of behaviors that no longer serve them well. For example, a leader might become overly focused on winning every argument, or they might feel compelled to add value to every discussion, even when it’s not necessary. These behaviors can alienate colleagues and create a hostile work environment, ultimately stalling further progress. Goldsmith emphasizes the need for continuous self-reflection and the willingness to change as key components of sustained success.

The 21 Bad Habits of Successful People

The heart of the book is Goldsmith’s exploration of 21 bad habits that are commonly found among successful people. These habits are categorized into five main themes: Flaunting Your Apparent Superiority, Expressing Negativity and Withholding Positivity, Avoiding Accountability, Refusing to Express Gratitude or Listen to Others, and Miscellaneous Bad Behaviors.

Flaunting Your Apparent Superiority

This category of bad habits revolves around the need to assert one’s superiority over others, often in subtle but damaging ways. The five habits in this category include:

• Constantly Needing to Win: The desire to win at all costs, even in trivial matters, can be exhausting for colleagues and create unnecessary conflict. Goldsmith explains that "winning too much" is a behavior that stems from insecurity rather than confidence. Leaders who constantly feel the need to dominate discussions or decisions often end up alienating their team members.
• Compulsively Adding Value: This habit is rooted in the belief that one must always improve upon others’ ideas. While well-intentioned, this behavior can stifle creativity and make colleagues feel undervalued. Goldsmith suggests that leaders should resist the urge to "add value" unless it’s truly necessary and instead focus on empowering their team members.
• Passing Judgment: Leaders who habitually judge others’ ideas, whether positively or negatively, create a culture of fear. Colleagues may become hesitant to share their thoughts, knowing that they will be evaluated rather than appreciated. Goldsmith advises leaders to practice nonjudgmental listening as a way to foster open communication and collaboration.
• Overusing "No," "But," and "However": These words can have a chilling effect on conversations, signaling that the speaker is about to dismiss or undermine the other person’s ideas. Goldsmith encourages leaders to be mindful of their language and to avoid these words unless absolutely necessary. Instead, leaders should seek to build on others' ideas rather than tear them down.
• Letting People Know How Smart You Are: This habit often manifests in subtle ways, such as interrupting someone to point out that you already know what they’re saying. While it may seem harmless, this behavior can come across as arrogant and dismissive. Goldsmith urges leaders to prioritize humility and to recognize that their knowledge does not need to be constantly on display.

Expressing Negativity and Withholding Positivity

The second category of bad habits involves the expression of negativity and the withholding of positive feedback. These behaviors can create a toxic work environment and undermine a leader’s effectiveness: