
Your success ceiling isn't skill-based - it's behavioral. Marshall Goldsmith's leadership classic reveals the 20 habits blocking your next breakthrough. Endorsed by Thinkers50 Hall of Fame and praised by executives worldwide, it's the brutally honest guide that transformed corporate leadership psychology.
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What if your greatest strengths were actually holding you back? This paradox sits at the heart of Marshall Goldsmith's revolutionary approach to leadership development. Unlike typical business advice that focuses on what to do, Goldsmith reveals something far more powerful: what to stop doing. The behaviors that propelled you to your current success might be the exact obstacles preventing you from reaching the next level. These aren't deep psychological issues but simple behavioral tics that gradually erode goodwill and effectiveness. Think of them as the leadership equivalent of bad breath - everyone notices except you. The higher you rise, the more your problems become behavioral rather than technical. At senior levels, everyone's smart - what differentiates leaders is their ability to connect with and influence others. Success creates a dangerous form of blindness. The more we achieve, the more likely we develop behavioral blind spots that prevent us from seeing ourselves accurately. Four key beliefs in particular become problematic: First, "I have succeeded" - we maintain an internal highlight reel of victories while editing out failures. This selective memory explains why 80-85% of professionals rate themselves in the top 20% of their peer group (a statistical impossibility). Second, "I can succeed" - high achievers possess unshakable faith in their ability to make outcomes happen through sheer force of personality. While this drives achievement, it creates resistance when feedback suggests they need to change. Third, "I will succeed" - optimism drives opportunity-seeking but leads to overcommitment. Fourth, "I choose to succeed" - achievement-oriented people believe they're doing what they choose to do, not what they have to do.
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