Introduction
Summary of the Book What Got You Here, Won’t Get You There by Marshall Goldsmith Before we proceed, let’s look into a brief overview of the book. Imagine stepping onto a new level in your life—like climbing a tall ladder, each step testing your balance and skill. Reaching higher floors requires different strengths than those that got you started. The qualities that once helped you rise might now trip you up. Old habits, once ignored or misunderstood, could block your progress. Yet, you’re not stuck. You can change how you behave, treat others, and approach goals. By confronting bad habits, welcoming feedback, apologizing when wrong, and letting others shine, you grow into a leader who unites teams and inspires trust. As you explore these chapters, you’ll discover that success isn’t just about hitting targets. It’s about building connections, nurturing respect, and staying honest with yourself. Ready to open new doors to your future success? Let’s begin the journey.
Chapter 1: Understanding Why Certain Bad Habits Seem to Fuel Your Rise to Success.
Imagine a very successful leader who always gets outstanding business results. He might be respected for his sharp decision-making, quick thinking, and ability to close deals. Yet, underneath these accomplishments, he could be carrying some pretty bad habits. Maybe he never listens to others. Maybe he dismisses his team’s ideas and opinions, or he’s easily frustrated by small setbacks. Surprisingly, this kind of behavior might seem to work for him at the start. He believes that ignoring others or pushing his views aggressively got him where he is today. Instead of seeing these behaviors as dangerous flaws, he might think of them as strengths. He convinces himself that these rude or unhelpful actions actually made him successful. This mindset becomes a kind of superstition, as if his worst habits are magical charms for career growth.
This happens because, when people achieve success, they often connect it directly to whatever they were doing at the time. If a leader frequently interrupts others and still meets company goals, he may think, My interrupting style must be working! This kind of twisted logic grows over time. The person starts to believe that these unpleasant traits are essential tools for winning. He never stops to think that he might have succeeded not because of these habits, but in spite of them. Maybe he was successful due to a booming market, a hardworking team that tolerated his behavior, or pure luck. But he never questions it. He just keeps repeating the same pattern, never realizing that his approach could limit him in bigger roles or future challenges.
The problem is that as people climb the corporate ladder, the skills needed change. Early on, being aggressive and dismissive might not prevent success if raw results are valued above teamwork. But when you become responsible for larger teams and complex projects, collaboration and listening matter much more. Suddenly, what once worked can start pushing you backward. Those you lead become frustrated and feel ignored. They stop sharing good ideas because they know you won’t listen. Over time, the advantage you thought you had transforms into a serious weakness. This is why misunderstanding the true sources of success is dangerous. Holding onto bad behavior, believing it’s a secret ingredient, can cause serious trouble as career stages evolve.
To break free from this wrong belief, we must challenge our assumptions. Instead of automatically giving credit to bad habits for our success, we should ask: Did this trait truly help me or did I succeed for other reasons? Honest self-reflection can be hard, especially for people who’ve grown used to praising themselves. Yet, it’s the first step toward getting unstuck. Real growth means recognizing that just because we were once rewarded for our behavior doesn’t mean that behavior is truly beneficial. Some leaders must learn that, moving forward, their fortune depends on developing positive qualities—like empathy, patience, and the ability to listen—rather than clinging to old, harmful patterns. With careful thought, we can see that not all traits are equal and not all habits should remain unchanged.
Chapter 2: Truly Recognizing the Value of Preventing Mistakes Instead of Just Celebrating Wins.
In many workplaces, success is all about the deals you close, the results you produce, and the profits you generate. Everyone cheers when you land a huge contract or finish a project ahead of schedule. But let’s consider another angle: the times when you quietly avoid a disaster or sidestep a terrible decision. Those moments don’t always get applause. Your boss might never say, Great job not signing that awful contract. Instead, people are expected to bring home trophies, not simply avoid traps. Yet, preventing mistakes can be just as important—maybe even more so—than achieving flashy wins. Stopping a bad deal from going through might save millions or protect a company’s reputation. Unfortunately, it rarely gets the same kind of praise as doing something visibly good.
This lack of recognition for what we don’t do encourages risky behavior. Imagine if a business leader feels that to stand out, he must always present something new, exciting, and profitable. He might ignore red flags in a potential partnership, pushing forward to get praise for a big win. But if he had paused, listened to warnings, and chosen to walk away, he could have saved the company from disaster. Because workplaces often reward action over careful restraint, many leaders fail to consider the big picture. They forget that removing a bad element, just like removing a harmful habit, can be a huge positive step. If we only celebrate big, showy successes, we miss the subtle but essential skill of knowing when to hold back.
Think about your personal life. If you quit smoking, you would likely pat yourself on the back. Yet, if in your job you decide not to pursue a harmful strategy, who’s going to celebrate that nothing happened? It doesn’t feel as dramatic. But doing less can often achieve more in the long run. We should learn to appreciate that not all success stories are about doing something grand. Some are about not making a terrible mistake. If leaders begin to honor those who demonstrate caution, maturity, and the wisdom to avoid pitfalls, the entire work culture can shift. Instead of always racing toward the next big move, people can focus on doing what’s best—even if that means holding steady.
Changing this attitude starts at the top. When managers, executives, and team leads openly acknowledge that refraining from a bad decision is worthy of respect, others follow. It’s about teaching everyone in the organization that being a true professional isn’t only about reaching big goals, but also about having the judgment to stop before stepping into a mess. Ultimately, by understanding the value of preventing mistakes, workplaces become healthier and more stable. Employees feel more comfortable voicing concerns, and leaders don’t feel forced to chase wild ideas just for applause. Over time, this shift encourages honest communication, wise decision-making, and a balanced approach to success. Recognizing when not to act can be just as heroic as taking bold steps forward.
Chapter 3: Truly Breaking the Myth That Your Personality Is Set in Stone Forever.
Many people think their personality is like a permanent tattoo—unchanging, fixed forever. They assume traits like impatience, interrupting others, or avoiding praise are simply who they are. Because of this belief, they give themselves a free pass. They say, I’m just blunt or I’m a natural loner, as if no effort could ever turn them into better listeners or more supportive teammates. But personalities aren’t carved in unbreakable stone. We’re always learning, evolving, and adapting to new roles, new challenges, and new insights. If someone clings to the idea that they cannot change, they’ll never try. And if they never try, they will stay stuck in the same patterns, missing out on becoming a more mature and effective person.
For successful people, the problem can be even trickier. They’ve achieved so much already. They think their personality quirks are harmless, even beneficial. A boss who never compliments employees might say, I’m not fake; I can’t change. But maybe what’s needed isn’t fake praise, just genuine acknowledgement of good work. By believing that personality is fixed, leaders avoid challenging themselves. They never ask, Could I become more understanding? or Could I communicate better? Without that question, there is no growth. Refusing to change can push talented employees away, hurt relationships, and limit future achievements. Instead, accepting that personality can evolve opens doors to learning better habits and developing traits that will help at higher levels of leadership.
One example is the skilled executive who believes that because he’s clever and confident, he can get by without listening. He might think, This is who I am, and it got me here. Yet, as responsibilities grow, so does the need for strong communication. By choosing to change a part of his behavior—like spending more time hearing others out—he can transform from a demanding commander into a respected leader who unites teams and encourages innovation. But this won’t happen if he treats his personality as rigid. He must see himself as a work-in-progress. This attitude invites reflection, improvement, and understanding.
The first step to breaking the myth of a fixed personality is admitting that change is possible. Once you accept that you can improve, you start noticing your habits. You see when you cut people off mid-sentence. You recognize moments where a kind word could inspire others. Slowly, you begin adjusting. Sure, it takes effort. Old habits are comfortable, like an old pair of shoes. But those old shoes may not fit future challenges. By daring to believe in your ability to grow, you unlock new levels of potential. Changing behaviors isn’t about becoming someone else; it’s about becoming a better version of yourself. Over time, even tiny positive shifts compound, improving relationships, teamwork, and achievements. With patience and openness, personality can become more flexible and helpful than ever.
Chapter 4: Calmly Managing the Desire to Always Win and Overpower Reasonable Thinking Instead.
It’s natural to want to win. After all, succeeding feels good, whether it’s winning a competition, proving a point, or making the correct decision at work. But what happens when the desire to win becomes too strong? What if it makes us argue over silly things or push back against others just to come out on top? When success-driven people feel a fierce need to win at everything—big or small—they can lose sight of what’s truly important. Imagine picking a restaurant with a friend. If your friend’s choice ends up being disappointing, do you brag that your option would have been better, or do you let it go and enjoy the meal anyway? Constantly proving you’re right can make you unpleasant to be around and block healthy relationships.
In the workplace, this must always win habit can turn minor disagreements into ongoing battles. A leader might insist on using his suggestion for a marketing campaign, even if the team’s idea is equally good. He just can’t stand the thought of not having his way. Over time, this habit can push away valuable team members who feel their contributions are never respected. It can make the environment tense and unproductive. If everyone is focused on winning petty arguments, who’s paying attention to serving customers or building better products? Letting the need to dominate overshadow calm reasoning is a sure recipe for frustration and limited growth.
Interestingly, this urge to win can sneak into our personal lives as well. Even when discussing something unimportant, people may try to out-misery each other after a bad day. Instead of comforting one another, they compete about who had the rougher time! This odd behavior happens because the desire to win doesn’t turn off once we leave the office. It follows us around, affecting family dinners, weekends with friends, and even simple everyday chats. Learning to manage this urge means recognizing when winning isn’t worth it. Sometimes, it’s better to remain silent or agree with another person’s idea just to maintain harmony and positive relationships.
Calmly controlling this competitive instinct isn’t about becoming weak or passive. It’s about knowing what battles matter. Does it matter who picked the movie that turned out boring? Not really. Does it matter if you always have the last word in a friendly debate? Probably not. Real strength lies in knowing when to push and when to step back. By allowing others to shine, by respecting their opinions, and by not always needing to be right, you create an environment where everyone can contribute. Over time, this cooperation leads to better results, stronger trust, and a happier team. By managing the desire to always win, you gain the power to focus on what truly counts—achieving shared goals and enjoying healthier relationships.
Chapter 5: Listening to Others’ Ideas Without Constantly Adding Your Own Extra Supposed Improvements.
We often think leadership means sharing our brilliant ideas and shaping every project. But real leadership also involves listening to others and letting their ideas shine. Sometimes, successful people feel a need to improve everything others say. When a team member suggests a new plan, the leader might immediately add extra twists, making the idea sound even better—at least in his own mind. The problem is that this habit steals ownership from the original thinker. It makes the team member feel that the boss didn’t truly appreciate her idea as it was. Over time, people become less excited about sharing. They think, Why bother if my suggestion will get changed anyway? This stifles creativity and discourages good ideas from surfacing.
Even if you think your modifications are small and helpful, consider how they affect the other person. If a leader runs a team like a monarchy, even tiny suggestions might be taken as commands. The employee who brought the idea might feel forced to use the new improvement because it came from the boss. Instead of working with excitement, she works with hesitation. Slowly, this chips away at trust and collaboration. Employees start presenting fewer ideas, and the leader might wonder why creativity is disappearing. The leader might complain, Nobody suggests anything! without realizing that his constant betterments have undermined genuine participation.
Sometimes, the best response to a great idea is to simply say, That’s fantastic, let’s run with it. This doesn’t mean the leader can’t guide or question when necessary. But it does mean choosing to appreciate the idea first. If genuine flaws appear later, they can be addressed together. The key is letting people feel proud of their contributions. By doing so, leaders encourage a sense of ownership and commitment. Team members who feel heard and respected will work harder to make their vision succeed. Over time, this builds a more vibrant environment where everyone dares to speak up.
To break the habit of constant improvement, try a simple test. Pay attention the next time an employee suggests something. If you feel the urge to say, Great idea, but… pause for a moment. Ask yourself if the extra comment is truly necessary. Are you adding real value or just showing off your own cleverness? Often, stepping back allows the original concept to blossom. This skill not only helps the team member grow but also frees the leader from always needing to appear smarter. It’s about balancing guidance with trust. In the long run, listening with respect, encouragement, and openness becomes a powerful way to build a stronger, more innovative team.
