Introduction:  

Some people navigate life with an unerring sense of direction, inspiring confidence and trust in those around them. Others, however, believe they have all the answers—an arrogance that blinds them to the flaws that could be sabotaging their careers. Worse still, they may not even realise it's happening, nor that they have the power to change. This book provides a roadmap to help individuals overcome self-imposed barriers and achieve greater success.

Success Attainment Blinkers

Four key beliefs contribute to success but can also make change difficult. These are:

Belief 1: I Have Succeeded
Successful individuals focus on their past achievements, often filtering out failures. This selective memory reinforces confidence but can also blind them to areas needing improvement.

Belief 2: I Can Succeed
Success breeds confidence, sometimes to a fault. The assumption that "I am successful because of my behaviour" can prevent self-reflection and necessary changes.

Belief 3: I Will Succeed
Optimism fuels determination, but unchecked, it can lead to overextension and burnout.

Belief 4: I Choose to Succeed
Successful people believe they are in control of their own fate. While this fosters commitment, it can also create resistance to change, even in the face of clear evidence.

Peter Drucker summarised this paradox: "We spend a lot of time teaching leaders what to do. We don’t spend enough time teaching leaders what to stop."

Habits Worth Breaking

Habit A: Winning Too Much
The need to win can be counterproductive. Even when winning doesn’t matter, competitive individuals still push for dominance. The challenge is recognising when winning is unnecessary and learning to let go.

Habit B: Adding Too Much Value
When leaders improve an idea just slightly, they may reduce their team's enthusiasm for executing it. A good idea should be supported without unnecessary interference.

Habit C: Starting with 'No,' 'But,' or 'However'

These words signal disagreement and can shut down meaningful discussions. Eliminating them fosters open dialogue.

Habit D: Telling the World How Smart You Are
Excessive self-promotion alienates others. Instead, listening and acknowledging others' contributions is far more effective.

Habit E: Failing to Give Proper Recognition
Neglecting to acknowledge others' efforts diminishes morale and productivity. Leaders should share credit generously.

Habit F: Claiming Credit That Isn’t Earned
Taking credit for others' work fosters resentment. Recognising and celebrating others’ contributions strengthens team cohesion.

Habit G: Not Listening
Failing to listen signals disrespect and indifference. Active listening fosters trust and better decision-making.

Habit H: Passing the Buck
Blaming others damages credibility. True leaders take responsibility for both successes and failures.

Habit I: Goal Obsession
Unrelenting focus on goals can lead to neglecting relationships and ethical considerations. Balance is key.

Changing for the Better

Step 1: Seek Feedback
Successful people often struggle with receiving feedback. Accepting and acting on it is crucial for growth.

Step 2: Apologising
A sincere apology should be simple: "I'm sorry. I'll do better." No justifications or excuses needed.

Step 3: Advertising Change
Publicly committing to improvement increases accountability and reinforces behavioural changes.

Step 4: Listening
Listening should be an active process. Asking, "Is it worth it?" before speaking can prevent unnecessary conflicts.

Step 5: Thanking
Expressing gratitude acknowledges others' contributions and fosters goodwill.

Step 6: Following Up
Consistently tracking progress reminds colleagues of your commitment to change.

Step 7: Practicing Feedforward
Rather than dwelling on past mistakes, focus on actionable suggestions for future improvement.

To achieve continued success, breaking counterproductive habits is essential. As Goldsmith emphasises, "What got you here won’t get you there"—unless you learn to adapt and evolve.