The four key beliefs of successful leaders: the challenge for boards is that these underlying beliefs can inhibit CEOs from making needed changes in their behavior.

• Author: Goldsmith, Marshall
• Position: CEO DEVELOPMENT AND EVALUATION

WHILE MOST OF US can easily see the need to change the behavior of others, we often have great difficulty in changing ourselves. As we become more successful, it seems even harder to change. As Charles Handy has pointed out, the "paradox of success" occurs because we need to change before we have to change. However, when things are going well we often feel no reason to change.

Most research on behavioral change has focused on dysfunctional behavior with clear physiological consequences (e.g., alcoholism, drug addiction, eating disorders, and smoking). A substantial amount has been written on why successful people succeed. Not surprisingly, very little has been written on the unique challenges involved in helping successful people change. The entire concept is somewhat counterintuitive.

In my role as an executive coach, I am asked to work with extremely successful leaders who want to get even better. They are key executives in major corporations. They are very intelligent, dedicated, and persistent. They are committed to the success of their companies. They have high personal integrity. Most are financially independent. They are not working because they have to; they are working because they want to. Intellectually, they realize that the leadership behavior that was associated with yesterday's results may not be the behavior that is needed to achieve tomorrow's innovation.

What have I learned about helping successful people change their behavior is that in almost all cases even the most successful leaders can increase their effectiveness by changing certain elements of their behavior. (The same is true for us as spouses, partners, friends, parents, and children.) I have also learned that the key beliefs that can help us succeed can become challenges when it is time for us to change.

Four underlying beliefs

There are a variety of reasons why successful people succeed. Some factors can be changed and some cannot. Every person does not have the potential to succeed in every activity. For example, a poor athlete may become better through practice. However, physical limitations may prohibit this person's chance of ever becoming a professional.

Successful people tend to have four underlying beliefs:

1. I choose to succeed.

2. I can succeed.

3. I will succeed.

4. I have succeeded.

   Each of these beliefs can be labeled differently (self-determination, self-efficacy, optimism, etc.). Each belief increases our likelihood of achieving success. All of the beliefs are interrelated and positively correlated with each other. Each belief will be discussed in terms of why it generally leads to success and how it can inhibit change.

1. I choose to succeed

   Successful people believe that they are doing what they choose to do, because they choose to do it.

   Successful people have a high need for self-determination. The more successful a person is, the more likely this is to be true...