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Download Cultivate a Cool Career: Guerilla Tactics for Reaching the by Ken Langdon PDF

By Ken Langdon

Fifty two clean rules for hiking the ladder...two steps at a time. domesticate a funky profession bargains the tips and tricks to assist job-seekers-whether they are contemporary collage grads or are skilled employees trying to find new directions-achieve their expert objectives. - suggestion #7: Lead with sort - suggestion #23: Draw your personal map - thought #29: altering horses mid-career - proposal #48: Make me a proposal

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2. Don’t bury them in advice To have a successful career, good managers need to build a reputation for breeding good people. They lead confident teams, limit the amount of advice they give, and help their people solve their own problems. Who would you rather work for, a person who keeps staff forever, Or One who constantly loses people to better, more interesting positions? Exactly. If you are known to encourage your people to grow and have a reputation as a source Of good people, the best people will beat a path to your door.

A PERIGEE BOOK Published by the Penguin Group Penguin Group (USA) Inc. , 80 Strand, London WC2R 0RL, England Penguin Group Ireland, 25 St. ) Penguin Group (Australia), 250 Camberwell Road, Camberwell, Victoria 3124, Australia (a division of Pearson Australia Group Pty. ) Penguin Books India Pvt. , Registered Offices: 80 Strand, London WC2R 0RL, England While the author has made every effort to provide accurate telephone numbers and Internet addresses at the time of publication, neither the publisher nor the author assumes any responsibility for errors, or for changes that occur after publication.

Try another idea... A lot of top people believe listening to be a key career skill; see IDEA 25, Don’t talk so much . Defining idea... “Action is only as good as the thinking behind it. Thinking is only as good as the way people treat each other. ” PENNY FERGUSON, personal leadership guru So, the last time this happened I decided to give him a thinking partnership and listen while he worked the problem out. The problem was simple. Near the end of act one he had six characters on stage. He needed to reduce this to two for a short piece of dialogue that would set up the beginning of act two.

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