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What’s holding you back? 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. Perhaps one small flaw–a behavior you barely even recognize–is the only thing that’s keeping you from where you want to be.
Who can help? Marshall Goldsmith is an expert at helping global leaders overcome their sometimes unconscious annoying habits and attain a higher level of success. His one-on-one coaching comes with a six-figure price tag. But, in this audiobook, you get Marshall’s great advice without the hefty fee!
What is the solution? The Harvard Business Review asked Goldsmith, “What is the most common problem faced by the executives that you coach?” Inside, he answers this question by discussing 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 these problems. Goldsmith outlines twenty habits commonly found in the corporate environment and provides a systematic approach to helping you achieve a positive change in behavior.
- Sales Rank: #103834 in Books
- Brand: Goldsmith, Marshall/ Reiter, Mark/ Goldsmith, Marshall (NRT)
- Published on: 2007-01-23
- Released on: 2007-01-23
- Formats: Abridged, Audiobook, CD
- Original language: English
- Number of items: 5
- Dimensions: 5.93" h x 1.12" w x 5.07" l, .37 pounds
- Running time: 360 minutes
- Binding: Audio CD
From Publishers Weekly
Goldsmith, an executive coach to the corporate elite, pinpoints 20 bad habits that stifle already successful careers as well as personal goals like succeeding in marriage or as a parent. Most are common behavioral problems, such as speaking when angry, which even the author is prone to do when dealing with a teenage daughter's belly ring. Though Goldsmith deals with touchy-feely material more typical of a self-help book—such as learning to listen or letting go of the past—his approach to curing self-destructive behavior is much harder-edged. For instance, he does not suggest sensitivity training for those prone to voicing morale-deflating sarcasm. His advice is to stop doing it. To stimulate behavior change, he suggests imposing fines (e.g., $10 for each infraction), asserting that monetary penalties can yield results by lunchtime. While Goldsmith's advice applies to everyone, the highly successful audience he targets may be the least likely to seek out his book without a direct order from someone higher up. As he points out, they are apt to attribute their success to their bad behavior. Still, that may allow the less successful to gain ground by improving their people skills first. (Jan. 2)
Copyright � Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
From Booklist
By now, the CEO as celebrity is old hat. (Just start counting the books from former company heads.) That goes for the executive-recruiter-cum-president-makers. What has yet to be explored--until now--is the celebrity business coach, the individual who helps C-level executives correct flaws, whether invisible or public. A frequent interviewee in major business magazines like Fortune, Goldsmith, with the sage help and advice of his collaborator Reiter, pens a self-help career book, filled with disguised anecdotes and candid dialogue, all soon slated for bestsellerdom. His steps in coaching for success are simple, honest, without artifice: gather feedback from appropriate colleagues and cohorts, determine which behaviors to change (and remember, Goldsmith specifically focuses on behavior, not skills or knowledge), apologize, advertise, listen, thank, follow up, and practice feed-forward. Admittedly, this shrewd organizational psychologist only works with leaders he knows will listen, follow advice, and change--especially considering that he doesn't receive fees until improvements are secure and visible. On the other hand, these are words and processes anyone will benefit from, whether wannabe manager or senior executive. Barbara Jacobs
Copyright � American Library Association. All rights reserved
Review
As the reader, we think: 'How on earth will Marshall conquer this one?' A bit like the A-team: the odds seem impossibly slim and yet he always pulls it out of the bag Management Today ...true success knows no bounds...By the time you've finished the section on Pulling Out The Stops, you should be well on your way City AM
Most helpful customer reviews
24 of 25 people found the following review helpful.
Misleading title; should be called "how to be less of a jerk"
By Alex
I suppose it's my own fault for not researching this book more carefully. Based on the title, I thought it would be about how the habits or activities that lead to success in lower levels of a person's career might become less important or even limiting later on in their career, and how to deal with that. Like how a manager needs to act differently from an individual contributor, or how a middle manager needs to act differently from a line manager. That's not what this book is about. This book is about how talented people who are arrogant jerks can become nicer in order to progress in their careers. That's useful if it's what you're looking for, but it's not what I was hoping to find.
As a corollary, I also felt the author perceived the world with a "cop's fallacy". Police officers sometimes assume everyone in a certain neighborhood or of a certain demographic is scum, because they are only called in to deal with crime, so most people they deal with in that neighborhood or demographic are criminals. Much in the same way, Goldsmith seems to believe that all successful people are arrogant and overconfident, when the truth is more likely that successful people who are not hugely arrogant do not lead their employers to hire a consultant like Goldsmith to fix their behavioral issues, so he doesn't interact with them.
0 of 0 people found the following review helpful.
Some common sense, a lot of reinforcement
By Rubane
A manager at my work recommended I read this book this based on my reviews and feedback. I manage projects and small teams at work and would not consider myself a 'full fledged manager', but a lot of the books contents were applicable to the issues I was running into. The book itself is very easy to read and is targetted more at managers/higher-ups with lots of anecdotes, sports analogies, and a lot of repetition.
In a nutshell, this book is about optimizing interpersonal relationships from a leadership level/perspective. It assume you're already good at your job, but you want to get better and 'smooth out' the rough edges. It doesn't guarantee advancement, but more so gives you options on items to work on and improve. He has a lot of stories where improvement was captured in 12-18 months, but also focused on upper management where there is quite a bit of autonomy/control over implementing these sorts of processes.
I expect most folks that read this book will not find any of the concepts truly groundbreaking or new, but it does help reinforce how to recognize flaws not just in others, but ourselves, and gives relatively sound advice on how to address the flaws. Again, nothing trutly ground breaking since the work still needs to be done by yourself to identify the flaw, accept it, and then actually do something about it.
The good thing for me is that I've known about some of my flaws and have attempted to work on them, but haven't been making much headway on my own. Reading this book helped me think about my behaviour actively so I could work to improve it and gave me ideas on how to improve and avoid other behaviour traps.
4 of 4 people found the following review helpful.
Exceptional
By Reasonable Reviewer
There is an old saying that it is not failure that trips us up, it is success.
Mr. Goldsmith's book certainly bears that out.
The fundamental premise of the book is that highly successful people can get caught in ruts that are invisible to them, but painfully obvious to those around them. In turn, these ruts prevent success at the current level and further upward mobility.
Goldsmith points out that successful people tend to spend more time contemplating their successes and not focusing on their failures. Successful people then often miss the opportunity for self improvement that might come from a more unvarnished look at one's own performance.
The book includes a myriad of examples and some great, common sense insights.
I highly recommend this book.
In service,
Rich
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