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It’S Nothing Personal It’S Only Business by William N. Spencer Pdf
Today in America, we are no longer the worlds largest market economy. If anything, the only thing greatest about the American economy is the amount of money we owe to other countries. Politicians and activists portray big government as essential to safeguard the common good. There is no question we need the government to protect our rights and assure the rule of law. But overly large and politicized government ends up dominating and undermining a moral society. Instead of empowering people, big government programs, from welfare subsidies to corporate bailouts, promote dependency and deteriorate personal responsibility, encouraging both people and companies to make bad decisions. How did we, as a country, allow our students and our citizens in general to become so economically uneducated in just two generations?
Nothing Personal... It's Just Business by Jan Young Pdf
Jimmy Alden, a successful businessman, is mugged in a parking garage and would have been killed were it not for the intervention of a strange little man known as Bub. Bub uses the mugging to extort Jimmy and force him into a life of terrorism with incredible consequences for Jimmy, for his family, and for the nation.
It's Not Personal. It's Strictly Business by Tony Serri Pdf
It's Not Personal-It's Strictly Business: The Godfather Way of Surviving, Conniving, and Thriving in Corporate America by Tony Serri serves up a funny and insightful perspective on surviving in the cutthroat culture of American business. It's Not Personal... takes the lessons of The Godfather saga and analyzes the actions and outcomes of the Corleone family, drawing corollaries to real-life business challenges. Having trouble keeping your cool at work? Conquer your work demons in the chapter, "Your Sonny Disposition." Do you struggle at making tough decisions? Stop listening to your "conscience" and start listening to your "Don-science" in "What Would Vito Do?" Written in droll prose, It's Not Personal... sends a clear message that you can be ruthless in the workplace and keep your eternal soul if you learn the tricks of the most famous and successful criminal family in movie history. David Shore, Executive Producer of House M.D. says of It's Not Personal, "I know some extremely funny people. I know experts on everything Godfather. I know some people who have been spit on by corporate America. But I know only one person who has dedicated his life to these great goals. If this is the same Tony Serri, you should definitely but this book."
Ed Whitacre is credited with taking over the corporate reins at General Motors (GM) when the automotive manufacturer was on the brink of bankruptcy during 2009 and turned the company around in magnificent fashion. In this business memoir, the native Texan explores his unique management style, business acumen and patriotism. It was President Obama who reached out to Ed Whitacre to come out of retirement and take over GM in 2009. A down-to-earth, no-nonsense Texas native with a distinctive Texas twang in his voice, Whitacre was reluctant to come out of retirement to work at GM. But Whitacre is that rare CEO with great charisma and extraordinary management instincts. And when he got to Detroit, he started to whittle down the corporate bureaucracy right away - and got GM back on track in record time. Before being pulled out of retirement to run GM by Obama, Ed Whitacre had spent his entire corporate career in the telecom business, where he ultimately ended up running AT&T.
Nothing Personal, Just Business by Howard F. Stein Pdf
Throughout the United States and indeed the world, organizations have become places of darkness, where emotional savagery and brutality are now commonplace and where psychological forms of violence--intimidation, degradation, dehumanization--are the norm. Stein succeeds in portraying this dramatically in his evocative, lucid new book, and in doing so he counters official pronouncements that simply because unemployment is low and productivity high, all is well. Through the use of symbolism and metaphor he gives us access to the interior experience of organizational life today. He employs a form of disciplined subjectivity, based on Freud's concept of counter-transference, and other methods to help us comprehend what such dominating notions as managed social change really mean. Downsizing, reengineering, managed care, endless organizational restructuring--all are presented as just business but in reality, says Stein, they are devastatingly personal in their effects. With numerous vignettes and anecdotes drawn from his formal and informal research, Dr. Stein shows us in often horrifying detail what work has come to be in so many of these dark places--but also what must happen, and can happen, to lift them into the light. Through consultations, observation, and personal experience, Stein documents the ordinary assaults on the human spirit, a form of violence in the workplace that usually escapes common classification. By that he means culturally sanctioned violence, such as everyday forms of intimidation, ridicule, goading, and doubling of workloads--all in an asserted effort to make the workplace more productive, more competitive. His examples, metaphors, symbols, images come from the Holocaust and the Vietnam War, and refer back to other horrors in other times, the Crusades and the Spanish Inquisition among them. His book demonstrates precisely how brutal so many of our rational business practices have become, and how disposable all of us ultimately are, at all levels, in all organizations. Stein draws upon a variety of research techniques, including a form of counter-transference based on Freud's concept, to understand the inner meanings and feelings contained in workplace metaphors and symbols. An incisive foreword by Dr. David B. Friedman, Associate Clinical Professor of Psychiatry at the New York University School of Medicine, comments on this, puts the book in perspective and offers additional insights into Stein's themes and how brilliantly he develops them.
From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together
The Little Book of Business Wisdom by Peter Krass Pdf
Pearls from The LITTLE BOOK OF BUSINESS WISDOM "The man who starts out simply with the idea of getting rich won't succeed; you must have a larger ambition."-JOHN D. ROCKEFELLER "Think about the customer, not the competition: Competitors represent your industry's past, as, over the years, collective habits become ingrained. Customers are your future, representing new opportunities, ideas, and avenues for growth."-MICHAEL S. DELL "You've got to be out in front of crowds, repeating yourself over and over again, never changing your message no matter how much it bores you." -JACK WELCH "Always break orders to save owners. There never was a great character who did not sometimes smash the routine regulations and make new ones for himself." -ANDREW CARNEGIE "Don't speak up at a meeting until you have something meaningful to contribute. Talking to attract attention may call attention to your blank spots." -JO FOXWORTH "Make 'em feel guilty when they do nothing. One thing I can't stand is people who don't act on a situation. I'd rather that people make mistakes than sit around and not do something."-DAVE THOMAS
Author : Michael J. Mc Mahon Publisher : Michael J MC Mahon Page : 344 pages File Size : 46,7 Mb Release : 2013-04 Category : Electronic ISBN : 0615769799
Do people see you as the kind of leader you want to be? Are your strongest leadership qualities getting in the way of your greatness? After decades of advising and inspiring some of the most eminent chief executives in the world, Lolly Daskal has uncovered a startling pattern: within each leader are powerful abilities that are also hidden impediments to greatness. She’s witnessed many highly driven, overachieving leaders rise to prominence fueled by well-honed skill sets, only to falter when the shadow sides of the same skills emerge. Now Daskal reveals her proven system, which leaders at any level can apply to dramatically improve their results. It begins with identifying your distinctive leadership archetype and recognizing its shadow: ■ The Rebel, driven by confidence, becomes the Imposter, plagued by self-doubt. ■ The Explorer, fueled by intuition, becomes the Exploiter, master of manipulation. ■ The Truth Teller, who embraces candor, becomes the Deceiver, who creates suspicion. ■ The Hero, embodying courage, becomes the Bystander, an outright coward. ■ The Inventor, brimming with integrity, becomes the Destroyer, who is morally corrupt. ■ The Navigator, trusts and is trusted, becomes the Fixer, endlessly arrogant. ■ The Knight, for whom loyalty is everything, becomes the Mercenary, who is perpetually self-serving. Using psychology, philosophy, and her own experience, Daskal offers a breakthrough perspective on leadership. She’ll take you inside some of the most cloistered boardrooms, let you in on deeply personal conversations with industry leaders, and introduce you to luminaries who’ve changed the world. Her insights will help you rethink everything you know to become the leader you truly want to be.
Forget the 10,000 hour rule— what if it’s possible to learn the basics of any new skill in 20 hours or less? Take a moment to consider how many things you want to learn to do. What’s on your list? What’s holding you back from getting started? Are you worried about the time and effort it takes to acquire new skills—time you don’t have and effort you can’t spare? Research suggests it takes 10,000 hours to develop a new skill. In this nonstop world when will you ever find that much time and energy? To make matters worse, the early hours of practicing something new are always the most frustrating. That’s why it’s difficult to learn how to speak a new language, play an instrument, hit a golf ball, or shoot great photos. It’s so much easier to watch TV or surf the web . . . In The First 20 Hours, Josh Kaufman offers a systematic approach to rapid skill acquisition— how to learn any new skill as quickly as possible. His method shows you how to deconstruct complex skills, maximize productive practice, and remove common learning barriers. By completing just 20 hours of focused, deliberate practice you’ll go from knowing absolutely nothing to performing noticeably well. Kaufman personally field-tested the methods in this book. You’ll have a front row seat as he develops a personal yoga practice, writes his own web-based computer programs, teaches himself to touch type on a nonstandard keyboard, explores the oldest and most complex board game in history, picks up the ukulele, and learns how to windsurf. Here are a few of the simple techniques he teaches: Define your target performance level: Figure out what your desired level of skill looks like, what you’re trying to achieve, and what you’ll be able to do when you’re done. The more specific, the better. Deconstruct the skill: Most of the things we think of as skills are actually bundles of smaller subskills. If you break down the subcomponents, it’s easier to figure out which ones are most important and practice those first. Eliminate barriers to practice: Removing common distractions and unnecessary effort makes it much easier to sit down and focus on deliberate practice. Create fast feedback loops: Getting accurate, real-time information about how well you’re performing during practice makes it much easier to improve. Whether you want to paint a portrait, launch a start-up, fly an airplane, or juggle flaming chainsaws, The First 20 Hours will help you pick up the basics of any skill in record time . . . and have more fun along the way.
Includes the decisions of the Supreme Courts of Alabama, Florida, Louisiana, and Mississippi, the Appellate Courts of Alabama and, Sept. 1928/Jan. 1929-Jan./Mar. 1941, the Courts of Appeal of Louisiana.
The Coddling of the American Mind by Greg Lukianoff,Jonathan Haidt Pdf
Something is going wrong on many college campuses in the last few years. Rates of anxiety, depression, and suicide are rising. Speakers are shouted down. Students and professors say they are walking on eggshells and afraid to speak honestly. How did this happen? First Amendment expert Greg Lukianoff and social psychologist Jonathan Haidt show how the new problems on campus have their origins in three terrible ideas that have become increasingly woven into American childhood and education: what doesn’t kill you makes you weaker; always trust your feelings; and life is a battle between good people and evil people. These three Great Untruths are incompatible with basic psychological principles, as well as ancient wisdom from many cultures. They interfere with healthy development. Anyone who embraces these untruths—and the resulting culture of safetyism—is less likely to become an autonomous adult able to navigate the bumpy road of life. Lukianoff and Haidt investigate the many social trends that have intersected to produce these untruths. They situate the conflicts on campus in the context of America’s rapidly rising political polarization, including a rise in hate crimes and off-campus provocation. They explore changes in childhood including the rise of fearful parenting, the decline of unsupervised play, and the new world of social media that has engulfed teenagers in the last decade. This is a book for anyone who is confused by what is happening on college campuses today, or has children, or is concerned about the growing inability of Americans to live, work, and cooperate across party lines.
