"Power" by Jeffrey Pfeffer is easily the most important/helpful career book I've ever read. I took 14 pages(!) of notes and thought I'd share the most important tips/strategies in this simple Word document.
Pfeffer reveals the true paths to power and career success. He argues that force can be used and harnessed not only for individual gain but also for the benefit of organizations and society. Power, however, is not something that can be learned from those in charge—their advice often puts a rosy spin on their ascent and focuses on what should have worked, rather than what actually did. Instead, Pfeffer reveals the true paths to power and career success.
No more, 'I TOLD YOU' can work in business world. One needs to develop persuasion and reciprocity based influencing capabilities. Describing how 'Cohen and Bradford' Model can help immensely in this regard
CTR Workshop:
• Relationship Between Talents and Strengths
* Clifton StrengthsFinder® Assessment
• 34 Talent Themes
• Four Leadership Domains
• Understanding and Leveraging Team Member Strengths
• Benefits and Challenges of High Performing Teams
Contact www.CTR-Consulting.com for complete PowerPoint presentation and more information about company and services.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
Talent Wins” by Dr.Ram Charan, Dominic Barton, Dennis Carey
Most executives today recognize the competitive advantage of human capital, and yet the talent practices their organizations use are stuck in the twentieth century.
Typical talent-planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organizations have become more fluid--and business strategy is no longer about planning years ahead but about sensing and seizing new opportunities and adapting to a constantly changing environment--companies must deploy talent in new ways to remain competitive.
Turning conventional views on their heads, talent and leadership experts Ram Charan, Dominic Barton, and Dennis Carey provide leaders with a new and different playbook for acquiring, managing, and deploying talent--for today's agile, digital, analytical, technologically driven strategic environment--and for creating the HR function that business needs. Filled with examples of forward-thinking companies that have adopted radical new approaches to talent (such as ADP, Amgen, BlackRock, Blackstone, Haier, ING, Marsh, Tata Communications, Telenor, and Volvo), as well as the juggernauts and the startups of Silicon Valley, this book shows leaders how to bring the rigor that they apply to financial capital to their human capital--elevating HR to the same level as finance in their organizations.
Providing deep, expert insight and advice for what needs to change and how to change it, this is the definitive book for reimagining and creating a talent-driven organization that wins.
Happy reading & Learning
Pfeffer reveals the true paths to power and career success. He argues that force can be used and harnessed not only for individual gain but also for the benefit of organizations and society. Power, however, is not something that can be learned from those in charge—their advice often puts a rosy spin on their ascent and focuses on what should have worked, rather than what actually did. Instead, Pfeffer reveals the true paths to power and career success.
No more, 'I TOLD YOU' can work in business world. One needs to develop persuasion and reciprocity based influencing capabilities. Describing how 'Cohen and Bradford' Model can help immensely in this regard
CTR Workshop:
• Relationship Between Talents and Strengths
* Clifton StrengthsFinder® Assessment
• 34 Talent Themes
• Four Leadership Domains
• Understanding and Leveraging Team Member Strengths
• Benefits and Challenges of High Performing Teams
Contact www.CTR-Consulting.com for complete PowerPoint presentation and more information about company and services.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
Talent Wins” by Dr.Ram Charan, Dominic Barton, Dennis Carey
Most executives today recognize the competitive advantage of human capital, and yet the talent practices their organizations use are stuck in the twentieth century.
Typical talent-planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organizations have become more fluid--and business strategy is no longer about planning years ahead but about sensing and seizing new opportunities and adapting to a constantly changing environment--companies must deploy talent in new ways to remain competitive.
Turning conventional views on their heads, talent and leadership experts Ram Charan, Dominic Barton, and Dennis Carey provide leaders with a new and different playbook for acquiring, managing, and deploying talent--for today's agile, digital, analytical, technologically driven strategic environment--and for creating the HR function that business needs. Filled with examples of forward-thinking companies that have adopted radical new approaches to talent (such as ADP, Amgen, BlackRock, Blackstone, Haier, ING, Marsh, Tata Communications, Telenor, and Volvo), as well as the juggernauts and the startups of Silicon Valley, this book shows leaders how to bring the rigor that they apply to financial capital to their human capital--elevating HR to the same level as finance in their organizations.
