Published by Soundview Executive Book Summaries,P.O.Box 1053,Concordville,PA 19331USA
©2007Soundview Executive Book Summaries •All rights rerved.Reproduction in whole or part is prohibited.
How Successful People Become Even More Successful
WHA T GOTYOU HERE WON’T GETYOU THERE
THE SUMMARY IN BRIEF
新手做蛋糕In this book,Marshall Goldsmith begins by examining the trouble with success,explaining how previous accomplishments often prevent leaders from gaining more success.He analyzes why high achievers are so resistant to change due to their delusion of success,pointing out that they can’t e that what got them here won’t get them there.
The are people who do one annoying thing repeatedly on the job and don’t realize that this small flaw may sabotage their otherwi golden career.Wor yet,they do not realize that it’s happening and that they can fix it.Goldsmith details the 20habits that hold you back from the top rung of the corporate ladder.In his experience,the are the most irritating interpersonal issues in the workplace.For each ha
bit,he gives examples and practical solutions you can implement.He then describes the 21st
habit,which stands parate from the other 20habits ––not becau it is a flaw,but becau it is often the root of an annoying behavior.
Finally,Goldsmith address the problem of how you can change your interpersonal relationships for the better,and ensure that you make your behavioral changes permanent.
This summary reveals how you can identify which of the 20habits apply to you,and how to choo the one or two you should focus on.
In addition,you will learn:
The four key beliefs that make you successful but also resistant to change.
Why the higher you go,the more your problems are behavioral. Why the 21st habit,goal obssion,may be the most destructive of all.
客户分类How to get good 360-degree feedback from your colleagues on your own.
How to overcome special challenges if you’re the one in charge at the workplace.
Concentrated Knowledge™for the Busy Executive • Vol.29,No.6(2parts),Part 1,June 2007•Order #29-14
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By Marshall Goldsmith with
FILE:PERSONAL
®
You Are Here
You know tho maps in shopping malls that say,“You Are Here”?They exist to orient you in unfamiliar territory,to tell you where you are,where you want to go and how to get there.A few people never need the maps.They’re blesd with an internal compass that ori-ents them automatically.
Some people go through life with this unerring n of direction ––it guides them through their school years,careers,marriages and friendships.When we meet people like this,we say they’re grounded.They know who they are and where they’re going.
In the arc of what can be a long and successful career,you will always be in transit from “here”to “there.”Here can be a great place.If you’re successful,here is exactly the kind of place you want to be.But here is also a place where you can be a success in spite of some gaps in your behavior or personal makeup.
That’s why you want to go “there.”There can be a bet-ter place,where you can be a CEO who is viewed as a great leader becau he doesn’t get in the way of his peo-ple.Y ou are here.Y ou can get there.But you have to我的老师是
understand that what got you here won’t get you there.I
The Success Delusion,or Why We Resist Change
In the workplace,many of us overestimate our contri-bution to a project,have an elevated opinion of our pro-fessional skills and standing among our peers,and take credit ––partial or complete ––for success that truly belong to others.
We also conveniently ignore the costly failures and time-consuming dead ends we have created,while exag-gerating our projects’impact on net profits becau we discount the real and hidden costs built into them (costs are someone el’s problems;success is ours).
杨柳荫All of the delusions are the result of success,not failure.That’s becau we get positive reinforcement from our past
劲字组词success and think that type of validation is predictive of great things in our future.But our delusions
become a ri-ous liability when we need to change and someone tries to make us change.
First,we tend to think the other party is confud.Second,we go into denial.The criticism does not apply to us,or we wouldn’t be so successful.When all el fails,we discredit the mesnger:“Why is a smart guy like me listening to a lor like you?”
Couple the with the positive interpretations success-ful people assign to their past performance ––their abil-ity to influence their success,their belief that their suc-cess will continue in the future and their n of con-trol over their own destiny ––and you have a volatile cocktail of resistance to change.
The Four Key Beliefs of Successful People
There are four key beliefs that help you become success-ful.However,each can make it rough for you to change.1.I Have Succeeded.To successful people,the past is always the prologue —and always ro-colored.This belief only becomes an obstacle when behavioral change is needed.
WHA T GOT YOU HERE WON’T GET YOU THERE
by Marshall Goldsmith with Mark Reiter
—THE COMPLETE SUMMARY
Published by Soundview Executive Book Summaries (ISSN 0747-2196),P.O.Box 1053,Concordville,PA 19331USA,a division of Concentrated Knowledge Corp.Published monthly.Subscriptions:$209per year in the United States,Canada and Mexico,and $295to all other countries.Periodicals postage paid at Concordville,Pa.,and additional offices.
Postmaster:Send address changes to Soundview,P.O.Box 1053,Concordville,PA 19331.Copyright ©2007by Soundview Executive Book Summaries.
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are also available.