Chapter 6: Understanding How Obsession With Goals Can Twist Your True Values Deeply Inside.
Goals can be wonderful. They guide us, motivate us, and give us direction. However, when people become too obsessed with achieving certain goals, they can lose sight of their moral compass. They might start bending rules, ignoring other people’s feelings, or grabbing credit they don’t deserve—just to reach the target. Suddenly, what was once a helpful tool turns into a dangerous trap. Instead of staying true to important principles like fairness, respect, and honesty, the person focuses only on winning the prize. Achieving the goal becomes the number one priority, no matter the cost. This twisted view can break trust, harm teamwork, and damage reputations. It’s a reminder that while it’s good to be ambitious, we must never let our goals overshadow our basic human values.
Imagine a high-performing marketing manager who’s always got her eye on top results. She might be creative, hardworking, and dedicated. But if she starts taking credit for her team’s work without acknowledging their efforts, she’s crossing a line. In her pursuit of being seen as the ultimate star, she forgets that success is rarely achieved alone. When team members notice that she never shares credit, they lose motivation. Talented people might even leave. Over time, this manager’s reputation suffers, and she may have trouble leading a strong team. Her obsession with personal glory and achievement ends up hurting her future results—exactly the opposite of what she wanted.
Goal obsession can also show up in everyday life. Consider a group of students rushing to complete a project on time. If one student becomes too fixated on meeting the deadline at any cost, he might ignore teammates’ opinions or pressure others to work beyond reason. The end result may be an on-time project, but the process damages friendships and trust. Is that really worth it? A balanced approach respects deadlines while understanding the value of each contributor. It’s about remembering that people and principles matter more than a finish line. Goals should guide us, not control us.
The lesson is that goals are a tool, not a master. They should help us push forward without sacrificing who we are. When you notice yourself or others making questionable choices just to hit a target, pause and reconsider. Ask if this behavior fits with the type of leader or person you want to be. If not, adjust course. Real success means achieving objectives without losing integrity. It means celebrating honest wins, where everyone involved feels valued. When you keep your deeper values front and center, you can chase success without leaving a trail of hurt feelings or damaged relationships behind. In the end, maintaining this balance leads to more meaningful accomplishments and a more positive, lasting legacy.
Chapter 7: Embracing Honest Feedback and Facing Difficult Truths to Fully Overcome Bad Habits.
Feedback can feel like a painful spotlight shining on our weaknesses. It’s easy to reject criticism and focus only on praise. But if you truly want to improve and overcome those annoying habits that hold you back, honest feedback is a treasure. Instead of fearing what people might say, consider that their words can guide you. If coworkers mention that you never listen, that’s a clue. If they say your emails are confusing, that’s another clue. Without feedback, you’re flying blind, not knowing what bothers others or where you’re stumbling. Embracing honest commentary allows you to see yourself through other eyes. It might sting at first, but it points the way toward positive change.
Successful people often overestimate their performance. They might think they’re contributing more than everyone else combined. This inflated self-image makes them defensive when confronted with any flaws. Yet, the best leaders realize that no matter how successful they are, there’s always room to grow. Listening calmly to what others say, even if it’s unpleasant, is a mark of strength, not weakness. It shows you care about improving. Instead of becoming angry or making excuses, you can say, Thank you for telling me. I will work on it. This response encourages open communication and makes the feedback-giver feel valued.
If people around you don’t openly share their thoughts, you can still gather clues. Observe body language, note how often people hesitate before speaking, or how they react after you present an idea. Also, pay attention to your own words. Are you bragging too much? Repeating things unnecessarily? Make a habit of writing down casual remarks you hear, both positive and negative. Patterns will emerge over time, guiding you toward which habits need fixing. For example, if you often hear people say, We know, you mentioned that already, it’s a sign that constant repetition might be annoying.
Embracing feedback means seeing it as a helpful map, not a personal attack. Sure, nobody likes being told they’re difficult or rude. But without honest input, how would you know where to focus your improvement efforts? With regular practice, you learn to welcome feedback. You become skilled at extracting useful lessons instead of feeling hurt. Over time, your habits shift, and people notice positive changes. They see you becoming a better listener, a more supportive colleague, or a more thoughtful leader. Honest feedback sparks real growth, helping you become the kind of person others respect and admire. In the long run, facing difficult truths is exactly what sets you on the path toward greater leadership success.