Providing deep, expert insight and advice for what needs to change and how to change it, this is the definitive book for reimagining and creating a talent-driven organization that wins.
Happy reading & Learning
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
Robert cialdini's influence- the psychology of persuasionThomas Wooldridge
Learn the six principles of influence. Cialdini also calls them Weapons of influence. Influencing people was thought as a rare art form but Cialdini breaks it down and teaches everyday people the six strategies to effectively get people to do what you want.
The PowerPoint slides for John Nemo's presentation, "Getting Social: How Labor Unions can leverage Social Media to engage members, impact contract negotiations and create content that shapes public opinion and drives mainstream media coverage."
Sadly, as much as 90% of the average business presentation is forgotten by the audience. And it's not their fault.
Really successful business presenters are using these simple PowerPoint techniques and tips to produce highly memorable presentations. When you're the one they remember the chances of you getting the sale go through the roof - can you afford not to follow suit?
This presentation features the activity of "Diverge," which is the second stage of Google Ventures' Design Sprint (DS) Methodology. The presentation contains visual checklists as well as three case studies to facilitate application of the Design Sprint (DS) Methodology when solving big problems as well as testing new ideas.
The main deliverable of Event 3 ("Decide") is a storyboard that would be subsequently used for prototyping the desired customer experience of pre-qualified customers. Before preparing a storyboard, however, the best conceptual solution (sketch) has to be selected and, if necessary, remixed with the best features of alternatives to produce an "ideal (strongest) solution." This presentation visually summarizes the required process while providing three case studies to facilitate understanding of the process of "Decide."
To design effective user-focused services, we need to use data. We need to understand how people are using the service, what works for them and what doesn’t. There can be no service without data.
But as designers, we have to focus on user needs. That means we need to address users’ data needs as well as their service needs. We must design good services based on good data that don’t infringe on people’s privacy.
This means we have to look at questions like: what data is my service collecting? How and when is this data being used? Who has access to this data and who owns it? And how do we keep it secure?
As service designers working with data on a daily basis, we want to raise awareness of the value of data to services. And we want to discuss fundamental questions around what happens to that data.
This talk was held at Service Lab London on 19 October 2016 by Maria Izquierdo and Martin Jordan.
10 Ways to Show Your Team True Appreciationpattuswami
There is a difference between Appreciation and True Appreciation - and that difference is You! Here are 10 tips to sincerely appreciate your team members
Event 5, which focuses on the activity of "Validate," is the final task of a 5-Day Lean Design Sprint. This presentation provides visual checklists and templates that can be used to facilitate the activity of "Validate."
Presented at Business of Software USA, Tony Ulwick (Strategyn) shares insights on how to deliver products that do useful jobs for customers, practical steps you can take to discover these jobs and strategies for success.
Watch if you are involved in product strategy or development, or simply want to make something great for your customers.
People follow powerful people
Leadership and power are closely linked even though leadership is NOT about power or position. People follow people who are powerful. And because others follow, the person with power leads.
How to Motivate! and get people to do things that matter
Our Founder, Roy Larson spoke on the topic of "Bringing out the Best in People" and how this can increase production, and efficiency in your jobs. Our consultants apply this to their relationships with developers, stakeholders, clients, etc. to be a catalyst in projects and your organizations everyday performance.
The slides are consist of different models of educational leadership like academic leadership, professional leadership, visionary leadership, bureaucratic leadership etc. f
Inspiring Motivation. What does Roald Amundsen, Ernest Shackleton, Winston Churchill and Georgetown Cupcakes have in common? Sign me up for what is trending on Facebook: Motivating Your People takes through the theory of the practical business realm in which you reside. Thought Provoking questions are embedded in this powerpoint to engage readers. Questions or Comments: whozien@gmail.com
This is a power point presentation I made at the RV College of Engineering to pre-final year students. The Program is meant students as leaders for the corporate world.
To become successful one has to try to avoid these self-defeating behaviours to scale the ladder of success and reach the stars.
good luck.
