P Eddington - What Got You Here Wont Get You There Summarized for Busy People

Copyright Page

What Got You Here Wont Get You There Summarized for BusyPeople

By P. Eddington

Copyright 2013 P. Eddington

Smashwords edition.

This ebook is licensed for your personal enjoyment only. Thisebook may not be re-sold or given away to other people. If youwould like to share this book with another person, please purchasean additional copy for each reader. If youre reading this book anddid not purchase it, or it was not purchased for your use only,then please return to Amazon Digital Services, Inc and purchaseyour own copy. Thank you for respecting the hard work of thisauthor.

What Got You Here Wont Get You There Summarized for BusyPeople

Introduction.

MarshallGoldsmith begins by examining the trouble with success, explaininghow previous accomplishments often prevent leaders from gainingmore success. He analyzes why high achievers are so resistant tochange due to their delusion of success, pointing out that theycant see that what got them here wont get them there.

These arepeople who do one annoying thing repeatedly on the job and dontrealize that this small flaw may sabotage their otherwise goldencareer. Worse yet, they do not realize that its happening and thatthey can fix it. Goldsmith details the 20 habits that hold you backfrom the top rung of the corporate ladder. In his experience, theseare the most irritating interpersonal issues in the workplace.

For eachhabit, he gives examples and practical solutions you can implement.He then describes the 21st habit, which stands separate from theother 20 habits not because it is a

flaw, butbecause it is often the root of an annoying behavior.

Finally,Goldsmith addresses the problem of how you can change yourinterpersonal relationships for the better, and ensure that youmake your behavioral changes permanent.

This summaryreveals how you can identify which of these 20 habits apply to you,and how to choose the one or two you should focus on.

The Trouble With Success

You Are Here

You know those maps in shopping malls that say, You Are Here? Theyexist to orient you in unfamiliar territory, to tell you where youare, where you want to go and how to get there. A few people neverneed these maps. Theyre blessed with an internal compass thatorients

themautomatically. Some people go through life with this unerring senseof direction it guides them through their school years, careers,marriages and friendships. When we

meet people like this, we say theyre grounded. They know whothey are and where theyre going. In the arc of what can be a longand successful career, you will always be in transit from here to there. Herecan be a great place. If youre successful, here is exactly thekind of place you want to be. But here is also a place where youcan be a success in spite of some

gaps in yourbehavior or personal makeup.

Thats why you want to go there. There can be a betterplace, where you can be a CEO who is viewed as a great leaderbecause he doesnt get in the way of his people. You are here.Youcan get there. But you have to understand that what got you herewont get you there.

The Success Delusion, or Why We Resist Change

In theworkplace, many of us overestimate our contribution to a project,have an elevated opinion of our professional skills and standingamong our peers, and take credit partial or complete for successesthat truly belong to others.

We alsoconveniently ignore the costly failures and time-consuming deadends we have created, while exaggerating our projects impact onnet profits because we discount the real and hidden costs builtinto them (costs are someone elses problems; success is ours).

All of these delusions are the result of success, notfailure. Thats because we get positive reinforcement from ourpast successes and think that type ofvalidation is predictive of great things in our future. But ourdelusions become a serious liability when we need to change andsomeone tries to make uschange.

First, we tend to think the other party is confused. Second,we go into denial. The criticism does not apply to us, or wewouldnt be so successful. When all else fails, we discredit themessenger: Why is a smart guy like melistening to a loser like you? Couplethese with the positive interpretations successful people assign totheir past performance, their ability

to influence their success, their belief that their successwill continue in the future and their sense of control over theirown destiny and you have a volatile cocktail of resistance tochange .

The Four Key Beliefs of Successful People

There are fourkey beliefs that help you become successful. However, each can makeit rough for you to change.

1. I Have Succeeded.

To successfulpeople, the past is always the prologue and always rose-colored.This

belief onlybecomes an obstacle when behavioral change is needed.

2. I Can Succeed.

Successfulpeople believe they have the capability within themselves to makedesirable things

Happen throughsheer force of personality, talent or brainpower, they can steer asituation in their direction.

3. I Will Succeed.

Successful people have unflappable optimism. But it caneasily mutate into excessive optimism. It explains why successfulpeople tend to be extremely busy and face the danger ofovercommitment.When the donothings are asked, Why didnt you implement the

behavioral change you said you would? the most common response is, Imeant to, but I just didnt have time.

4. I Choose to Succeed.

Successfulpeople believe they are doing what they choose to do, because theychoose to

do it.Unfortunately, the more you believe your behavior is a result ofyour own choices and commitments, the less likely you are to wantto change your behavior.

We All Obey Natural Law

The main natural law that has been witnessed while observingsuccessful peoples efforts to become more successful is: People will do something including changing their behavior only if it can bedemonstrated that doing so is in their ownbest interests as defined by their ownvalues. This is natural law. Every choice,big or small, is a risk-reward decision where your bottom- linethinking is, Whats in it for me? Most peoples resistance to change can beovercome by invoking natural law.

Everyone, eventhe biggest ego in the room, has a hot button that can be pushedand

that button is self-interest. It usually boils down to fouritems that are the standard payoff for success: money, power, status and popularity.

The 20 Habits That Hold You Back From The Top

The 20 Habits

When was the last retreat or training session at yourorganization titled, Stupid Things OurTop People Do that We Need to Stop Doing Now? Can you imagine your CEO (or immediate supervisor) admittinga personal failing in public and outlining his or her effortsto

stop doing it? Probably not. Instead of your usual To Do list, startyour To Stop list.

Whats Wrong with Us?

The mostcommon faults are a very specific breed of flaws.What were dealingwith are challenges in interpersonal behavior, often leadershipbehavior. They are the everyday annoyances that make your workplacemore noxious than it needs to be.

They aretransactional flaws performed by one person against another. Thesefaults are simple to correct For example, the cure for not thankingothers enough is remembering to say

Thank you. For punishing themessenger, its imagining how wed like to be treated under similarcircumstances. Check yourself against the list, then whittle itdown to one or two vital issues, and youll know where tostart.

Habit No. 1: Winning Too Much

This is themost common behavioral problem in successful people. Theres a fineline between being competitive and overcompetitive, between winningwhen it counts and when no ones counting and successful peoplecross that line with alarming frequency.