Chapter 8: Unlocking the Transformative Power of Apologies and Gratitude in Meaningful Real Relationships.
Saying I’m sorry and Thank you can feel awkward, especially for successful people who fear looking weak or dependent. But these simple phrases carry massive power. Apologies show that you accept responsibility for mistakes and care about repairing trust. Gratitude reminds others that their efforts matter. Together, these basic manners help heal wounds, build respect, and create warmer connections. Even if you lead a major organization, you gain more by admitting errors than by acting as if you’re always perfect. Apologies create a bridge back to understanding. They calm tension and allow everyone to move forward. Similarly, showing appreciation can uplift others. When people feel valued, they become more motivated, creative, and loyal, fueling greater success for everyone involved.
Some leaders think that saying sorry is a sign of weakness. They believe it shows uncertainty or gives others an advantage. But consider the opposite view: apologizing shows you care about fairness and honesty. It signals that you’re a human being who can own up to errors and wants to do better. Similarly, expressing gratitude might feel submissive, but it’s actually a form of respect and maturity. It takes confidence and generosity to say Thank you, your help made a difference. Far from decreasing your status, these phrases often increase respect. People trust leaders who are honest about their mistakes and thankful for support.
Think about how rarely we pause to appreciate others before it’s too late. After a frightening near-accident on a plane, one business coach realized he hadn’t truly thanked important people in his life. Too often, we hold back kind words because we’re busy or because we think people already know how we feel. But nobody is a mind reader. Saying thank you regularly is a powerful reminder that their efforts, ideas, and presence are noticed. It makes good times sweeter and tough times easier to endure together. For employees, hearing genuine gratitude from a leader creates a positive environment where everyone wants to contribute their best.
From now on, consider making apologies and gratitude a natural part of your day. When you mess up, own it: I’m sorry for that mistake; it won’t happen again. When someone helps you, say, Thank you for handling that issue so well. These small acts have lasting impact. They clear away resentment, prevent conflicts from festering, and help form deeper connections. Over time, people will trust your words and intentions more. They’ll see you as someone who values truth and fairness, not just someone chasing numbers. In this way, simple words like Sorry and Thank you transform workplaces into communities where people feel appreciated, respected, and eager to work together toward shared goals.
Chapter 9: Building Long-Term Change Through Consistent Self-Reflection and Regular Improvement Check-Ins With Dedicated Personal Effort.
Changing long-standing habits doesn’t happen overnight. You might attend a workshop, read a book, or watch a motivational speech and think you’ve got it figured out. But understanding a problem and actually fixing it are two different things. Genuine improvement takes steady effort over time. Think of it like exercise: doing one workout won’t make you fit forever. You must consistently practice new behaviors until they become natural. By regularly checking in with yourself and others, you ensure that you stay on track. Month after month, ask your colleagues if they’ve noticed improvement. This reminds them that you’re working on change and encourages them to recognize your efforts.
Regular feedback sessions act like progress reports, helping everyone see that change is real. For example, imagine you’re trying to stop interrupting others. The first month, you ask, Am I interrupting less? People might say, A little, but you still do it sometimes. The second month, you focus harder and ask again. This time, they say, Yes, you’re much better. By the third month, people may have forgotten you even had that problem. Their responses will confirm that you’re making real progress, not just fooling yourself. This ongoing process builds trust. When people see you honestly working to improve, they become more supportive and patient.
One famous example is a politician who walked through neighborhoods asking people, How am I doing? Over time, his constant request for feedback signaled that he genuinely cared about residents’ opinions. The same principle can work in any organization. By regularly inviting input—both good and bad—you show confidence and commitment. It also keeps you from slipping back into old habits because you know people are watching and will tell you if something’s off. In this way, continuous check-ins function like guardrails, preventing you from wandering away from your improvement path.