Challa S.S.J.Ram Phani
Chief Consultrainer
aimkaam - Hyderabad
INFLUENCE: A Brain-based Approach for Stand-out LeadershipDan Beverly
Great leadership is nowhere better marked than by the ability to improve another person's thinking. In this series, get the brain-based approach to 3 key leadership traits, starting here with: INFLUENCE.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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https://skyeresidences.com/contact/
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
3.0 Project 2_ Developing My Brand Identity Kit.pptx
Power by Jeffrey Pfeffer - Key Takeaways
1.
2. The best way to acquire power is to construct a positive image and reputation, in part by co-opting others to present you as successful and effective.
3. Learn from all situations and all people, even those I don’t like or respect.
5. If someone is seen to prosper, there is a social psychological tendency for observers to decide that the lucky person must have done something to deserve his good fortune. He or she becomes a better person simply by virtue of the observed rewards.
6. Conversely, if something bad happens to someone, the belief in a just world causes the conclusion that the victim must have been a bad person.
7. Success, however achieved, will promote efforts to find the many positive virtues in those who are successful – thereby justifying their success.
8.
9. People want the world to be controllable and predictable, thus they want to believe the world is just, and thus if you behave by the rules you will be all right, or if you fail to follow the rules bad things will happen.
12. Don’t self-handicap. People are afraid of setbacks and implications for their self-image; so they often don’t do all they can to increase their power.
13.
14. As long as you keep your boss or bosses happy, performance really does not matter that much and, by contrast, if you upset them, performance won’t save you.
15. One of the biggest mistakes people make is thinking that good performance – job accomplishments – is sufficient to acquire power and avoid organizational difficulties. Consequently, people leave too much to chance and fail to effectively manage their careers.
16. If you are going to create a path to power, you need to lose the idea that performance by itself is enough.
17. Research shows that job performance matters less for your evaluation than your supervisor’s commitment to and relationship with you.
18. Loyalty: CEOs tend to put loyalists in senior positions – regardless of what past incumbents have accomplished.
19.
20. Teaching on leadership is filled with prescriptions about following an inner compass, being truthful, letting inner feelings show, being modest and self-effacing, not behaving in a bullying or abusive way – in short, prescriptions about how people wish the world and the powerful behaved.
21.
22. The importance of standing out contradicts much conventional wisdom.
24. Define job performance criteria in ways that are beneficial to you. (PR Reports example).
25. The Exposure Effect: All things being equal, people prefer and choose things that are familiar to them – what they have seen and experienced before.
26. Repeated exposure increases positive affect and reduces negative feelings, that people prefer the familiar because this preference reduces uncertainty.
27. In order for your great performance to be appreciated, it has to be visible.
28.
29. Worry about your relationship with your boss at least as much (if not more) than you worry about your job performance.
30. Don’t guess! Make sure you ask those in power, on a regular basis, what aspects of the job they think are the most crucial and how they see what you ought to be doing.
31.
32. The surest way to keep your position and to build a better power base is to help those with more power enhance their positive feelings about themselves.
33. Never directly criticize your boss or his/her performance. Ever. Bosses can be insecure and react badly to criticism that they feel reflects directly on them or their performance.
34. If your boss makes a mistake, see if someone else will point it out. And if you do highlight some error or problem, do so in a way that does not in any way implicate the individual’s own self-concept or competence. For instance, by blaming the error on others or on the situation.
35. The last thing you want to do is become known as someone who makes your boss insecure or to have a difficult relationship with those in power.
36. One of the best ways to make those in power feel better about themselves is to flatter them. Research shows how effective flattery is as a strategy to gain influence.
37. Flattery works because we naturally come to like people who flatter us and make us feel good about ourselves and our accomplishments, and being likeable helps us build influence.
38. Flattery is also effective because it is consistent with the self-enhancement motive that exists in most people.
39.
40. Get advice from others who are more skilled than you and will tell you the truth about yourself.
41.
42. The three personal qualities embodied in will are ambition, energy and focus.
43. I know of almost no powerful people that don’t have boundless energy. Energy is contagious, and inspires more effort on the part of others.
44. People often promote those with energy because of the importance of being able to work hard and also because expending great energy signals a high degree of organizational commitment, and, presumably, loyalty.
45. With Focus, make sure you concentrate on those activities within your particular job or position that are the most critical – that have the most impact on getting work done and on others’ perceptions of you and your effectiveness.
47. You are more likely to acquire power by narrowing your focus and applying your energies, like the sun’s rays, to a limited range of activities in a small number of domains.
48. The four skills useful in acquiring power are self-knowledge and a reflective mindset, confidence and the ability to project self-assurance, the ability to read others and empathize with their point of view, and a capacity to tolerate conflict.
49. With Self-knowledge, read books and take notes of every significant meeting or interaction. Keep a notebook and learn from these exchanges.
50. There is no learning and personal development without reflection.
51. Empathy: What sometimes gets in the way of putting ourselves in the shoes of others is too much focus on the end goal and our own objectives and not enough concern for recruiting others to our side – or at least curtailing the likelihood of their opposition.
52. Putting yourself in the other’s place is one of the best ways of driving your own agenda.
53. Seize control of the situation. Because power is likely to cause people to behave in a more confident fashion, observers will associate confident behavior with actually having power. Coming across as confident and knowledgeable helps you built influence.
54.
55.
56. The problem is that people underestimate the chances of others offering help. That’s because those contemplating making a request of another tend to focus on the costs others will incur complying with their request, and don’t emphasize sufficiently the costs of saying no.
57. Rejecting an appeal for help violates and implicit and socially desirable norm of being “benevolent.” Would you rather be known as generous or stingy?
59. We are bad at predicting another person’s behavior, research shows. It is hard to take another’s perspective and see the world from his or her point of view.
60. One reason asking works is that we are flattered to be asked for advice or help – few things are more self-affirming and ego-enhancing than to have others, particularly talented others, seek our aid.
61. If you make your request as flattering as possible, compliance is even more likely.
62. Play to the person’s ego. People love to give advice as it signals how wise they are.
63. Research shows that people are more likely to accede to requests form others with whom they share even the most casual of connections.
64.
65. In other words, you need to build your personal brand and promote yourself, and not be too shy in the process.
66. You have to learn to defy these basic human impulses and say, “I’m the greatest, and here is why you need me for this job.” And do it without any hesitation or any doubt.
67. He described his marketing strategy as almost seducing people to come to you and your company to see what you are about. One way of doing that was by doing things differently, which intrigued others and piqued their interest.
68. You need to be interesting and memorable and able to stand out in ways that cause others to want to know you and get close to you.
69. Rules tend to favor the people who make the rules, and those people are typically already in power and winning.
70.
71. Research found two virtually universal dimensions used to assess people are warmth and competence. Here’s the rub: to appear competent, it is helpful to appear a little tough, or even mean.
72. Negative book reviewers are perceived to be more intelligent, competent and expert than positive reviewers, even when independent experts judged the negative reviews to be of no higher quality.
73. Nice people are perceived as warm, but niceness frequently comes across as weakness or even a lack of intelligence.
74.
75. People’s support for you will depend as much on whether or not you appear to be “winning” as on charm or ability.
76. Research shows that attitudes follow behavior – if we act in a certain way, over time our attitudes follow. If we act friendly toward and adversary whose help we need, we will come to feel friendlier as well.
77.
78.
79. Having resources is an important source of power only if you use those resources strategically to help others whose support you need, in the process gaining their favor.
80. Research shows a correlation between campaign contributions and public officials’ voting behavior, partly because legislators reward their supporters and partly because PACs choose to direct their funding toward legislators with compatible voting records.
81. Resources are great because once you have them; maintaining power becomes a self-reinforcing process.
84. When you leave a position in which you once had control over substantial amounts of resources, people will pay you much less heed and give you less attention.
85. Building a power base is a process of accumulating leverage and resource control little by little over time.
86. A resource is anything people want or need – money, a job, information, social support and friendship, help in doing their job. There are always opportunities to provide these things to others whose support you want.
87.
88. Being nice to people is effective because people find it difficult to fight with those who are being polite and courteous.
89. Small things can matter a lot – attending a birthday party, funeral, going to lunch with people whose help you want, visiting them or their family members when they are ill.
90. Spend time with others at events that are important to them.
91.
92. CBS example: Making himself indispensible by working as hard as he could to find as much information as possible about any and every topic of possible interest to senior CBS management.
93. Taking on small tasks can provide you with power because people are often lazy or uninterested in seemingly small, unimportant activities. Therefore, if you take the initiative to do a relatively minor task and do it extremely well, it’s unlikely that anyone is going to challenge you for the opportunity. Meanwhile, these apparently minor tasks can become important sources of power.
94. Overcome the “out of sight, out of mind” phenomenon and use the mere exposure effect to your advantage.
95.
96. You can’t select what you can’t remember. The effect of mere exposure on preference and choice is important and well demonstrated.
97. Networking makes you more visible; this visibility increases your power and status; and your heightened power and status then make building and maintaining social contacts easier.
98. People undervalue the importance of social relationships and overvalue others aspects of job performance in thinking about what produces career success.
99. The better your social ties, the better the job you’ll find. Best jobs are found through personal contacts versus the formal application process.
100. An optimal networking strategy is to know a lot of people from different circles, have multiple organizational affiliations in a variety of different industries and sectors that are geographically dispersed, but not necessarily to know the people well or to develop close ties with them.
101. Power and influence comes not just from the extensiveness of your network and the status of its members, but also from your structural position within that network. Centrality matters.
102. If virtually all information and communication flows through you, you will have more power.
105. Oliver North chose to convey incredulity – how could he be questioned? – and some righteous anger. Expressing anger is usually much more effective than expressing sadness, guilt or remorse in being seen as powerful.
106. Our ability to convey power through how we act, talk and appear matters greatly.
107. Authority is 20 percent given, 80 percent taken. You need to project confidence and assurance, even if you aren’t sure what you’re doing.
108. If you act confident, you’ll become confident.
110. Attitudes follow behavior. The emotions you express, such as confidence or happiness, are contagious –they influence those around you.
111. To look engaged in meetings and other interactions, to signal you care about those around you, put away the BlackBerry, the laptop, the cell phone, and all the other technological gadgets that compete for your time and attention. When you read an e-mail while you are talking to someone or in a meeting, the message you send is clear: I have other things to do that are way more important than paying attention to you.
112. It sends a powerful signal in today’s ADD culture when you stop, put away your gadgets and focus directly on the person in the meeting you are talking with.
113. People who express anger are seen as dominant, strong, competent and smart. And of course they are seen as less nice and warm.
115. If you express anger, not only do you receive more status and power and appear more competent, but also others are reluctant to cross you. A bad temper is a powerful tool because most people don’t like confrontation.
119. Gestures should be short and forceful, not long and circular. Looking people directly in the eye connotes not only power but also honesty and directness, while looking down is a sign of diffidence. Looking away causes others to think you are dissembling.
120.
121. One way in which someone in a dominant position can leverage that influence is to question and challenge the basic assumptions that underlie another person’s account. This is also a strategy to obtain power in an interaction.
122.
123. Such language is evocative, specific, and filled with strong language and visual imagery.
124. In addition to noting the importance of terms that push emotional hot buttons – in the United States, phrases such as “socialist,” “free market,” “bureaucracy” and “national security” – persuasive language that produces support for you and your ideas is language that promotes identification and affiliation. Words suggesting common bonds cause the audience to believe that you share their views.
131. The fundamental principles for building the sort of reputation that will get you a high-power position are straightforward: make a good impression early, carefully delineate the elements of the image you want to create, use the media to help build your visibility and burnish your image, have others sing your praises so you can surmount the self-promotion dilemma, and strategically put out enough negative but not fatally damaging information about yourself that the people who hire and support you fully understand any weaknesses and make the choice anyway.
132. First, people start forming impressions of you in the first few seconds or even milliseconds of contact.
133. They read your facial expression, posture, voice and appearance.
134. How you first present yourself matters a great deal.
135. Seconds, and this may surprise you; these fast first impressions are remarkably accurate in predicting other more durable and important evaluations.
136. Cognitive Discounting: once people have formed an impression of another, they disregard any information that is inconsistent with their initial ideas. This process is particularly likely when the decisions and judgments are consequential. Who wants to admit that we are wrong about something important, with the negative consequences such an admission has for our self-image? It is much easier to discount inconsistent information and seek data that buttresses our original assessments.
137. Third, people engage in behavior that helps make their initial impressions of others come true.
138. Behavioral dynamics tend to reinforce initial impression and reputations, making those impressions become true even if they weren’t originally.
139. How people interpret what they see depends on their expectations that precede their observations. We see what we expect to see, so entering a situation with a reputation for power or brilliance is, other things being equal, more likely to have you leave the setting, regardless of what you do, with your reputation for power or brilliance enhanced. Impressions and reputations endure, so building a favorable impression and reputation early is an important step in creating power.
140. Widely disperse your network building efforts and build many weak ties. Don’t get hung up on making a favorable impression in a single place, but instead find an environment in which you can build a great reputation and keep trying different environments until this effort succeeds.
141. The best way to build relationships with media people is to be helpful and accessible.
142. Write articles because they help clarify your thinking. Also, they boost your reputation online for when people “Google” you. (Getting hired through your Blog example.)
143. Displaying some negative characteristics, as long as they aren’t so overwhelming as to preclude your selection, actually increases your power because those who support you notwithstanding your flaws will be even more committed to you and your success. The process is one of reputational inoculation – people can’t complaint about traits they know about and will come to discount any negative traits as being “just who you are.”
144.
145. Helping opponents move to another organization where they won’t be in your way may not be the first thing you think about doing, but it ought to be high on the list.
146. If you make it easy and pleasant for your opponents to depart, they will. By contrast, once people have nothing left to lose, they will have no inhibitions or constraints on what they will do to fight you.
147. You have to make critical relationships work. Your feelings, or for that matter, others feelings about you don’t matter.
148. Make issues more about facts and look at things analytically and logically, so it is more about facts and less about emotions.
149. Persistence works because it wears down the opposition. Stay in the game – opponents retire or take different jobs.
150. In companies, in government, even in nonprofits, people who have any resource control use it to reward those who are helpful and punish those who stand in the way.
151. Place your own objectives in a broader context that compels others to support you.
152.
153.
154. The higher you rise in an organization, the more people are going to tell you that you are right. It leads to an absence of critical thought.
155. People in power can become deeply self-righteous and believe their own hype.
157. You have to be tough enough when you are in power to remove people underneath who are trying to undermine you.
158.
159. Having a position of formal authority or even being right is not going to win you the support of those whose mistakes you have called out. It is tough for those in power to see the world from others’ perspectives – but if you are going to survive, you need to get over yourself and your formal position and retain your sensitivity to the political dynamics around you.
160. Expose yourself every now and then to a social circle that really doesn’t care about your position.
161. When you are powerful and successful, you are overconfident and less observant – and one specific manifestation of such tendencies is to trust what others tell you and rely on their assurances.
162. Being in a power position at a large, visible institution is difficult. You have to attend functions for people you don’t necessarily like – weddings, fundraisers, and funerals – sometimes when you would rather be doing something else. But you have to be at these events to fulfill social obligations and expectations and also to solidify your relationships with people who are important to your ability to do and keep your job.
163.
164. Co-workers are not your partners – they are undoubtedly thinking about your usefulness to them, and you will be gone, if they can manage it, when you are no longer of use. You need to take care of yourself and use whatever means you have to do so. That has been the message of companies and business pundits for years.
167. Be realistic about the political risks, not just to you but also to those to whom you are tied, if you want to build a path to power.
168. Don’t voluntarily give up your power. It all depends on how you feel about yourself. If you feel powerful, you will act and project power and others will respond accordingly. If you feel powerless, your behavior will be similarly self-confirming.
170. It may feel good to blow off steam or tell people off, but if the targets of your behavior are those with power, your good feelings will be quite temporary as the consequences of your actions unfold.
171. People give away their power by not trying. If you don’t try, you can’t fail – which protects your self-esteem. But not trying guarantees failure to win the competition for power and status.
172. If you do not put up a fight when your power is threatened, no one is going to pick up the battle on your behalf. People who are complicit in their own beheading don’t garner much sympathy or support.