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What's Stopping Me from Getting Ahead?: What Your Manager Won't Tell You About What It Really Takes to Be Successful, by Robert Goldfarb
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An expert management coach with over thirty years of experience helping professionals get to the next stages of their careers, identifies―and helps readers break―the 12 unconscious habits and behaviors that are holding them back from the corner office.
About the Book
For more than 30 years, Robert W. Goldfarb has advised and coached managers on five continents in organizations of every type who got to a certain level of success in their careers and then stalled. They were smart, had the right experience and a good track record, and had put in the time and energy to get them to where they were. But something was holding them back from getting to the highest level of management, and despite their obvious intelligence, they couldn't tell what it was.
Now, in the tradition of What Got You Here Won't Get You There, Robert Golfarb isolates the 12 top behaviors that mid- to upper-level managers exhibit at work that keep them from getting to the corner office. Some of these traits―a drive for results, strong knowledge of their industries, and networking with their peers―may have gotten them where they were, but need to be altered and adapted in order for them to get to the higher levels of management. The book is organized in an ingenious "What You Do" and "What Others See" structure, helping readers truly understand how their well-intentioned behaviors can wind up sabotaging their careers. Using case histories and actual examples from corporations, along with specific, actionable strategies for breaking these bad behaviors, Robert Goldfarb will help professionals everywhere break through their career plateaus and break into the corner office. These self-defeating behaviors are:
- Not demonstrating their true personal integrity.
- Not taking enough time to make sure their boss looks good.
- A laser-like focus on getting the job done well without appreciating the contributions of others.
- Using too much humor to build camaraderie and to foster collegial work environments.
- Lacking real passion for change.
- Relying solely on intellectual analysis with little reliance on “gut” feelings
- Focusing on problems rather than solutions
- A reluctance to properly manage former peers and supervisors.
- Under-appreciating the enormous value of diversity in the workplace.
- Not fully acknowledging the contributions of others on their teams.
- Always swinging for the fences and winning every battle, instead of taking a long range view of the situation.
- Sales Rank: #1670123 in Books
- Published on: 2010-06-10
- Released on: 2010-06-10
- Original language: English
- Number of items: 1
- Dimensions: 8.90" h x .40" w x 6.00" l, .62 pounds
- Binding: Paperback
- 208 pages
About the Author
About the Author
Robert W. Goldfarb is the president and founder of Urban Directions, Inc., a global consulting firm. For 30 years he has consulted with CEO's and supervisors at every level, coaching on manufacturing lines, in corporate boardrooms, on sales floors, at law firms, universities, hospitals, investment banks and government agencies.
His coaching has one objective: helping managers achieve their fullest potential by avoiding behavior that damages careers. Goldfarb has written on managing in a changing society for the op-ed pages of The New York Times, The Wall Street Journal, and for Readers' Digest.
Prior to founding his consulting firm, Goldfarb served in line and staff positions at AT&T, Mobil Oil Corporation, Hofstra University and the National Urban Coalition. He graduated with honors from Columbia University, where he was elected to Phi Beta Kappa and holds an M.A. from New York University.
Most helpful customer reviews
1 of 1 people found the following review helpful.
Sage advice!
By V. McHargue
Goldfarb has prepared an essential, comprehensive coaching manual that addresses just about every possible reason why people highjack their careers. It's easy to read cover-to-cover or use as a reference for specific situations. If you're not particularly good at being candid with people about why you've not promoted them, just get them all a copy of this book. Bottom line - you won't realize your full potential until you start taking 100% responsibility for everything that happens to you. This insightful book will increase your awareness of behaviors that may be holding you back. Well done!
0 of 0 people found the following review helpful.
What's Stopping Me From Getting Ahead?
By Phil Truluck
Boy, has Bob Goldfarb nailed it!
In just 192 pages, he superbly condenses his more than 30 years of experience in coaching, training and mentoring managers at all levels (and saving many of their careers)into a handful of does and don'ts to advancement. With an impressive 85% sucess rate, he should be listened to.
If you are like me, you many times might skip the Introduction section of a book to quickly get to the meat. Don't do this with Goldfarb's book; the Introduction is the meat. Here he plainly lays out how and why bosses make decisions about their managers career advancements. What is unique about this book is that Goldfarb has seen both sides: the manager seeking to advance and the boss. And he tells both sides well.
Travel with him through case study after case study and you surely will learn what you need to do to meet the expectations of your boss. And,if you are a boss, you will come away with a better understanding of what your managers are thinking and doing and how to improve their performance. It's a win win from either perpective.
Get this book. Read it. Learn from it. I'm getting it for all my managers.
2 of 3 people found the following review helpful.
Eye Opening
By S. B. Scott
This is an eye opening book. In fact, I read it after having problems with my own boss, only to find an example almost identical to my situation!
The scary part of the he thinks/she thinks examples is: they're both right! What's right for the company, and your position, can be defined several ways. Even if your view is perfectly valid, aligning it with senior management is an art worth learning. Think about your boss' point of view and and act accordingly.
Put this on your bookshelf and re-read it every year. The many perspectives mean you'll find new meaning in it next time.
One other useful nugget: it was clear from some examples that the employee was simply working for the wrong company. Either the culture or the boss didn't fit. Read this, and maybe you'll realize you need to move on before that mismatch becomes something unfortunate on your resume.
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