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1. Your career

1.1. 16. The right job

1.1.1. 5 signals People No job is ideal without the presence of shared sensibilities. Opportunity A new job should feel like a stretch, not a layup. Option Working for some company is like winning an Olympic medal. For the rest of your career, you are associated with great performance. Every job you take is a gamble that could increase your options or shut them down. Ownership Working to fulfill someone else's needs or dreams almost always catches up with you. Work content If a job does not excite you on some level - just because of the stuff of it - don't settle.

1.1.2. 3 special cases Getting the first job Just be real and come clean. Authenticity may be the best selling point you've got. Stuck in a position and see no way out It is much easier to get a job from a job. Nothing will get you a new job faster than terrific performance in your old one. Being let go Stay out of the "vortex of defeat" in which you let yourself spiral into inertia and despair. Draw on your reservoir of confidence.

1.2. 17. Getting promoted

1.2.1. DOs Deliver sensational performance, far beyond expectations, and at every opportunity expand your job beyond its official boundaries. Manage your relationship with subordinates with the same carefulness that you manage the one with your bosses. Get on the radar screen by being an early champion of your company's major projects or initiatives. Search out and relish the input of lots of mentors, realize that mentors don't always look like mentors. Have a positive attitude and spread it around.

1.2.2. DON'Ts Don't make your boss use political capitals in order to champion you. Don't be a thorn in your organization's rear end. Don't be lack of candor. Don't make your boss ask a perfect question to get information from you. Don't let setbacks break your stride.

1.3. 19. Work-life balance

1.3.1. 5 realities Your boss' top priority is competitiveness. Of course he wants you to be happy, but only inasmuch as it helps the company win. In fact, if he is doing right, he is making your job so exciting that your personal life become a less compelling draw. Most bosses are willing to accommodate work-life balance challenges if you have earned it with performance. The key word here is if. Bosses know that the work-life policies in the company brochure are mainly for recruiting purpose and that the real work-life arrangements are negotiated one-on-one in the context of a supportive culture, not in the context of "But the company says ..." People who publicly struggle with work life balance problems and continually turn to the company for help get pigeonholed as ambivalent, entitled, uncommited or incompetent - or all of the above. Even the most accommodating bosses believe that work-life balance is your problem to solve. In fact, most know that there are really just a handful of effective strategies to do that, and they wish you would use them.

1.3.2. 3 best practices Keep your head in whatever game you are at. Have the mettle to say no to requests and demands outside your chosen work-life balance plan. Make sure your work life balance doesn't leave you out.

1.4. 18. Hard spot

1.4.1. 4 steps When you get a bad boss, first find out if you are the problem. If you're convinced that you aren't the problem, ask yourself if your company is likely to keep a bad boss with good performance. Is your job worth the price of enduring a bad boss? If the trade-off is not worth it, leave gracefully.

2. Underneath it all

2.1. 1. Mission and Values

2.1.1. Mission One question: How doe we intend to win in this business? Profitably play in competitive landscape Effective mission statements balance possible and impossilbe Setting the mission is top manager's responsibility

2.1.2. Values Values are behaviors People must be able to use them as marching orders because they are the how of the mission, the means to the end -- winning

2.1.3. Connect the mission and values Reward the people who exhibit them and punish those who don't Mutually reinforce to turly work together as a winning proposition

2.2. 2. Candor

2.2.1. Candor effect Get more people in the conversation to get rich ideas Generate speed Cut costs

2.2.2. So Why not? We are socialized from childhood to soften bad news or make nice about awkward subjects Eventually, you come to realize that people don't speak their minds because it's simply easier not to

2.2.3. It can be done reward it praise it talk about it you yourself demostrate it

2.2.4. It's really simple - candor works because candor unclutters

2.2.5. Candor will be its biggest change for better

2.3. 3. Differentiation

2.3.1. Hardware Business and product line

2.3.2. Software People (20-70-10) Top 20% Middle 70% Bottom 10%

2.3.3. Why Differentiation? Protecting under-performer always backfires Differentiation Rewards those members of team who deserve it Link differentiation and a candid performance appraisal system works as well in different countries Revs the engines of many others to fight a good fight every day More transparency, fairness and speed

2.4. 4. Voice and Dignity

2.4.1. Voice People want the opportunity to speak their minds and have their ideas, opinions, and feelings heard, regardless of their nationality, gender, age, or culture

2.4.2. Dignity People want to be respected for their work and effort and individuality

2.4.3. Some people have better idea than others; some are smarter or more experienced or more creative. But everyone should be heard and respected

3. Your Company

3.1. 5. Leadership (8 Rules)

3.1.1. Leaders relentlessly upgrade their team, using every encounters as an opportunity to evaluate, coach, and build self confidence

3.1.2. Leaders make sure peeple not only see the vision, they live and breathe it

3.1.3. Leaders get into everyone's skin, exuding positive energy and optimism

3.1.4. Leaders establish trust with candor, transparent and credit

3.1.5. Leaders have the courage to make unpopular decisions and gut calls

3.1.6. Leaders probe and push with a curiosity that borders on skepticism, make sure their questions are answered with action

