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What Got You Here Won't Get You There (by Marshall Goldsmith)

What got you here

Amazon Link: What Got You Here Won't Get You There: How Successful People Become Even More Successful

Caution: The behaviors he explores don’t explain the major problems organizations encounter. This caution doesn’t mean that this book isn’t a valuable career “brainroad”©.

America’s most sought-after executive coach shows how to climb the last few rungs of the ladder.

The corporate world is filled with executives, men and women who have worked hard for years to reach the upper levels of management.

They’re intelligent, skilled, and even charismatic.

But only a handful of them will ever reach the pinnacle—and as executive coach Marshall Goldsmith shows in this book, subtle nuances make all the difference.

These are small “transactional flaws” performed by one person against another (as simple as not saying thank you enough), which lead to negative perceptions that can hold any executive back.

Using Goldsmith’s straightforward, jargon-free advice, it’s amazingly easy behavior to change.

Executives who hire Goldsmith for one-on-one coaching pay $250,000 for the privilege.

With this book, his help is available for 1/10,000th of the price.

 

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  • What Got You Here Won’t Get You There
    • Title page
    • Contents
    • Acknowledgments
    • The Trouble with Success
      • You Are Here
        • Case 1. Carlos
        • Case 2. Sharon
        • Case 3. Martin
        • They think
        • A major crisis is brewing
        • Why—a slightly dented sense of proprioception
        • Feedback—You are here
        • This book is your map
        • From here to there
      • Enough About You
      • The Success Delusion, or Why We Resist Change
        • Four key beliefs
          • Belief 1: I Have Succeeded
          • Belief 2: I Can Succeed
          • Belief 3: I Will Succeed
          • Belief 4: I Choose to Succeed
        • How Our Success Makes Us Superstitious
        • We All Obey Natural Law
    • The Twenty Habits That Hold You Back from the Top
      • The Twenty Habits—Knowing What to Stop
        • Shifting into Neutral
        • What’s Wrong with Us?
          • The list
          • An approach to dealing with these irritants
        • The Higher You Go, the More Your Problems Are Behavioral
        • Two Caveats
          • First Caveat
          • Second Caveat
        • The twenty habits
          • Habit 1 Winning too much
          • Habit 2 Adding too much value
          • Habit 3 Passing judgment
          • Habit 4 Making destructive comments
          • Habit 5 Starting with “No,” “But,” or “However”
          • Habit 6 Telling the world how smart we are
          • Habit 7 Speaking when angry
          • Habit 8 Negativity, or “Let me explain why that won’t work.”
          • Habit 9 Withholding information
          • Habit 10 Failing to give proper recognition
          • Habit 11 Claiming credit that we don’t deserve
          • Habit 12 Making excuses
          • Habit 13 Clinging to the past
          • Habit 14 Playing favorites
          • Habit 15 Refusing to express regret
          • Habit 16 Not listening
          • Habit 17 Failing to express gratitude
          • Habit 18 Punishing the messenger
          • Habit 19 Passing the buck
          • Habit 20 An excessive need to be “me”
      • The Twenty-First Habit: Goal Obsession
    • How We Can Change for the Better
      • Take A Breath
      • Feedback
        • A Brief History of Feedback
        • The Four Commitments
        • Stop Asking for Feedback and Then Expressing Your Opinion
        • Feedback Moments: How to Get Good Feedback on Your Own
        • Solicited Feedback, or Knowing How to Ask
        • Unsolicited Feedback, or the Blindside Event
        • Observational Feedback, or Seeing Your World Anew
          • 1. Make a list of people’s casual remarks about you
          • 2. Turn the sound off
          • 3. Complete the sentence
          • 4. Listen to your self-aggrandizing remarks
          • 5. Look homeward
          • Summary
      • Apologizing
        • The Magic Move
        • How to Apologize
      • Telling the World, or Advertising
        • Don’t Forget the “Dumb” Phase
        • Be Your Own Press Secretary
      • Listening
        • Think Before You Speak
        • Listen with Respect
        • Ask Yourself, “Is It Worth It?”
        • The Skill that Separates the Near-Great from the Great
      • Thanking
        • Why Thanking Works
        • Give Yourself an A+ in Gratitude
      • Following Up
        • You Do Not Get Better without Follow-Up
        • Why Follow-Up Works
        • My Nightly Follow-Up Routine
      • Practicing Feedforward
        • Here’s Where We Are
        • Feedforward asks you to do four simple steps
          • Pick the one behavior that you would like to change which would make a significant, positive difference
          • Describe this objective in a one-on-one dialogue with anyone you know
          • Ask that person for two suggestions for the future that might help you achieve a positive change in …
          • Listen attentively to the suggestions
          • Summary
        • Leave It at the Stream
    • Pulling Out the Stops
      • Changing: The Rules
        • Rule 1. You Might Not Have a Disease That Behavioral Change Can Cure
        • Rule 2. Pick the Right Thing to Change
        • Rule 3. Don’t Delude Yourself About What You Really Must Change
        • Rule 4. Don’t Hide from the Truth You Need to Hear
        • Rule 5. There Is No Ideal Behavior
        • Rule 6. If You Can Measure It, You Can Achieve It
        • Rule 7. Monetize the Result, Create a Solution
        • Rule 8. The Best Time to Change Is Now
      • Special Challenges for People in Charge
        • Memo to Staff: How to Handle Me
        • Stop Letting Your Staff Overwhelm You
        • Stop Acting as if You Are Managing You
        • Stop “Checking the Box”
        • Stop Being Prejudiced About Your Employees
          • 1. I know what they want
          • 2. I know what they know
          • 3. I hate their selfishness
          • 4. I can always get someone else
        • Stop Trying to Coach People Who Shouldn’t Be Coached
      • You Are Here Now
    • Global Leadership Inventory
      • Thinking Globally
      • Appreciating Diversity
      • Developing Technological Savvy
      • Building Partnerships
      • Sharing Leadership
      • Creating a Shared Vision
      • Developing People
      • Empowering People
      • Achieving Personal Mastery
      • Encouraging Constructive Dialogue
      • Demonstrates Integrity
      • Leading Change
      • Anticipating Opportunities
      • Ensuring Customer Satisfaction
      • Maintaining a Competitive Advantage
      • Written Comments
    • Index

See Amazon.com for reviews and comments

 

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker


The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

 

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These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

 

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