Long-term change is less dramatic than a one-time event, but far more meaningful. Anyone can promise to be better after a motivational speech. But real transformation happens when you keep working on yourself, month after month, year after year. By patiently following up, asking for feedback, and taking consistent small steps, you gradually reshape your habits. Over time, people come to respect you not just for your skills, but for your willingness to grow. And as your behavior improves, your relationships improve, your leadership strengthens, and your results become more impressive. This steady approach may not feel as exciting as quick fixes, but it leads to deeper, more permanent gains that truly set you apart.
Chapter 10: Sustaining Your Growth by Involving Others and Maintaining a Mindset of Progress.
After working so hard to drop harmful habits and embrace better ones, the final challenge is keeping those improvements alive. It’s easy to slip back into old patterns, especially when stressed or busy. To maintain growth, continue involving others in your journey. Keep asking them, How am I doing? and really listen to their replies. When people around you feel included in your growth process, they become your allies. They will gently remind you if you start slipping and cheer you on when you keep going strong. Their support creates a circle of accountability and motivation that helps you stay on course, even when life gets complicated.
Another key factor is maintaining a mindset that embraces progress over perfection. Understand that you’re never finished becoming a better leader or a better person. There’s always more to learn, areas to refine, and new habits to build. Treat growth as a lifelong journey, not a destination you reach once. By thinking this way, you won’t become discouraged if you stumble. Instead, you’ll see challenges as learning experiences and setbacks as temporary. Over time, this positive mindset keeps you hungry for improvement and open to fresh ideas.
Staying connected with mentors, coaches, or trusted friends also helps. These people can offer perspective and support when you face tough decisions. They might catch warning signs before bad habits reappear. They can share their own stories of growth, reminding you that everyone struggles sometimes. As you continue to grow, you might even become a mentor for others, guiding them through their own improvements. This creates a cycle of learning and teaching, making the entire organization more open, flexible, and supportive.
Ultimately, sustaining growth is about embedding your new behaviors so deeply into your daily life that they feel natural. You’ll know you’ve succeeded when coworkers stop commenting on your old habits because they’ve forgotten them. Now, they see you as that approachable leader who listens, gives credit, stays calm, and cares about everyone’s success. Sustaining change means your improvements are not a phase, but a genuine transformation. With involvement, accountability, the right mindset, and supportive relationships, you can hold onto these positive changes for years to come, continually reaching new heights and achieving better outcomes.
All about the Book
Unlock your potential with ‘What Got You Here, Won’t Get You There’ by Marshall Goldsmith. Discover powerful insights to overcome career challenges and enhance leadership effectiveness, helping you achieve new heights in personal and professional success.
Marshall Goldsmith is a world-renowned executive coach and author, celebrated for his expertise in leadership development and personal growth, guiding top executives to achieve transformative changes in their professional journeys.
Executives, Managers, Entrepreneurs, HR professionals, Team leaders
Leadership development, Personal growth, Public speaking, Mentoring others, Networking
Career stagnation, Ineffective leadership habits, Interpersonal relationships at work, Personal accountability
What got you here won’t get you there.
Bill Gates, Jack Welch, Sheryl Sandberg
Harvard Business Review’s Best Selling Book, Wall Street Journal Best Seller, Washington Post Best Seller
1. How can feedback help me improve my behavior? #2. Do I recognize my bad habits effectively? #3. What simple changes can boost my interpersonal skills? #4. Am I aware of how success can hinder growth? #5. How can I build stronger relationships at work? #6. What is the impact of listening on communication? #7. Have I considered how my ego affects others? #8. Can I identify my triggers for defensive reactions? #9. How might gratitude transform my workplace interactions? #10. What steps can I take to practice humility? #11. Am I open to receiving constructive criticism? #12. How does my perception influence team dynamics? #13. What role does accountability play in my success? #14. How do I cultivate a positive feedback culture? #15. Can I embrace change to enhance my career? #16. How can I manage my time more effectively? #17. Am I fostering collaboration among my team members? #18. What strategies can I use to avoid micromanaging? #19. How does emotional intelligence impact leadership success? #20. Am I committed to lifelong learning and self-improvement?
leadership development, career advancement, personal growth, professional success, Marhsall Goldsmith book, business coaching, effective communication, self-improvement, management skills, overcoming self-limiting beliefs, executive coaching, success strategies
https://www.amazon.com/dp/1422117025
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