3.1.7. Leaders inspire risk taking and learning by setting the example

3.1.8. Leaders celebrate

3.2. 6. Hiring

3.2.1. 3 acid tests before you even think about hiring someone Integrity Intelligence Maturity

3.2.2. Characteristics, 4E1P Energy Energize Others Edge, to make tough yes-or-no decisions Execution, to get the job done Passion

3.2.3. 4 Characteristics for Senior-level leader Authenticity See around the corners Strong penchant to surround themselves with people better and smarter than they are Heavy-duty resilience

3.3. 7. PEOPLE Management (6 practices)

3.3.1. Elevate HR to a position of power and primacy in the organization, HR have the qualities to help managers build leaders and careers

3.3.2. Use a rigorous, nonbureaucratic evaluation system clear and simple relate directly to individual's performance Manager evaluate their people with face-to-face session once/twice a year professional development component

3.3.3. Effective mechanisms - money, recognition and training - to motivate and retain

3.3.4. Face straight into Charged relationships with unions, stars, sliders and disrupters

3.3.5. Fight gravity, treat the middle 70 percent like the heart and soul of the organization

3.3.6. Design the org chart to be as flat as possible

3.4. 8. Parting Ways

3.4.1. 3 Reasons Integrity violation Economic downturns Nonperformance

3.4.2. 3 Mistakes of firing Moving too fast Not using enough candor Taking too long

3.4.3. Get it right (2 rules) No Surprise Minimize humiliation

3.5. 9. change (4 practices)

3.5.1. Attach change initiative to a clear purpose or goal

3.5.2. Hire and promote only ture belieers and get-on-with-it types

3.5.3. Ferret out and get rid of resisters

3.5.4. Look at car wrecks

3.6. 10. Crisis Management

3.6.1. 5 Assumptions The problem is worse than it appears There are no secrets in the world, and everyone will eventually find out everything Handling of the crisis will be portrayed in the worst possible light There will be changed in processes and people The organization will survive and stronger

3.6.2. 3 ways to Prevent some crises Tight controls, disciplined financial and accounting system Good internal process Culture of integrity

4. Your competiton

4.1. 11. Strategy

4.1.1. In real life, strategy is actually very straightforward. You pick up a general direction and implement like hell.

4.1.2. How to do strategy in three steps 1. Come up with a big aha for your business - a smart, realistic, relatively fast way to gain sustainable competitive advantage. 2. Put the righ people in the right jobs to drive the big aha forward. 3. Relentlessly seek out the best practices to achieve your big aha, whether inside or out, adapt them , and continually improve them.

4.1.3. Strategy means making clear-cut choices about how to compete. You cannot be everything to everybody, not matter what the size of your business or how deep its pockets.

4.1.4. Five slides to reach a big aha 1. What the playing field looks like now 2. What the competition has been up to 3. What Your've been up to 4. What's around the corner? 5. What's your winning move?

4.2. 12. Budgeting

4.2.1. Two killing dynamics Negotiated Settlement In all theri assumptions, the people in the field are operating with one simple goal, albeit unstated: to minimize their risk and maximize their bonus. Phony Smile

4.2.2. The budgeting system that I'm talking about is linked to the strategic planning process describe in the last chapter, in that it focused on two questions: How can we beat last year's performance? What is our competition doing, and how can we beat them?

4.2.3. What about my bonus? Compensation for individuals and business is not linked to performance against budget. It is linked primarily to performance against the prior year and against the competition, and takes real strategic opportunities and obstacles into account

4.3. 13. Organic Growth

4.3.1. 3 Common mistakes 1. They don't flood start-up ventures with adequate resources, especially on the people front 2. They make too little fanfare about the promise and importance of the new venture. In fact, instead of cheering about the potential of the new venture, they tendto hide it under a bushel. 3. They limit the new venture's autonomy

4.3.2. AntiDotes to the mistakes 1. Spend plenty up front, and put the best, hungriest, and most passionate people in leadership roles. 2. Make an exaggerated commontion about the potential and importance of the new venture. 3. Err on the side of freedom; get off the new venture's back

4.4. 14. Mergers and Acquisition

4.4.1. 7 pitfall 1. A merger of equals can actually occur. 2. So inetently on staregic fit that you fail to assess cultural fit 3. reverse hostage situation 4. too timidly 5. the conqueror syndrome 6. paying too much 7. afflicts the acquired company's people form top to bottom - resistance.

4.5. 15. Six Sigma

4.5.1. DMAIC Define Measure Analyze Inforation Control

4.5.2. The elimination of unpleasant surprises and broken promises

4.5.3. Two applications 1. Simple , repetitive activities - the level of training and education is certainly manageable. 2. It involves a sophisticated level of training and statistical analysis.

4.5.4. variation is evil 60% of the way to becoming a six sigma expert yourself 40% is getting the evil out