Leadership expert Sally Helgesen and best-selling leadership coach Marshall Goldsmith have trained thousands of high achievers - men and women - to reach even greater heights. Again and again, they see that women face specific and different road blocks from men as they advance in the workplace. In fact, the very habits that helped women early in their careers can hinder them as they move up. Simply put, what got you here won't get you there...and you might not even realize your blind spots until it's too late.
What Got You Here Won't Get You There: How Successful People Become Even More Successful Marshall Go
What's holding you back? Your hard work is paying off, you are doing well--but there is something standing between you and the next level of achievement. Perhaps one small flaw--a behavior you barely even recognize--is the only thing that's keeping you from where you want to be. Here, executive coach Goldsmith discusses not only the key beliefs of successful leaders, but also the behaviors that hold them back. He addresses the fundamental problems that often come with success, and offers ways to attack them. He outlines twenty habits commonly found in the corporate environment and provides a systematic approach to helping you achieve a positive change in behavior.--From publisher description.
Goldsmith recognizes that plenty of leaders hold on to awful character traits and unhelpful behaviors. This is additionally reinforced by the common opinions about successful people as being competitive, self-obsessed and even obnoxious. But at some point, these characteristics usually get in the way of leaders and executives having even more success.
Your hard work is paying off. You are doing well in your field. But there is something standing between you and the next level of achievement. That something may just be one of your own annoying habits. Perhaps one small flaw - a behaviour you barely even recognise - is the only thing that's keeping you from where you want to be. It may be that the very characteristic that you believe got you where you are - like the drive to win at all costs - is what's holding you back. As this book explains, people often do well in spite of certain habits rather than because of them - and need a "to stop" list rather than one listing what "to do".Marshall Goldsmith's expertise is in helping global leaders overcome their unconscious annoying habits and become more successful. His one-on-one coaching comes with a six-figure price tag - but in this book you get his great advice for much less. Recently named as one of the world's five most-respected executive coaches by Forbes, he has worked with over 100 major CEOs and their management teams at the world's top businesses. His clients include corporations such as Goldman Sachs, Glaxo SmithKline, Johnson and Johnson and GE.
In the previous excerpt, we saw that successful people always want to surpass others, and that desire also makes them want to "correct" the opinions of outsiders. But that habit won't help because in the long run, helping everyone move forward is more important than you going alone.
Although most parents teach their children proper manners, most successful people think the act of saying "sorry" or "thank you" is submission. That is simply completely wrong. We should have said such words more often.
I liked the book the minute it arrived. It has a guy on the front shamelessly climbing a career ladder, and comes with the subtitle How Successful People Become Even More Successful. Now you have to admit, that's a pretty appealing claim. I wouldn't count myself in the ranks of the successful people of the world (yet) but the chance to learn from them (and maybe even skip straight to more successful) attracted me instantly.
My only query with this title would be around who the intended audience is. Reading this as a not especially successful 20-something I could identify with a number of the scenarios and observations. I can't guarantee I will remember all the advice, but I'm pretty sure some of it has stuck already. Luckily, I still have a large part of my career ahead of me, and have the time to change my ways. If I were a properly successful 40-something, things might be a little different. I suppose my query is how people would get to be successful while still making all the 'mistakes' this book tells us about, and if they did, whether they would be the sort of people to take advice from a management guru. Some of the issues just seem like such fundamental barriers to success that you couldn't imagine people would get further than junior management if they were regularly committing them. The book's blurb implies a target audience of people whose hard work is paying off and who are doing well in (their) field and that doesn't seem to tally for me, unless the book is secretly aimed at the likes of me whose chest would puff out like a proud peacock at the thought that I was already part of that 'elite' group. Either way, it is a great read, and both accessible and entertaining, even if the intended readership is open for debate.
If the Conceptual Age of marketing is here where imagination reigns supreme, will the same types of personalities in business from the Information Age be the ones to dominate? Nope. Authors Ashley and Sunny urge people to treat each one of our quirks as helpful virtues rather than harmful vices. Less logical and more emotional, things like fringe interests, strong personalities, and bold antics have their place in a creative and disruptive world. Applying your unique characteristics strategically could help you stand out, forge your path, and connect with others in ways that following rules just does not deliver. If you read this from the lens of a marketer, there are some great takeaways to apply to the personality of what brand it is you are trying to sell. Oh, and what profile am I of the 7 vices? A rebel of course.
Managers sustain what they have, and leaders shift and change to take their team to the next level. Each day we get older, we become less flexible. Leaders who grow people and organizations know that and try to become more agile each day. When a leader is in charge, they will strive to venture into uncharted territory and reach heights that others may not even think possible. 2ff7e9595c
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