What Got You Here Won't Get You There

Marshall Goldsmith’s credentials compelled me to read this book.  He is one of the select few consultants who have been asked to work with more than 80 CEOs in the world’s top corporations. He is one of the 50 great thinkers and business leaders who have impacted the field of management.  He is a pioneer in the use of customized 360-degree feedback as a leadership development tool. What Got You Here Won't Get You There is a New York Times best-seller, Wall Street Journal #1 Business Book.

Off late, I have been reading articles on how to get to the corner office and the key qualities one needs to possess to thrive in the corporate world. After reading this, I realize that interpersonal behavior can get us there than technical skills. Author has quoted innumerable relevant case studies and examples to explain this attribute.

I could relate to one of his examples of a financial consultant in New York firm who manages HNI clients is highly skilled and takes seven-figure salary but is not aware about the impact of his behavior on his prospects and customers. The story goes on that he could not on-board a very high profile prospect. He thought he had all the answers, but the prospective client saw it as ‘self aggrandizement’. One gets deluded to success and resists changing. Author cites’ the Ad by Unum – An Insurance company – you probably feel like the bear. We’d like to suggest you’re the salmon. An apt example.

Author’s role as a coach is to help one to identify a personal habit that is annoying their co-workers and help them to eliminate and take it further. His questioning skills to get clients into coaching ‘mode’ are amazing.  This one is very relevant to sales professionals – salespeople who think their pushy and belligerent sales tactics with customers are the reason they close more deals than their peers. Author asks, how do nicer colleagues sell anything at all? Could it be you are selling a great product or making more sales calls?

The unique content in this book is ‘what to stop’. Peter Drucker says ‘we don’t spend enough time teaching leaders to stop. Leaders need to learn what to stop. Author says Instead of the usual ‘To Do’ list, start compiling ‘To Stop’ list.  Author has listed 20 common faulty behaviors at work place as ‘to stop’ list. After reading this, I believe that seeking feedback and good listening skills are crucial variables to get a leader to the next level.  

Yesterday, I was reading an article about McDonalds and reasons for the CEO’s exit. I found a high correlation with the key takeaways in this book and Mr.Donald Thompson’s (now Ex CEO) story. Quoting from Forbes the ousted CEO thought ‘In his eyes, McDonald’s was still mighty, and could overcome the global movement to healthier food and ingredient knowledge by running some new marketing or adding items to the dollar menu. These questions crossed my mind, Was he deluded by his past success? or did he ever have a ‘To Stop’ list?