When it comes to professional growth and success, it’s tempting to think that the skills and behaviors that got us to where we are will propel us to the next level. Marshall Goldsmith’s books such as What Got You Here Won't Get You There and How Women Rise, co-authored by Sally Helgesen, challenge this idea head-on.

One of Goldsmith and Helgesen’s primary messages throughout their books is that the behaviors that make someone successful as an individual contributor can prevent them from getting promoted to, and hinder them in, leadership roles. It’s a powerful realization and hits home for any leader who has felt stuck or seen team dynamics suffer.

Both books offer eye-opening moments that get us to question our habits and challenge us to evolve. It’s the main reason I recommend all my clients read these books, as the insights they gain propel our conversations and their ability to make tangible and sustainable changes to the behaviors that no longer serve them.

This article dives into Goldsmith’s What Got You Here Won’t Get You There, including tips on recognizing these behaviors in yourself, and others and actionable steps you can take to overcome them.

If you’re interested in my takeaways from How Women Rise, read my review here!

A Quick Note

In What Got You Here Won’t Get You There, Marshall Goldsmith identifies 20 workplace habits that can hinder successful leaders from reaching their full potential. These habits are common among high-achievers and often result in interpersonal friction, decreased team morale, or a failure to grow as a leader.

Recognizing these habits in yourself doesn't imply that you are inherently flawed; it simply reflects your adaptability and learning of new behaviors to succeed. However, if you've been feeling stagnant, underappreciated, or frustrated by a lack of growth, these habits could be limiting your future potential.

The 20 Behaviors That May Be Holding You Back & How to Overcome Them

For ease of review and understanding, I’ve grouped the 20 habits into five buckets, based on their underlying themes and impact.

Theme #1. Communication Habits That Shut Others Down

Effective communication is crucial for collaboration and innovation, but these habits hinder open dialogue, stifling creativity and trust. When leaders dominate conversations, dismiss ideas, or fail to listen actively, team members feel undervalued and disengaged, which lowers morale and productivity. These behaviors also prevent leaders from being seen as collaborative or approachable, critical qualities for leadership progression.

Winning too much: Needing to win at all costs.
Adding too much value: Always improving others’ ideas, diminishing their ownership.
Starting with "No," "But," or "However": Instantly negating others’ ideas.
Not listening: Failing to give others your full attention.
Negativity, or “Let Me Explain Why That Won’t Work”: Habitually dismissing new ideas.

Strategies to Improve Communication:

Embrace active listening: Fully engage when others speak, without interrupting or preparing a response while they talk. Use techniques like paraphrasing to ensure understanding (e.g., "If I’m hearing you correctly, you're saying...").
Ask questions, don’t solve: Instead of adding your perspective immediately, ask questions to encourage deeper exploration of ideas. This fosters a collaborative environment.
Replace negative responses: Instead of “no,” “but,” or “however,” use “Tell me more about that” or “How might we approach this differently?” This encourages dialogue.
Practice humility: Let others lead discussions and give them space to add value. Recognize the strengths in their contributions rather than focusing on improving them.
Encourage idea development: Instead of dismissing suggestions immediately, allow your team to explore new ideas fully, offering constructive feedback after considering their perspective.

Theme #2: Ego-Driven Behaviors

Leaders who focus on self-promotion or fail to recognize others’ contributions often alienate their teams, creating a toxic atmosphere. When leaders claim credit or make destructive comments, they breed resentment and discourage open feedback or collaboration. These behaviors damage team cohesion and hinder career advancement, as leaders who fail to develop strong relationships or inspire loyalty may be overlooked for promotions or leadership opportunities.

Telling the world how smart you are: Constantly showcasing your intellect.
Claiming credit that we don’t deserve: Taking credit for others’ work.
Making destructive comments: Saying things that hurt or demean others.
An excessive need to be “me”: Insisting on retaining negative traits as part of your identity.

Strategies to Remove Your Ego:

Shift focus to the team: Highlight the collective achievements of the team rather than personal accomplishments. Use “we” more than “I” in discussions of success.
Practice gratitude and recognition: Regularly acknowledge team contributions and give credit where it’s due, especially when others’ work has made a significant impact.
Cultivate vulnerability: Admit mistakes, seek input, and ask for help. Leaders who show vulnerability build trust and foster collaboration.
Be mindful of language: Replace destructive or sarcastic comments with constructive feedback. Practice giving feedback in a way that focuses on improvement rather than judgment.
Encourage growth in others: Rather than emphasizing your expertise, create opportunities for others to shine and develop their skills, empowering them to succeed.

Theme #3: Failing to Empower or Support Others

When leaders fail to recognize or support their team members, they create an environment where people feel undervalued and unsupported, which can lead to high turnover and low morale. Empowering others through recognition, sharing information, and offering equal opportunities for growth is essential to building a strong, high-performing team. Leaders who don't nurture their team’s development may be viewed as ineffective or short-sighted, limiting their chances for promotion and long-term success in their role.

