How To Apply What Got You Here Won'T Get You There In Business?

2025-11-10 19:42:18
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3 Answers

Donovan
Donovan
Reviewer Journalist
This book taught me that leadership isn’t about adding skills but subtracting ego. The chapter on 'adding too much value' hit hard—I realized my 'helpful' tweaks to subordinates’ work were actually demotivating. Now I bite my tongue unless it’s critical. Another game-changer: apologizing sincerely. Early in my career, I’d say, 'Sorry if you felt that way,' which is passive-aggressive nonsense. Goldsmith’s method—'I was wrong. It won’t happen again'—sounds simple, but it disarms conflicts instantly. The best part? These aren’t theoretical fixes; they’re actionable tweaks anyone can start today.
2025-11-11 20:46:31
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Yara
Yara
Helpful Reader UX Designer
Goldsmith’s book feels like a mirror for leaders who’ve hit a ceiling. One concept that transformed my approach was the idea that success at one level often requires the opposite behavior at the next. For instance, early-career success might come from technical brilliance, but senior roles demand empowering others. I once coached a founder who couldn’t understand why his team was disengaged—turns out, his habit of dismissing ideas with 'Yeah, but…' made people shut down. We worked on replacing that with curiosity ('Tell me more about that').

The real magic is in soliciting feedback without defensiveness. I’ve started doing monthly 'clear the air' chats with my team, where they rate my behavior on Goldsmith’s list. It’s uncomfortable but eye-opening. Last quarter, three people called out my tendency to take credit for group wins—ouch. Now I end meetings by naming who contributed what. Small changes, but they rebuild trust incrementally.
2025-11-12 11:05:05
6
Kelsey
Kelsey
Responder Receptionist
The book 'What Got You Here Won’t Get You There' by Marshall Goldsmith really struck a chord with me because it’s all about the subtle behaviors that hold people back from reaching the next level. In business, I’ve seen so many talented folks plateau because they cling to habits that worked in the past—like micromanaging or always needing to be the smartest person in the room. The key is self-awareness. For example, I used to interrupt colleagues mid-sentence to 'add value,' not realizing it made me seem dismissive. Goldsmith’s idea of 'feedforward' (focusing on future improvement rather than past criticism) helped me shift that.

Another big takeaway? Stopping the 'need to win' at all costs. Early in my career, I’d argue minor points just to 'be right,' which eroded trust. Now, I ask myself, 'Is this worth the relational cost?' letting go of that competitive reflex in low-stakes scenarios has made collaboration way smoother. The book’s 20 habits—like making destructive comments or failing to give proper recognition—are like a checklist for leadership growth. It’s not about big strategic changes; it’s the tiny, ego-driven behaviors that quietly sabotage progress.
2025-11-13 19:42:06
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