What Got You Here, Won’t Get You There Summary

Successful people often achieve great results despite their habits, not because of them. Imagine what they could achieve without these bad habits holding them back.

1. Success Breeds Superstition

As people achieve their goals, they often develop superstitious beliefs about their behaviors contributing to that success. They begin associating even unhelpful or harmful habits with their accomplishments and resist changing them. While correlation isn't causation, they assume their behaviors directly led to their achievements.

The author describes working with an executive who delivered great results but was a poor listener. Instead of recognizing this as a flaw, the executive believed not listening was part of his success formula; he thought it protected his creativity from bad ideas. This mindset caused his colleagues to stop sharing their opinions, which alienated them and limited teamwork.

Believing that unhelpful traits are beneficial makes it hard to accept feedback. It's dangerous because these habits can become obstacles as one's career progresses, when traits like empathy and collaboration gain more importance.

Examples

• An executive thinking dismissing colleagues' ideas preserves his creativity.
• A stubborn high performer who credits their bad manners for their success.
• A company praising outcomes without analyzing behaviors that hindered them.

2. Avoiding Mistakes Deserves Recognition Too

In the workplace, positive outcomes and achievements are celebrated, but avoiding costly errors often goes unnoticed. This disregard for preventing failure creates a pressure-filled culture focused on tangible results rather than thoughtful decision-making.

For instance, your boss might congratulate you for landing a major account, but avoiding an unprofitable deal garners little acknowledgment. Gerald Levin of Time Warner made a career-defining error by merging with AOL in the 1990s, undoing years of success. Avoiding that merger would have solidified his legacy.

Just as we applaud ourselves for giving up bad personal habits like smoking, we should value professionals for avoiding harmful business choices. Changing company culture to recognize thoughtful restraint starts with leadership.

Examples

• Celebrating closing a deal but ignoring stopping an unprofitable one.
• Gerald Levin's overlooked failure to avoid the Time Warner-AOL merger.
• Comparing avoiding bad habits in business to quitting smoking.

3. Personalities Are Not Set in Stone

People often defend their bad behavior by claiming "that's just who I am." Successful individuals, in particular, like to think of their flaws as quirks tied to their success. But dismissing flaws as fixed personality traits limits growth and drives people away.

One CEO never praised employees because he thought it made him look phony. After coaching, he realized regular compliments improved morale and performance, proving even long-standing habits can change. Dismissing bad habits as permanent can hinder relationships and career growth.

Bad habits also persist because people fail to see how others view their actions. A financial consultant's excitement for self-promotion cost him a major client, as he overlooked the client's needs. Awareness and willingness to adapt are key steps toward improvement.

Examples

• A CEO learns praising employees boosts morale.
• Excusing interrupting people as an “immutable” personality trait.
• A consultant loses a client due to self-focused behavior.

4. Winning Isn’t Always Worth It

Successful people are often driven by the need to win, but this compulsion can backfire when it overpowers common sense. While winning motivates, it’s essential to know where to draw the line, even in everyday situations.

Consider a small debate with your partner over where to eat dinner. If their chosen spot disappoints, obsessing over being right ruins the evening instead of salvaging it. Similarly, seeing who had a "worse day" with a loved one serves no purpose but fuels unnecessary competition.

Recognizing when winning matters and letting go where it doesn’t is vital in personal and professional relationships. Constantly needing to prove you're right alienates loved ones and colleagues over time.

Examples

• Overemphasizing winning a small argument with your partner.
• Competing over who had the hardest day at work.
• A leader causing unnecessary tension by proving others wrong.

5. Stop “Improving” Everyone’s Ideas

Leaders often feel compelled to tweak ideas presented by others, even when the idea works as is. This stems from a desire to contribute but often discourages creativity and ownership among team members.

Imagine an employee sharing an innovative idea you're impressed with, but you suggest a minor improvement. Your feedback unintentionally shifts ownership, leaving the employee less invested. A CEO once disrupted his design team’s project by repeatedly suggesting new colors, creating confusion instead of clarity.

Great leaders know when to step back and let others shine. Supporting your team without meddling boosts morale, loyalty, and performance.

Examples

• Turning an employee's passion project into something they no longer feel is theirs.
• A CEO changing his mind about packaging design, leaving his team demotivated.
• Adding unnecessary comments like "but" to every suggestion.

6. Goal Obsession Clouds Judgment

Setting ambitious goals helps us succeed, but excessive focus on outcomes often blinds us to ethical considerations or long-term consequences. This obsession can lead to choices that undermine relationships and values.

The author worked with a marketing director who excelled at meeting targets but took credit for her team's successes. Her actions caused her staff to distrust her, leading to high turnover rates. In another instance, theology students bypassed a suffering man to deliver a sermon on kindness, prioritizing their objective at the expense of their values.

While goals are important, we must also focus on the larger picture, including relationships and principles.

Examples

• A marketing leader loses employee trust by stealing credit.
• The Good Samaritan experiment where students prioritized a speech over human aid.
• Leaders achieving profits while undermining employee satisfaction.

7. Embrace Feedback to Grow

While most professionals value feedback, successful people often resist critiques due to self-delusion. They might overestimate their contributions, believing they’re in the top half of performers. This mindset blocks valuable learning opportunities.

Goldsmith describes a business partner believing he contributed 75 percent of his firm's profits, far more than reality. Such inflated views make it difficult to take criticism seriously. To improve, pay attention to everyday feedback like body language or passing remarks, which often reveal truths.

One professional realized his habit of repeating himself annoyed others after tracking comments for a week. Observing these patterns is a practical step toward better behavior.

Examples

• A professional tracking remarks realizes his repetition habit stands out.
• Delusional performers avoiding criticism by exaggerating their contributions.
• Noticing real feedback through colleagues’ reactions and tone.

8. Gratitude and Apology Build Bridges

Simple words like "thank you" and "I'm sorry" can mend relationships and uplift conversations. Successful people often ignore this, assuming such acknowledgments are signs of weakness rather than strength.

Former U.S. official Richard Clarke apologized publicly for government failures surrounding 9/11, helping families move forward despite criticism. Expressing gratitude also defuses tension. For instance, saying "thank you" during heated discussions can neutralize conflict.

Remembering moments where you failed to thank someone can lead to regret, which highlights the importance of expressing gratitude while you can.

Examples

• Richard Clarke easing tensions through a heartfelt apology.
• Saying "thank you" to change the tone of an argument.
• Regretting unspoken words of thanks after losing a loved one.

9. Real Change Needs Consistency and Feedback

Changing bad habits is a process that takes time and input from others. Regularly checking in with colleagues or peers about your behavior ensures they notice your efforts and encourages honest dialogue.

"How'm I doing?" became a famous phrase for NYC Mayor Ed Koch, whose constant engagement kept citizens invested in his leadership. Following up consistently – over months, not days – allows others to witness and validate your growth.

Leadership development workshops often oversell instant transformation. But meaningful change comes from persistence, feedback, and commitment over time.

Examples

• Ed Koch connecting with constituents through repeated feedback requests.
• Gradual behavior change through ongoing follow-ups with coworkers.
• Leaders experiencing long-term transformation rather than instant results.

Takeaways

1. Reflect on how your behavior is perceived. Start noticing everyday feedback through tone, reactions, and comments to identify areas for improvement.
2. Learn to distinguish between moments when winning matters and when letting go would build stronger relationships.
3. Consistently follow up with peers, employees, or mentors to gauge progress in changing habitual behaviors, and improve based on their feedback.