what got you here will not get you there pdf
What Got You Here Won’t Get You There: Article Plan (12/26/2025)
Marshall Goldsmith’s pivotal work addresses the challenges faced by high-achievers, detailing how established behaviors can impede further progress and sustained leadership.
Many leaders reach a point where their previously effective strategies cease to deliver the same results, encountering a frustrating plateau despite continued effort. This phenomenon, explored in Marshall Goldsmith’s work, isn’t due to a lack of skill, but rather the realization that the behaviors propelling initial success become obstacles at higher levels.
The book acknowledges that individuals often ascend through organizations by demonstrating specific traits – assertiveness, directness, and a strong need to contribute. However, these very qualities can become liabilities when leading more experienced and capable teams.
“What Got You Here Won’t Get You There” identifies this critical transition, offering a framework for understanding and navigating the challenges of sustained leadership, moving beyond simply doing to effectively influencing others.
The Core Concept: Behavioral Change at Higher Levels
The central premise of Marshall Goldsmith’s book revolves around the idea that behavioral adjustments are paramount for continued leadership effectiveness. Unlike lower levels where technical skills and individual contributions drive success, senior roles demand influence, collaboration, and a focus on enabling others.
This necessitates a shift from “fixing” problems to proactively addressing behaviors that hinder team performance; The book emphasizes that personality changes are difficult, but behavioral modifications are achievable and impactful.
Goldsmith argues that at higher levels, perception is reality, and even minor behavioral flaws can significantly damage leadership credibility. The core concept isn’t about becoming a different person, but refining behaviors to foster stronger relationships and achieve greater collective success.
Author Background: Marshall Goldsmith’s Expertise
Marshall Goldsmith is a globally renowned leadership expert, consistently ranked among the top leadership thinkers in the world. He possesses extensive experience working with executives from numerous Fortune 500 companies, helping them overcome behavioral obstacles to achieve peak performance.
His career spans decades, dedicated to understanding and improving leadership effectiveness. Goldsmith isn’t a traditional theorist; his work is deeply rooted in practical application and observed results. He focuses on identifying and modifying behaviors that impede success at senior levels, a niche where conventional feedback often fails.
He is a prolific author, with several best-selling books on leadership and personal development, solidifying his position as a leading voice in the field. His expertise stems from direct engagement with leaders facing real-world challenges.
Key Argument: Success Traits Becoming Liabilities
The central premise of Marshall Goldsmith’s work is that the very behaviors which propelled individuals to success often become detrimental at higher leadership levels. What once served as strengths – like being direct, opinionated, or highly competitive – can manifest as weaknesses when leading larger teams or navigating complex organizational dynamics.
As leaders ascend, their impact broadens, and these previously effective traits can now create defensiveness, stifle collaboration, and hinder innovation. The book argues that continued reliance on these habits leads to a “plateau,” preventing further growth and potentially causing decline.
Essentially, the skills needed to get to the top are different from those required to stay there and continue thriving. This shift necessitates conscious behavioral change.
The 20 Habits Holding Leaders Back
Marshall Goldsmith identifies twenty specific habits that commonly hinder successful leaders, preventing them from reaching their full potential. These aren’t flaws in character, but rather behaviors that, while effective earlier in a career, become liabilities at senior levels. Examples include consistently adding opinions, making others feel defensive, and detailing how things were done in the past.
The book emphasizes that these habits are often unconscious and deeply ingrained. They aren’t necessarily malicious, but their impact can be significantly negative, eroding trust and hindering collaboration. Goldsmith doesn’t advocate for personality changes, but rather focuses on modifying these specific, observable behaviors.
Addressing these habits is crucial for sustained leadership effectiveness and continued growth.
Habit 1: Adding Your Opinion
Marshall Goldsmith highlights “Adding Your Opinion” as the first detrimental habit. While valuable earlier in a career, constantly offering unsolicited opinions at higher levels can be perceived as domineering or dismissive of others’ contributions. The higher one ascends in an organization, the more suggestions are interpreted as directives, stifling creativity and independent thought within the team.
This habit often stems from a desire to be helpful or demonstrate expertise, but it inadvertently undermines the authority and confidence of colleagues. It’s not about having opinions, but about when and how they are shared.
Learning to listen actively and ask clarifying questions before offering input is key to overcoming this behavior.
Habit 2: Making Others Feel Defensive
Marshall Goldsmith identifies “Making Others Feel Defensive” as a significant impediment to leadership effectiveness. Successful individuals often possess strong analytical skills and a direct communication style, which, while beneficial previously, can now trigger defensiveness in colleagues. Pointing out flaws or offering critical feedback, even constructively intended, can be interpreted as a personal attack, shutting down dialogue and hindering collaboration.
