Have you ever felt stuck, despite all your past successes? It's a common experience, especially for high achievers. What propelled you to the top can, ironically, become the very thing holding you back from further growth. This is because behaviors that were once assets can morph into liabilities as you navigate new challenges and different levels of responsibility.
Understanding this dynamic is crucial for anyone seeking continuous improvement and leadership effectiveness. Whether you're aiming for a promotion, striving to enhance team performance, or simply wanting to become a better version of yourself, identifying and modifying those "success habits" is paramount. It's about recognizing that what worked yesterday might not work tomorrow, and having the humility and willingness to adapt.
What are the key behaviors holding me back and how can I change them?
What are the key "behavioral flaws" Goldsmith identifies?
Marshall Goldsmith, in *What Got You Here Won't Get You There*, pinpoints twenty common interpersonal behaviors that, while possibly beneficial earlier in a career, become liabilities as individuals rise in leadership. These flaws, often stemming from overconfidence or a need to prove oneself, hinder collaboration, create unnecessary friction, and ultimately limit further advancement.
Goldsmith categorizes these behaviors broadly, but some recurring themes emerge. A significant cluster revolves around winning *too much* – an excessive need to be right, adding too much value (essentially, one-upping others), and passing judgment are prime examples. These actions erode trust and make colleagues feel devalued. Another set of flaws centers on communication breakdowns, including failing to give proper recognition, making destructive comments, and not listening effectively. Such behaviors stifle open dialogue and create a climate of fear rather than one of collaboration and innovation. Finally, several flaws relate to poor interpersonal skills and a lack of empathy. These include playing favorites, refusing to express regret, and failing to express gratitude. These actions damage relationships, create resentment, and limit one's ability to build a strong and supportive network. Addressing these specific behaviors requires self-awareness, a willingness to seek feedback, and a commitment to making conscious changes in how one interacts with others.How does ego hinder future success, according to the book?
According to Marshall Goldsmith's "What Got You Here Won't Get You There," ego hinders future success by creating behavioral blind spots and preventing individuals from recognizing and correcting negative interpersonal habits that become increasingly detrimental at higher levels of leadership. It fosters a sense of superiority and infallibility, making leaders resistant to feedback and less likely to adapt their behavior to the evolving needs of their teams and organizations.
The book argues that behaviors that might have been tolerated or even rewarded earlier in a career can become liabilities as individuals progress. For example, being overly competitive, needing to "win" every argument, or excessively adding one's "two cents" might have been seen as signs of ambition and intelligence in younger employees. However, these same behaviors in senior leaders can stifle creativity, demoralize subordinates, and create a toxic work environment. The ego convinces these leaders that they are always right and that their success is solely attributable to their own brilliance, thus blocking them from seeing the negative impact of their actions. This inflated self-perception makes them unwilling to listen to advice or acknowledge their weaknesses, hindering their ability to learn and grow. Furthermore, ego often manifests as a reluctance to give credit to others, a tendency to take all the praise, and a failure to acknowledge mistakes. This can lead to a loss of trust and respect from colleagues, making it difficult to build effective teams and drive organizational change. The book emphasizes that sustained success requires humility, self-awareness, and a willingness to learn from others. Overcoming ego-driven behaviors is essential for leaders who want to continue to grow and thrive in their roles, as it opens them up to receiving valuable feedback and developing more collaborative and supportive leadership styles. Ignoring this can lead to isolation and ultimately, derailment.What specific strategies does Goldsmith suggest for behavior change?
Marshall Goldsmith's "What Got You Here Won't Get You There" emphasizes that successful individuals often need to unlearn certain behaviors to reach the next level. He advocates for a structured approach centered around identifying negative habits, soliciting feedback, apologizing for past behaviors, advertising the desire to change, listening actively to suggestions, thanking people for their help, and consistently following up with stakeholders to track progress. This involves actively engaging others in the change process and focusing on consistent effort rather than striving for perfection.
Goldsmith's behavior change methodology relies heavily on social intelligence and humility. He stresses the importance of recognizing that individual perception of one's behavior may differ significantly from how others perceive it. Therefore, the initial step involves actively seeking honest feedback from colleagues, subordinates, and superiors to pinpoint specific behaviors that hinder professional growth. He doesn’t shy away from advising a direct and sincere apology for these past behaviors, setting the stage for future improvement. Furthermore, he highlights the need to actively advertise the intention to change, thereby creating a support system and accountability structure that encourages positive reinforcement and ongoing monitoring. The "follow-up" stage is critical in Goldsmith's model. It's not enough to simply solicit feedback and apologize; the individual must consistently check in with stakeholders to demonstrate sustained effort and solicit further suggestions. This process emphasizes that behavior change is an ongoing journey, not a one-time event. This constant feedback loop allows for course correction and reinforces positive changes, contributing to long-term behavioral modification. By actively involving others and consistently tracking progress, Goldsmith's strategies promote meaningful and lasting positive change.How can feedback be effectively utilized for personal growth?
Feedback can be effectively utilized for personal growth by actively soliciting it, focusing on identifying patterns in the feedback received, and then committing to specific, measurable, achievable, relevant, and time-bound (SMART) behavioral changes to address identified weaknesses while amplifying existing strengths. This process, crucial to the principles outlined in Marshall Goldsmith's "What Got You Here Won't Get You There," emphasizes the importance of recognizing that past successes may not translate to future growth without intentional adaptation based on constructive criticism.
