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What Got You Here Won't Get You There: How Successful People Become Even More Successful (Anglais) Broché – 1 février 2013

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Descriptions du produit

Présentation de l'éditeur

Whether you are near the top of the ladder or still have a ways to climb, this book serves as an essential guide to help you eliminate your dysfunctions and move to where you want to go.

Marshall Goldsmith is an expert at helping global leaders overcome their sometimes unconscious annoying habits and attain a higher level of success. His one-on-one coaching comes with a six-figure price tag. But, in this book, you get Marshall's great advice without the hefty fee!

"Marshall Goldsmith is one of the most credible thought leaders in the new era of business."-The Economist

"For over a decade I have worked with Marshall in corporations and seen him teach. In my opinion, he is the best at what he does, bar none. He has that rare combination that makes a great teacher-thought leadership, classroom management, and presence."-Vijay Govindarajan, professor and director, Center for Global Leadership, Tuck School, Dartmouth University

"America's preeminent executive coach."-Fast Company
--Ce texte fait référence à l'édition Relié .

Biographie de l'auteur

Marshall Goldsmith has been widely recognized as the world's #1 leadership thinker and executive coach. He is one of a select few advisors who have been asked to work with more than 150 major CEOs and their management teams. His 32 books have been translated into 28 languages and have been listed bestsellers in 11 countries. The American Management Association has listed Dr. Goldsmith as one of the great thinkers and leaders who have impacted the field of management over the past 50 years, and BusinessWeek has recognized him as one of the most influential practitioners in the history of leadership development. Marshall provides hundreds of his articles, audios, and videos online at www.MarshallGoldsmithLibrary.com.

Mark Reiter has collaborated on thirteen previous books. He is also a literary agent in Bronxville, New York. --Ce texte fait référence à l'édition Relié .

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Détails sur le produit

  • Broché: 304 pages
  • Editeur : Profile Books Ltd (1 février 2013)
  • Langue : Anglais
  • ISBN-10: 1781251568
  • ISBN-13: 978-1781251560
  • Dimensions du produit: 11,1 x 1,9 x 17,8 cm
  • Moyenne des commentaires client : 4.3 étoiles sur 5  Voir tous les commentaires (3 commentaires client)
  • Classement des meilleures ventes d'Amazon: 104.128 en Livres anglais et étrangers (Voir les 100 premiers en Livres anglais et étrangers)
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1 internautes sur 1 ont trouvé ce commentaire utile  Par Christoph, Interim Manager le 24 août 2009
Format: Broché
This book is a real treasure chest of insight. Goldsmith knows what he's talking about, and his remarks and proposals are very helpful for those who want to improve their interpersonal skills. This book is certainly worth the money!
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Format: Broché Achat vérifié
This book is in the category of those classic business books that are being old-fashioned today. Don't get me wrong, it is well written and stories are relevant of course, but it looks like déjà vu to me now.
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Par manuelv2002 le 24 février 2013
Format: Broché
Libro altamente recomendable, Vendedor rapido y confiable. Llego antes del tiempo prometido, y la entrega no tuvo inconvenientes.
Estado del libro perfecto y como nuevo
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Amazon.com: 566 commentaires
553 internautes sur 592 ont trouvé ce commentaire utile 
Too Late for Me 25 janvier 2007
Par Craig L. Howe - Publié sur Amazon.com
Format: Relié
Had I had access to the ideas in Marshall Goldsmith's book years ago, I would probably be better off.

At my advanced age, I have spent too much time working for myself. Sure, I recognize the importance of teams and team work. But I refer descending from my aerie, joining the team, completing the project and returning to the solace of personal contemplation Years ago, I found this works best for me.

Goldsmith, an executive coach, argues in his book What Got You Here Won't Get You There, that success delusion, holds most of us back. We, (read I):

1. Overestimate our (my) contribution to a project.

2. Take credit, partial or complete, for successes that belong to others.

3. Have an elevated opinion of our (my) professional skills and our (my) standing among our (my) peers.

4. Ignore the failures and time-consuming dead-ends we (I) create.

5. Exaggerate our (my) projects' impact on net profits by discounting the real and hidden costs built into them.

All of these flaws are borne out of success, yet here is where the book becomes interesting. Unlike others, Goldsmith does limit himself to teaching us (me) what to do. He goes the next step. He teaches us (me) what to stop. He does not address flaws of skill, intelligence or personality. No, he addresses challenges in interpersonal behavior, those egregious everyday annoyances that make your (my) workplace more noxious that it needs to be. They are the:

1. Need to win at all costs.

2. Desire to add our (my) two cents to every discussion.

3. Need to rate others and impose our standards on them.

4. Needless sarcasm and cutting remarks that we (I) think make us sound witty and wise.

5. Overuse of "No," "But" or "However."

6. Need to show people we (I) are (am) smarter than they think we (I) are (am.)

7. Use of emotional volatility as a management tool.

8. Need to share our (my) negative thoughts, even if not asked.

9. Refusal to share information in order to exert an advantage.

10. Inability to praise and reward.

11. Annoying way in which we overestimate our (my) contribution to any success.

12. Need to reposition our (my) annoying behavior as a permanent fixture so people excuse us for it.

13. Need to deflect blame from ourselves (myself) and onto events and people from our (my) past.

14. Failure to see that we (I) am treating someone unfairly.

15. Inability to take responsibility for our (my) actions.

16. Act of not listening.

17. Failure to express gratitude.

18. Need to attack the innocent, even though they are usually only trying to help us (me).

19. Need to blame anyone but ourselves (me).

20. Excessive need to be "me."

21. Goal obsession at the expense of a larger mission.

It is too late for me. I am too dysfunction. If there is still hope for you, this book is a witty, well-written start to addressing your unconscious, annoying habits that limit your ability to achieve a higher level of success.
158 internautes sur 166 ont trouvé ce commentaire utile 
You Can Get There From Here 1 février 2007
Par C. S. Clarke - Publié sur Amazon.com
Format: Relié
"What Go You Here Won't Get You There" is an exceptional book, a powerhouse of information, insight and instruction.

The author addresses a particular audience: successful people who need to make a change to continue to be successful. It difficult to get people in that group to change, since they have reason to think they're pretty darn good anyway. Additionally, It is difficult to convince them that the very skills that got them where they are may be damaging their current success or preventing them from going further. So when he shows you exactly how to pull off such a miracle, you are going to be extremely impressed.

What is more impressive is the lavish detail Goldsmith provides to help you apply, on your own, the same process which he is paid $250,000 to undertake for each executive he coaches. He gives generously, tells all that you need, holds back nothing relevant. He richly illustrates his points with stories and examples that are so right-on-the-dime that you fully understand each point he makes. Yet, the writing is lean and tightly organized, packed into little over 200 pages.

Since you will want to read the book several times in study mode, the author's ability to be succinct is a very handy feature. And you will want to study the book carefully, because you will understand that this could be a real career-changer for you. In fact, it could be a real life-changer for you. The changes he describes are valuable in anyone's career or in their personal lives. They are all about interpersonal relations.

Goldsmith divides the book into four sections. In section one, he discusses why people resist change, what false beliefs obstruct change and how people have overcome those limiting beliefs. In section two, he lists, defines and describes the twenty most common harmful habits in interpersonal relations, with brief illustrations of how to handle them, specifically. In section three, he explains the change process. Exactly. I stand in awe of his eloquence. This is everything-you-ever-needed-to-learn about how to change. About how to make that change visible to others. About how to enlist others in the process of making the right change and making it last. In section four, he enumerates several important "rules" of change and shares various other analyses and insights that help complete your understanding of why and how to make effective, lasting change. This compendium of wisdom shows you how the author does what he does so well. You will be empowered to do the same for yourself.

You don't need to wait until you're wildly successful and need to break bad habits. Start from wherever you are in your progress through life and career and learn how to be powerfully successful in interpersonal relations by avoiding the bad habits or correcting any you may have.
258 internautes sur 292 ont trouvé ce commentaire utile 
His best book yet 12 janvier 2007
Par Srikumar S. Rao - Publié sur Amazon.com
Format: Relié
First, full disclosure: I LOVE Marshall Goldsmith. He is a regular guest speaker at my course "Creativity and Personal Mastery" at both Columbia Business School and London Business School. He generously contributed a blurb for my book "Are YOU Ready to Succeed: Unconventional Strategies for Achieving Personal Mastery in Business and Life". He has given me sage advice many times. He is a good friend and trusted colleague.

Despite our relationship I have not reviewed any of his other books. Most are quite good but I am not sure that I would recommend any with the possible exception of Leader of the Future 1 & 2. (More disclosure - I have a small piece in the latter).

This book is different. Run and get it. I'll tell you why.

Marshall is lean as a rail, bald with a fringe of white hair and he cackles infectiously. If he was in a line up and you were picking persons that you thought would be spellbinding orators, you would pass on him. Yet, clad in his trademark green T-shirt and khaki trousers, he has repeatedly held my entire class in thrall. Many, many persons have told me that they got so much from his talk and thanked me for inviting him.

It is this voice, conversational and common-sensical, that comes through in this book. The same voice comes through in his magazine columns but not in his other books. And it is gold.

His insights are powerful. Here is an example: Have you ever had a subordinate come to you with a great idea? Your eyes light up and you exclaim "Brilliant!" You praise her effusively and suggest ways in which that idea could be made even better. In your mind you are being a supportive boss. Then you sit back and wait for her to follow through. But somehow she doesn't. The excitement and passion are simply not there. You chalk her down as "Lacks implementation effectiveness" and never even consider your own role in this failure. Some variation of this has happened to me many times and I never could figure out why.

What you have done is "added too much value". Your comment of "brilliant" is a judgment and your suggestions for improvement are actually a takeover of her idea. Maybe you improved her original idea by 10% but you reduced her commitment by 50% or more. She no longer feels pride of ownership and this is what is reflected in the lackluster follow on performance.