This habit often arises from a focus on problem-solving rather than relationship-building. Senior leaders must prioritize creating a safe and supportive environment where individuals feel comfortable sharing ideas and admitting mistakes.
Cultivating empathy and framing feedback as observations rather than judgments are crucial steps toward change.
Habit 3: Telling Others How They Did It
Marshall Goldsmith highlights “Telling Others How They Did It” as a detrimental habit for leaders. While stemming from a desire to help and share expertise, recounting personal experiences can inadvertently diminish others’ accomplishments and stifle their initiative. It implies a lack of trust in their abilities and suggests that their approach is inferior.
This behavior often arises from a belief that one’s own path is the “right” way, failing to recognize the unique context and challenges faced by others. Effective leadership involves empowering individuals to find their own solutions, fostering innovation and ownership.
Instead of dictating methods, leaders should focus on asking insightful questions and offering support.
Understanding the “Success Trap”
The “Success Trap,” as Marshall Goldsmith defines it, occurs when the very behaviors that propelled individuals to success become obstacles to further growth. These habits, often unconsciously ingrained, are effective at lower organizational levels but prove counterproductive as leaders ascend. The higher one climbs, the more these behaviors are perceived as flaws rather than strengths.
This trap stems from a reluctance to change behaviors that have consistently yielded positive results. Leaders may resist acknowledging the need for adaptation, believing their established methods remain valid. However, the demands of leadership evolve, requiring a shift from “doing” to “influencing” and “empowering.”
Recognizing this trap is the first step towards breaking free and embracing continuous improvement.
Why Traditional Feedback Fails at Senior Levels
Marshall Goldsmith argues that conventional feedback mechanisms – often effective for those developing skills – become largely useless for highly successful leaders. This is because senior leaders rarely receive honest, direct criticism. Subordinates often fear reprisal or believe their input won’t be valued, resulting in filtered or overly positive feedback.
Furthermore, at higher levels, feedback is frequently perceived as a personal attack or a challenge to authority, triggering defensiveness. Leaders may dismiss criticism as stemming from misunderstanding or incompetence on the part of the feedback giver.
Traditional 360-degree reviews, while intending objectivity, often suffer from these same biases, rendering them ineffective for driving genuine behavioral change.
The Importance of Perception – How Others See You
Marshall Goldsmith emphasizes that at senior leadership levels, how others perceive you is often more critical than your actual intentions or capabilities. Success hinges on influencing and collaborating effectively, both of which are heavily reliant on positive perceptions.
Leaders may be unaware of behaviors that negatively impact others – habits that, while not hindering their initial ascent, now create friction and impede progress. These perceptions, formed through consistent interactions, shape trust, respect, and willingness to follow.
Therefore, understanding and addressing these perceptions, even if they differ from self-assessment, is paramount for sustained leadership effectiveness. Ignoring this disconnect can lead to stagnation and ultimately, derailment.
Focusing on Behavior, Not Personality
Marshall Goldsmith’s approach centers on modifying behaviors, rather than attempting to alter fundamental personality traits. He argues that personality is largely fixed, making change incredibly difficult and often unproductive. However, behaviors – the actions and reactions we exhibit – are more malleable.
The book advocates for pinpointing specific, observable behaviors that hinder leadership effectiveness. This isn’t about labeling someone as “aggressive” or “domineering,” but rather identifying actions like interrupting others or consistently offering unsolicited advice.
By concentrating on these concrete behaviors, leaders can implement targeted changes, leading to improved interactions and more positive perceptions. This behavioral focus makes the process of self-improvement more achievable and impactful.
The Process of Behavioral Coaching
Goldsmith outlines a structured coaching process centered on behavioral change, differing significantly from traditional feedback methods. It begins with identifying critical behaviors – those that demonstrably impede a leader’s effectiveness, as perceived by their stakeholders. This isn’t self-assessment, but feedback-driven.
Next comes the creation of actionable steps for change. These aren’t broad goals, but specific, measurable actions the leader will take to modify the identified behaviors. A key element is a commitment to regular follow-up and accountability.
The process emphasizes consistent effort and acknowledges that change takes time. It’s a deliberate, iterative approach, focused on small wins and sustained improvement, rather than seeking overnight transformations.
Identifying Critical Behaviors
Goldsmith stresses that pinpointing these behaviors isn’t about personality flaws, but about specific actions hindering leadership effectiveness. This identification relies heavily on 360-degree feedback – gathering perceptions from peers, direct reports, and superiors. The focus isn’t on what people think the leader should do differently, but on behaviors that demonstrably cause problems.
Crucially, behaviors are deemed “critical” if they are frequently cited across multiple feedback sources. A single complaint is noise; a pattern reveals a genuine impediment. The goal is to uncover behaviors that, while previously contributing to success, now actively limit further growth.
