What Got You Here Won’t Get You There

When a Quirk Becomes a Problem
Why would people at the height of their success and productivity need behavior modification? Ironically, it’s because often the very same behavior that made them so successful creates problems for them at the top. Unfortunately, many people have no clue how their behavior affects their bosses, co-workers, employees and clients. For example, one executive might be deeply committed to nurturing his or her team, yet others could see that behavior as playing favorites. An executive who might choose to mull over suggestions before making a decision gets stuck with the label “unresponsive.” When such behavioral quirks become behavioral crises, the time has come to seek a cure. This simple process requires identifying the negative behavior, showing the damage it causes and demonstrating that a small adjustment can solve the problem.

The “Paradox of Success”
Successful people possess four key attitudes that helped them become successful. However, these attitudes also make it difficult for them to change. This is “the paradox of success.” The four beliefs are: “I have succeeded,” “I can succeed,” “I will succeed” and “I choose to succeed.” People who see the past, present and future in light of these beliefs may feel that they don’t need to change or they are too busy to change. They may be unable to acknowledge a reason to change.

“The Higher You Go, The Further You Fall”
Most self-improvement programs emphasize the steps you must take to get better. However,sometimes not doing something is more advantageous than doing something. Avoiding a bad decision, stopping a nasty habit or not making a mistake can contribute more to the bottom line than closing a deal. Most successful people possess extraordinary skills; that’s why they do well. But once people attain success, their bad habits or behavioral foibles move to the forefront. In fact, often, the more successful leaders become, the more their issues relate to their behavior, and the more power a behavioral problem has to halt their rise or contribute to their downfall.

Twenty Bad Workplace Habits
Step number one, decide exactly what it is you want in each part of your life. Become a “meaningful specific” rather than a “wandering generality.”

1. Winning too much


2. Adding too much value


3. Passing judgement


4. Making destructive comments


5. Starting with ‘no,’ ‘but’ or ‘however’


6. Telling the world how smart [you] are


7. Speaking when angry


8. Negativity or ‘Let me explain why that won’t work”


9. Withholding information


10. Failing to give proper recognition


11. Claiming credit that [you] don’t deserve


12. Making excuses


13. Clinging to the past


14. Playing favorites


15. Refusing to express regret


16. Failing to express gratitude


17. Punishing the messenger


18. Passing the buck


19. An excessive need to be ‘me’

The Twenty-First Bad Habit
“Goal obsession” happens when a particular goal becomes more important than your overall mission. While this is not a bad habit in and of itself, it can instigate many questionable practices. For example, this obsession can cause people to lose their manners, adopt less than honest work methods or take advantage of others.

A Seven-Step Method for Changing for the Better
The seven steps you can take to correct any of the above bad habits are: “Feedback, apologizing, telling the world (or advertising), listening, thanking, following up and practicing ‘feedforward’.”

Seeking feedforward is a four-step process. First, choose a behavior you would like to change. Have a one-on-one conversation with someone to explain your desire for making this change. Ask that person for two suggestions about how you can make the change. Then, accept these suggestions as feedforward ideas you will implement. Repeat this process over and over with different people. Unlike feedback, feedforward is not about your past behavior. You can’t change the past. But, you can use sincere, feedforward suggestions to shape a better future.

About the Author: Leadership expert Dr. Marshall Goldsmith has worked with more than 80 corporations. He serves on the teaching staff of the executive education program at the Tuck School of Business at Dartmouth.