To truly benefit from feedback, one must first overcome the natural defensiveness that arises when confronted with perceived shortcomings. Goldsmith argues that successful people often struggle with this, attributing their achievements solely to their own talents rather than recognizing areas for improvement. Therefore, actively seeking feedback, rather than waiting for it to be offered, demonstrates a commitment to self-improvement and fosters a culture of open communication. Once received, the feedback needs to be carefully analyzed. Instead of dwelling on individual comments, look for recurring themes or patterns. Are you consistently being told that you interrupt others in meetings? Or that your communication lacks clarity? Identifying these patterns provides a clearer picture of the behaviors that are hindering your progress. Furthermore, feedback should be used as a springboard for developing a tangible action plan. Simply acknowledging the feedback is not enough; concrete steps must be taken to address the identified issues. This is where the SMART framework becomes invaluable. By setting specific, measurable, achievable, relevant, and time-bound goals, you create a roadmap for behavioral change. For example, if the feedback indicates a need to improve listening skills, a SMART goal might be: "During the next four team meetings, I will actively listen by asking clarifying questions after each team member speaks, tracking my interactions to ensure I am listening more than I am talking." This structured approach transforms abstract feedback into actionable steps, significantly increasing the likelihood of positive change and ultimately, personal growth.What is the role of apologies and regret in career advancement?
Apologies and managing regret play a crucial, yet often overlooked, role in career advancement, particularly as one moves into leadership positions. According to Marshall Goldsmith's "What Got You Here Won't Get You There," high-achievers often struggle with admitting fault and acknowledging the negative impact of their behaviors. Genuine apologies, when delivered sincerely and followed by behavioral changes, can repair damaged relationships, rebuild trust, and demonstrate humility – qualities essential for effective leadership and continued growth. Conversely, unaddressed regret can fester, leading to defensiveness, resistance to feedback, and ultimately, stagnation or derailment.
Effective apologies are not just about saying "I'm sorry." They require taking ownership of one's actions, acknowledging the harm caused, and committing to making amends. For high-achievers, this can be particularly difficult as they are often accustomed to being right and in control. However, understanding that even successful individuals make mistakes is paramount. Learning to apologize sincerely demonstrates emotional intelligence and a willingness to learn and grow, which are critical for building strong relationships with colleagues, subordinates, and superiors. These strong relationships are vital for sustained success at higher levels. Moreover, constructively dealing with regret is essential. Rather than dwelling on past mistakes and allowing them to define one's self-perception, successful individuals use regret as a catalyst for positive change. They analyze the situation, identify the root causes of their actions, and develop strategies to prevent similar errors in the future. This process of self-reflection and learning fosters continuous improvement and allows individuals to adapt and evolve as their careers progress. Holding onto regret without action inhibits future growth.How does Goldsmith's concept of "feedforward" differ from feedback?
Goldsmith distinguishes "feedforward" from feedback by emphasizing its focus on future improvement rather than past performance. While feedback analyzes what has already happened to inform future actions, feedforward directly solicits ideas and suggestions for positive change in upcoming situations, shifting the perspective from evaluation to collaboration and proactive development.
The core difference lies in the direction of focus. Feedback looks backward, dissecting past actions and behaviors to understand their impact. This can often trigger defensiveness, as individuals may feel judged or criticized for their past choices. Feedforward, conversely, completely avoids dwelling on the past. It concentrates solely on the future, asking colleagues or stakeholders for specific ideas on how to improve in upcoming situations. This future-oriented approach makes it more collaborative and less confrontational, as the focus is on generating solutions rather than assigning blame.
Goldsmith champions feedforward because it inherently assumes positive intent and focuses on solutions. By asking "What can I do differently in the future to achieve a better outcome?" you are opening yourself up to constructive suggestions without the burden of dwelling on perceived failures. It allows you to gather insights from diverse perspectives and tailor your approach to maximize future success. The emphasis on future action empowers individuals to take control of their development and proactively shape their performance.
How can I identify behaviors that are holding me back from further success?
Identifying behaviors holding you back, as emphasized by Marshall Goldsmith's "What Got You Here Won't Get You There," involves seeking honest feedback, recognizing your winning streak habits that are now liabilities, and paying attention to interpersonal dynamics and how others perceive you. It's about understanding that behaviors that were effective in earlier stages of your career may become detrimental as you move into leadership roles or pursue different types of success.
To effectively pinpoint these hindering behaviors, actively solicit feedback from trusted colleagues, subordinates, and even superiors. Focus on asking specific questions about how your behavior impacts others and hinders team performance. Be receptive and avoid defensiveness; the goal is to understand others' perceptions, not to justify your actions. Look for patterns in the feedback you receive. If multiple people are consistently mentioning a specific behavior (e.g., interrupting others, being overly critical, or a reluctance to delegate), it's a strong indicator that it's something you need to address. Beyond formal feedback, engage in self-reflection. Analyze your interactions and performance, paying close attention to situations where you feel friction or notice a decline in results. Ask yourself: "Am I still relying on old strategies that are no longer effective?" "Am I inadvertently undermining my team's progress?" "Am I prioritizing individual achievement over collective success?" Goldsmith highlights behaviors like "winning too much," "adding too much value," and "passing judgment" as common pitfalls for successful people. These tendencies, while potentially helpful in the past, can create resentment, stifle innovation, and limit your ability to build strong relationships. Ultimately, identifying these behaviors requires humility and a willingness to evolve. It's about acknowledging that continued success demands continuous improvement and adaptation.So, that's a wrap on how to get *there* from *here*. Hopefully, you found some helpful nuggets to polish your leadership game and smooth out those rough edges. Thanks for hanging out, and remember, growth is a journey, not a destination. Come back anytime for a little reminder to keep evolving and becoming the best version of yourself!