This stage demands objectivity and a willingness to confront uncomfortable truths, moving beyond self-perception to understand how one is actually perceived.
Creating Actionable Steps for Change
Once critical behaviors are identified, the next step involves formulating concrete, achievable actions for modification. Goldsmith advocates for small, incremental changes rather than attempting drastic overhauls. These steps must be specific, measurable, attainable, relevant, and time-bound (SMART goals).
Instead of aiming to “be a better listener,” a leader might commit to asking three clarifying questions during each team meeting. The emphasis is on behavioral adjustments, not personality transformations. These actions are then regularly reviewed and adjusted based on ongoing feedback.
Accountability is key; leaders should share their action plans with stakeholders and solicit support in tracking progress. This fosters transparency and reinforces commitment to change.
The Role of Stakeholder Feedback
Marshall Goldsmith’s methodology heavily relies on 360-degree feedback from an individual’s direct reports, peers, and superiors. This isn’t traditional performance review feedback, but rather focused on behaviors impacting leadership effectiveness. The goal is to understand how others perceive the leader’s actions, not necessarily the leader’s intent.
This feedback is gathered anonymously and analyzed to identify patterns of behavior that are hindering progress. It’s crucial that the feedback is specific and behavioral, avoiding vague personality assessments. The leader then uses this information to create actionable steps for change, as outlined previously.
Stakeholder involvement fosters buy-in and creates a supportive environment for growth.
Overcoming Resistance to Change
Marshall Goldsmith acknowledges that even highly successful individuals will encounter resistance when attempting behavioral change. This resistance often stems from a deeply ingrained sense of self and a fear of appearing vulnerable. Recognizing this is the first step; acknowledging that past successes don’t guarantee future ones is vital.
The key is to frame the change not as a deficiency, but as a commitment to continuous improvement and a desire to become a more effective leader. Focusing on small, incremental changes, rather than attempting a complete overhaul, can reduce anxiety and build momentum.
Consistent effort and a supportive coaching relationship are essential for navigating this resistance.
Applying the Principles to Personal Growth
Marshall Goldsmith’s framework isn’t solely for executive coaching; it’s powerfully applicable to individual self-improvement. The core principle – identifying and modifying behaviors perceived negatively by others – requires honest self-assessment and a willingness to accept feedback.
Begin by soliciting input from trusted colleagues and stakeholders, focusing on specific behaviors rather than personality traits. Prioritize a few key areas for change, creating actionable steps with measurable outcomes. Regularly track progress and adjust strategies as needed.
Embrace the discomfort of stepping outside your comfort zone, remembering that sustained growth demands continuous effort and a commitment to evolving leadership skills.
Case Studies & Examples of Successful Application
Marshall Goldsmith’s methods have yielded significant results across diverse organizations and leadership levels. One example involves a senior executive known for their direct, assertive communication style – a trait that initially drove success, but later created defensiveness in team members.
Through stakeholder feedback and targeted coaching, the executive learned to actively listen and solicit input before offering solutions. This shift fostered greater collaboration and improved team performance. Another case study highlights a leader who habitually dominated meetings; by consciously creating space for others, they unlocked valuable insights.
These instances demonstrate the transformative power of behavioral change, proving that adapting successful habits is crucial for sustained leadership.
The Book’s Impact and Relevance Today
“What Got You Here Won’t Get You There” continues to resonate deeply within the leadership development landscape, offering a timeless message about the necessity of continuous self-improvement; Published initially in 2007, its principles remain strikingly relevant in today’s rapidly evolving business environment.
The book’s focus on behavioral change, rather than personality alteration, provides a practical and actionable framework for leaders at all levels. Its emphasis on stakeholder feedback is particularly crucial in fostering inclusive and collaborative cultures.
As organizations navigate increasing complexity and demand adaptability, Goldsmith’s insights offer a vital roadmap for sustained success, making it a cornerstone of modern leadership thinking.
“What Got You Here Won’t Get You There” powerfully underscores that leadership isn’t a destination, but a continuous journey of self-awareness and behavioral refinement. Marshall Goldsmith’s work champions the idea that even highly successful individuals must actively address habits that may hinder future growth.
The book’s enduring legacy lies in its pragmatic approach – focusing on perceivable behaviors and leveraging stakeholder feedback for impactful change. It’s a call to embrace humility, actively solicit constructive criticism, and consistently strive for improvement.
Ultimately, sustained leadership demands a commitment to lifelong learning and adaptation, ensuring that past successes don’t become the limitations of tomorrow.
Struggling to level up? Download the insightful ‘What Got You Here…’ PDF and discover the strategies to break through plateaus & achieve lasting success! Get your copy now.