What Got You Here Won't Get You Ther 20个坏习惯把你从顶峰拉下来

By now, the CEO as celebrity is old hat. (Just start counting the books from former company heads.) That goes for the executive-recruiter-cum-president-makers. What has yet to be explored--until now--is the celebrity business coach, the individual who helps C-level executives correct flaws, whether invisible or public. A frequent interviewee in major business magazines like Fortune, Goldsmith, with the sage help and advice of his collaborator Reiter, pens a self-help career book, filled with disguised anecdotes and candid dialogue, all soon slated for bestsellerdom. His steps in coaching for success are simple, honest, without artifice: gather feedback from appropriate colleagues and cohorts, determine which behaviors to change (and remember, Goldsmith specifically focuses on behavior, not skills or knowledge), apologize, advertise, listen, thank, follow up, and practice feed-forward. Admittedly, this shrewd organizational psychologist only works with leaders he knows will listen, follow advice, and change--especially considering that he doesn't receive fees until improvements are secure and visible. On the other hand, these are words and processes anyone will benefit from, whether wannabe manager or senior executive.
作者简介：
MARSHALL GOLDSMITH, is corporate America's preeminent executive coach. Goldsmith is one of a select few consultants who have been asked to work with more than eighty CEOs in the world's top corporations. He has helped implement leadership development processes that have impacted more than one million people. His Ph.D. is from UCLA and he is on the faculty of the executive education programs at Dartmouth College's Tuck School of Business. The American Management Association recently named Marshall one of fifty great thinkers and business leaders who have impacted the field of management, and Business Week listed him as one of the influential practitioners in the history of leadership development. In 2006, Mliant International University renamed their schools of business and organizational psychology the Marshall Goldsmith School of Management.

Goldsmith, an executive coach to the corporate elite, pinpoints 20 bad habits that stifle already successful careers as well as personal goals like succeeding in marriage or as a parent. Most are common behavioral problems, such as speaking when angry, which even the author is prone to do when dealing with a teenage daughter's belly ring. Though Goldsmith deals with touchy-feely material more typical of a self-help book—such as learning to listen or letting go of the past—his approach to curing self-destructive behavior is much harder-edged. For instance, he does not suggest sensitivity training for those prone to voicing morale-deflating sarcasm. His advice is to stop doing it. To stimulate behavior change, he suggests imposing fines (e.g., $10 for each infraction), asserting that monetary penalties can yield results by lunchtime. While Goldsmith's advice applies to everyone, the highly successful audience he targets may be the least likely to seek out his book without a direct order from someone higher up. As he points out, they are apt to attribute their success to their bad behavior. Still, that may allow the less successful to gain ground by improving their people skills first. (Jan. 2)

Marshall Goldsmith is corporate America s preeminent executive coach, having worked with more than sixty CEOs at the world s leading corporations. He is on the faculty of the executive education programs at Dartmouth College and the University of Michigan. Goldsmith lives in Fairbanks Ranch, California.

Acknowledgments
SECTION ONE The Trouble with Success
Chapter 1: You Are Here
Chapter 2: Enough About You
Chapter 3: The Success Delusion, or Why We Resist Change
SECTION TWO The Twenty Habits That Hold You Back from the TOp
Chapter 4: The Twenty Habits
Chapter 5: The Twenty-First habit: Goal Obsession
SECTION THREE How We Can Change for the Better
Chapter 6: Feedback
Chapter 7: Apologizing
Chapter 8: Telling the World, or Advertising
Chapter 9: Listening
Chapter 10: Thanking
Chapter 11: Following Up
Chapter 12: Practicing Feedforward
SECTION FOUR pulling Out the Stops
Chapter 13: Changing: the Rules
Chapter 14: Special Challenges for People in Charge
Coda: You Are Here Now
Appendix
Index