So what should you do instead? Read the book to find out!!

Here is another example: The entire corporate world is hung up on the notion of feedback. When is the last time you jumped up and down with excitement, singing and dancing, at the thought of receiving 'feedback' from your boss? (You should see Marshall enact this roleplay - he is a SCREAM!!) Feedback brings about anxiety, defensiveness and self-justification. Marshall has a better way - feedforward. In essence the focus is on what needs to be done now to achieve a goal you want to reach instead of what you did right or wrong in the past. Trust me, it works a whole lot better.

There are many, many such insights. I was - and perhaps still am - guilty of "winning too much". I'll bet that you are also. But I am now explicitly aware of it and know that I am better than I was.

The great thing about Marshall's work is that the principles are very easily extrapolable far beyond your worklife. Innumerable persons have become better parents, children and spouses by applying them.

Marshall aims to make you a better manager and a more effective executive. But in the process he also makes you a better human being. And that is why I applaud him so strongly.

125 internautes sur 145 ont trouvé ce commentaire utile 
Doctor, cure thyself. 25 mai 2008
Par DSC46 - Publié sur Amazon.com
Format: Relié
It's ironic -- this book is an example of its title. Goldsmith brags endlessly about the wealth and power of his clients, the size of his own fees, and how much more insightful he is than almost everyone else. The book would be much stronger if it had the carefully nuanced conclusions of a scholar. Instead, it has pronouncements from on high. These are meant to be accepted without question, seemingly because he claims to be a friend of the rich and famous. Maybe this kind of glib, elitist opinion-mongering could be overlooked in a brash youngster, but coming from a would-be elder statesman, it just undercuts his credibility. Which is exactly the point of the book.

To be fair, the book has useful ideas, such as its comprehensive list of "bad habits" that are more damaging at senior levels than at earlier stages of a career. He makes a convincing case that these career-damaging traits can't be changed by taking courses (or reading books?). He argues that change requires nudging by an experienced executive coach (and makes sure you know he is available ... if you have a six-figure budget).

No doubt, Goldsmith can enthrall a room full of worshipful students, as another review suggests, using his catchy one-liners and "trademark" outfits. He is a talented self-promoter. Still, we readers have a right to expect something more thoughtful and less opinionated if he wants to be treated as a truly top authority.

You might want to skim a borrowed copy before buying this. Better still, ask a friend who has read it to give you a brief summary, and maybe skip the book.
21 internautes sur 21 ont trouvé ce commentaire utile 
Holding a mirror up to your life... 28 octobre 2007
Par Thomas Duff - Publié sur Amazon.com
Format: Relié
It's easy to believe that if you've been successful in some area of life, the process of getting to the next level is just getting better at what got you there. But Marshall Goldsmith makes the point that doing more of the same won't work in the book What Got You Here Won't Get You There: How Successful People Become Even More Successful. I'm inclined to agree with him after reading the book...

Section 1 - The Trouble with Success: You Are Here; Enough About You; The Success Delusion, or Why We Resist Change
Section 2 - The Twenty Habits That Hold You Back from the Top: The Twenty Habits; The Twenty-First Habit - Goal Obsession
Section 3 - How We Can Change For The Better: Feedback; Apologizing; Telling The World, or Advertising; Listening; Thanking; Following Up; Practicing Feedforward
Section 4 - Pulling Out the Stops: Changing - The Rules; Special Challenges for People in Charge; Coda - You Are Here Now;
Appendix; Index

Successful people got that way because they are highly skilled at something... decision-making, program design, etc. But there's quite often one or more habits that hold them back from progressing even further than they might otherwise. It may be the company executive that can't quite break into the CEO position. Or perhaps it's the sales person that leads the pack in orders but isn't perceived as a team member. Goldsmith outlines 20 habits that can keep you from making that next step: winning too much, adding too much value, passing judgment, making destructive comments, starting with "no", "but", or "however", telling the world how smart we are, speaking when angry, negativity, or "Let me explain why that won't work", withholding information, failing to give proper recognition, claiming credit that we don't deserve, making excuses, clinging to the past, playing favorites, refusing to express regret, not listening, failing to express gratitude, punishing the messenger, passing the buck, and an excessive need to be "me". After going through each of the habits, he then covers what can be done to identify our problem areas and resolve them.

While reading this, I definitely saw a few of these elements that I need to work on. If I were to couple this with feedback, I'm sure I'd find out even more. Of course, it's easy to fall into the trap of seeing all the flaws of your colleagues here. :) But one statement that Goldsmith said really resonated with me. Often the things you detest in others are indicators of that same flaw in your own life. It's like looking in a mirror and hating what you see. That gem of understanding explains why I have some adverse reactions to certain types of behavior. It's because I hate it when I do it...

If you're willing to hold up the mirror and take an honest look at yourself, this book will give you solid material for personal improvement. You'll also do well if you're willing to let others comment on what they see. It could be exactly what you need to step up to the next level.
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