For additional information on the authors,
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The authors:Dr.Marshall Goldsmith is a renowned expert in helping business leaders achieve measurable change in themlves,their people and their teams.In addition to founding Marshall Goldsmith Partners LLC,he rves as University Professor at Alliant University’s Marshall Goldsmith School of Management,named in his honor in 2006.
Mark Reiter,a literary agent bad in Bronxville,N.Y .,has collaborated on 13previous books.
From the book What Got You Here Won’t Get You There by Marshall Goldsmith with Mark Reiter.
Copyright ©2007Marshall Goldsmith.Summarized by permission of the publisher,Hyperion.Available wherev-er books are sold.236pages.$23.95.ISBN 1-4013-0130-4.
Summary copyright ©2007by Soundview Executive Book Summaries,,1-800-SUMMARY ,1-610-558-9495.
(continued on page 3)
2.I Can Succeed.Successful people believe they have the capability within themlves to make desirable things happen —through sheer force of personality,talent or brainpower,they can steer a situation in their direction.
3.I Will Succeed.Successful people have unflappable optimism.But it can easily mutate into excessive optimism.It explains why successful people tend to be extremely busy and face the danger of overcommitment.When the “do-nothings”are asked,“Why didn’t you implement the
behavioral change you said you would?”the most common respon is,“I meant to,but I just didn’t have time.”
4.I Choo to Succeed.Successful people believe they are doing what they choo to do,becau they choo to do it.Unfortunately,the more you believe your behavior is a result of your own choices and commitments,the less likely you are to want to change your behavior.
We All Obey Natural Law
The main natural law that has been witnesd while obrving successful people’s efforts to become more successful is:People will do something —including changing their behavior —only if it can be demonstrat-ed that doing so is in their own best interests as defined by their own values.This is natural law.Every choice,big or small,is a risk-reward decision where your bot-tom-line thinking is,“What’s in it for me?”
Most people’s resistance to change can be overcome by invoking natural law.Everyone,even the biggest ego in the room,has a hot button that can be pushed —and that button is lf-interest.It usually boils down to four items that are the standard payoff for success:money,power,status and popularity.I
The 20Habits
When was the last retreat or training ssion at your organization titled,“Stupid Things Our Top People Do that We Need to Stop Doing Now”?Can you imagine your CEO (or immediate supervisor)admitting a per-sonal failing in public and outlining his or her efforts to stop doing it?Probably not.Instead of your usual “To Do”list,start your “To Stop”list.
What’s Wrong with Us?
The most common faults are a very specific breed of flaws.What we’re dealing with are challenges in interper-sonal behavior,often leadership behavior.They are the everyday annoyances that make your workplace more nox-吴磊个人资料简介
ious than it needs to be.They are transactional flaws per-formed by one person against another.
The faults are simple to correct For example,the cure for not thanking others enough is remembering to say “Thank you.”For punishing the mesnger,it’s imagining how we’d like to be treated under similar circumstances.Check yourlf against the list,then whittle it down to one or two vital issues,and you’ll know where to start.
Habit No.1:Winning Too Much
This is the most common behavioral problem in suc-cessful people.There’s a fine line between being com-petitive and overcompetitive,between winning when it counts and when no one’s counting —and successful people cross that line with alarming frequency.
Winning too much is the No.1challenge becau it underlies nearly every other behavioral problem.If
we argue too much,it’s becau we want our view to pre-vail.If we put down other people,it’s our stealthy way of positioning them beneath us.If we ignore people,again it’s about winning —by making them fade away.If you’ve achieved any modicum of success,you’re guilty of this every day.
Habit No.2:Adding Too Much V alue
It is extremely difficult for successful people to listen to other people tell them something they already know without communicating somehow that “We already knew that”and “We know a better way.”
The higher up you go,the more you need to make other people winners and not make it about winning yourlf.This means cloly monitoring how you hand out encouragement.If you find yourlf saying,“Great idea,”then dropping the other shoe with a “but”or
“however,”try cutting your respon off at “idea.”Even better,take a breath before you speak and ask yourlf if what you’re about to say is worth it.
Habit No.3:Passing Judgment
There’s nothing wrong with offering an opinion in the normal give-and-take of business discussions.B
ut it’s not appropriate to pass judgment when we specifically ask people to voice their opinions about us.
Try this:For one week treat every idea that comes your way from another person with complete neutrality.Don’t take sides.Don’t express an opinion.If you find yourlf incapable of just saying “Thank you,”make it an innocuous “Thanks,I hadn’t considered that”or “Thanks,you’ve given me something to think about.”You will significantly reduce the number of pointless arguments at work or home.If you continue this for veral weeks,at least three good things will happen:1.This sort of neutral respon will become automatic.
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The Success Delusion,or Why We Resist Change
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For information on how to stop playing favorites, go to:
