Powerful stories pulled directly from the pages of one of the most popular columns in Harvard Business Review to help prepare you for the hard decisions ahead. There is a lot to learn from chief executives when it comes to tackling challenges. How I Did It brings to life the real challenges faced in some of today's best-known companies.

Powerful stories pulled directly from the pages of one of the most popular columns in Harvard Business Review to help prepare you for the hard decisions ahead. There is a lot to learn from chief executives when it comes to tackling challenges. How I Did It brings to life the real challenges faced in some of today's best-known companies.

To many people, excellence is simply the result of practicing something daily for years. To develop expertise, you need a specific kind of practice, deliberate practice, which is different, since it requires considerable, specific, and sustained efforts to do something you can’t do, and it focuses on tasks beyond your current level of competence and comfort. Only working at what you can’t do will turn you into the expert you want to become. You also need to think deliberately.

To many people, excellence is simply the result of practicing something daily for years. To develop expertise, you need a specific kind of practice, deliberate practice, which is different, since it requires considerable, specific, and sustained efforts to do something you can’t do, and it focuses on tasks beyond your current level of competence and comfort. Only working at what you can’t do will turn you into the expert you want to become. You also need to think deliberately.

Amazon.com: Aligning Strategy and Sales, Frank V. Cespedes  Fantastic read - especially for anyone serious about transforming your organization from sales to operations.

Amazon.com: Aligning Strategy and Sales, Frank V. Cespedes Fantastic read - especially for anyone serious about transforming your organization from sales to operations.

Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond

Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond

Why people manipulate? For some people, manipulation may be a need for control or power over others, a fear of abandonment, or just a part of their normal range of behavioral tactics to prioritize their own feelings and desires over the needs of others, often at another's expense. Manipulators tend to target people and take advantage of those who have the desire to be liked or to please others, people who tend to be dependent upon others, naive or ignorant, greedy and materialistic people…

Why people manipulate? For some people, manipulation may be a need for control or power over others, a fear of abandonment, or just a part of their normal range of behavioral tactics to prioritize their own feelings and desires over the needs of others, often at another's expense. Manipulators tend to target people and take advantage of those who have the desire to be liked or to please others, people who tend to be dependent upon others, naive or ignorant, greedy and materialistic people…

Why talking about Shell’s scenario? Because, it worked.  Scenarios help us to make crucial choices in uncertain times, says Peter Voser, Chief Executive Officer, Royal Dutch Shell. Shell has been using scenarios since the early 1970s to allow generations of leaders make better business decisions. Of course, there were times of great triumph and times where the possibility of being shut down was imminent. But, it worked. Focusing on plausibility, as well as on predictability, Shell’s ...

Why talking about Shell’s scenario? Because, it worked. Scenarios help us to make crucial choices in uncertain times, says Peter Voser, Chief Executive Officer, Royal Dutch Shell. Shell has been using scenarios since the early 1970s to allow generations of leaders make better business decisions. Of course, there were times of great triumph and times where the possibility of being shut down was imminent. But, it worked. Focusing on plausibility, as well as on predictability, Shell’s ...

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