Failing to give proper recognition: Overlooking contributions.
Withholding information: Not sharing what the team needs to succeed.
Failing to express gratitude: Neglecting to acknowledge others’ efforts.
Playing favorites: Treating certain team members preferentially.

Strategies to Empower and Support Others:

Give timely recognition: Recognize efforts in real-time, not just during formal reviews. Publicly celebrate successes and highlight contributions.
Promote transparency: Share relevant information with your team that will help them perform their jobs more effectively. Make them feel included and trusted.
Create a culture of appreciation: Make expressing gratitude a regular practice, both formally and informally. Acknowledge individual contributions as well as team-wide efforts.
Be fair and equitable: Avoid favoritism by ensuring that all team members receive opportunities for growth, recognition, and responsibilities. Ensure merit is the basis for decision-making.
Solicit feedback regularly: Empower your team to share their thoughts on how you can improve as a leader and make the work environment better for everyone.

Theme #4: Avoidance and Defensiveness

Leaders who avoid taking responsibility or refuse to admit mistakes create a culture of blame and defensiveness, which can undermine trust and collaboration within the team. These leaders are often seen as unwilling to learn or grow, and they may struggle to motivate their teams or adapt to changing needs. Such behavior prevents leaders from being seen as adaptable or accountable—qualities highly valued in senior leadership roles—limiting their promotion potential.

Making excuses: Deflecting blame for failures.
Clinging to the past: Using past successes or failures to justify present behavior.
Refusing to express regret: Failing to apologize when necessary.
Passing the buck: Shifting blame to others instead of owning mistakes.

Strategies to Face Challenges and Become less Defensive:

Own your mistakes: When things go wrong, take full responsibility instead of deflecting blame. Apologize when necessary and demonstrate how you’ll correct course.
Focus on continuous improvement: Instead of clinging to past successes or failures, ask yourself, “What can I learn from this situation?” Be open to change and new approaches.
Foster accountability: Encourage a culture where everyone takes responsibility for their actions, including yourself. Set the example by holding yourself accountable.
Create a solution-focused mindset: When challenges arise, avoid blaming. Instead, focus on what can be done to fix the situation and prevent it in the future.
Encourage a growth mindset: Help your team view failures as learning opportunities, and model this approach by being open to feedback and improvement.

Theme #5: Emotional Reactivity

When leaders react emotionally, such as speaking angrily or punishing those who provide bad news, it creates an atmosphere of fear and stifles open communication. Team members are less likely to take risks or offer constructive feedback, which undermines performance and growth. Leaders who cannot regulate their emotions are often perceived as lacking emotional intelligence, a key factor for success in higher-level positions, thus impeding their ability to ascend in their careers.

Speaking when angry: Allowing emotions to dictate behavior.
Punishing the messenger: Reacting poorly to critical feedback or bad news.

Strategies to Regulate Your Emotions:

Practice emotional regulation: When you feel anger rising, take a moment to pause before responding. Use deep breathing or take a brief walk to regain composure. This prevents reactive decisions.
Seek clarification before reacting: When receiving critical feedback, instead of reacting defensively, ask clarifying questions to understand the context and perspective. Show appreciation for honesty.
Create a safe space for honest communication: Encourage team members to provide feedback without fear of retribution. Make sure they feel safe to share difficult news or opinions.
Respond with empathy: When team members bring bad news or mistakes, approach the situation with understanding rather than punitive reactions. Work together to find solutions.
Model emotional intelligence: Demonstrate calmness, empathy, and understanding in your communication. Show that you value emotional regulation in both yourself and others.

The Leader’s Role in Identifying and Addressing These Behaviors

Leaders play a critical role in identifying these habits not only in themselves but also in their teams. Recognizing these behaviors early and addressing them proactively can prevent frustration, disengagement, and even burnout.

Here are some approaches to help identify and reshape these habits in your team:

Observation: Pay close attention to how your team members communicate and engage during meetings. Are they open to ideas? Do they acknowledge each other’s contributions? Small behaviors often reveal bigger patterns.
One-on-One Conversations: Create a safe space in private meetings to address these behaviors constructively. Frame the feedback around the potential for growth rather than criticism.
Modeling Change: As you work on evolving your own habits, be vocal about the journey. Share your progress, challenges, and successes to show that change is possible at every level.

Final Thoughts

What Got You Here Won’t Get You There challenges leaders to confront the habits that may have helped them succeed in the past but are now limiting their growth. These behaviors can hinder your ability to lead effectively, build strong relationships, and inspire your team.

As leaders, the way we adapt, listen, and inspire others has a profound ripple effect, and this book is an invaluable guide for making sure that effect is positive. By systematically identifying and addressing habits that no longer serve their growth, leaders can build stronger, more collaborative teams, improve their effectiveness, and drive better results.

Not sure where to start with all this information? Working with a coach is an invaluable way to gain clarity, identify these blind spots, and create actionable plans for change. A coach provides the support, accountability, and insight needed to break free from old patterns and step into your next level of leadership, ensuring you’re equipped to continue growing and making a positive impact within your organization.