| About the author |
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xv | |
| Acknowledgements |
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xvi | |
| Introduction and Idea #1 |
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How to turn theory into results |
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xvii | |
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PART 1 IDEAS ABOUT PEOPLE |
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1 | (114) |
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Idea #2 If you fear losing, you're more likely to lose out |
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2 | (3) |
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Idea #3 The hedgehog and the fox -- why experts get it wrong |
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5 | (3) |
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Idea #4 How fortune favours the beautiful |
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8 | (3) |
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Idea #5 When you can skip that meeting |
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11 | (3) |
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Idea #6 How to improve your memory |
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14 | (3) |
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Idea #7 Nice gals finish last, nice guys aren't far behind |
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17 | (3) |
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Idea #8 People are terrible at fractions |
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20 | (3) |
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Idea #9 Why diverse support networks are crucial for success |
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23 | (3) |
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Idea #10 When your gut instinct may be right |
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26 | (3) |
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Idea #11 How good do you think you are? |
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29 | (3) |
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Idea #12 The changing face of great working relationships |
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32 | (3) |
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Idea #13 When not to take an overseas assignment |
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35 | (3) |
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Idea #14 The virtues of exchanging favours |
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38 | (3) |
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Idea #15 Going on leave? Mind the career gap |
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41 | (3) |
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Idea #16 You are so clever! Flattery and the boardroom |
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44 | (3) |
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Idea #17 Avoid choice overload: 'keep it simple, stupid' |
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47 | (3) |
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Idea #18 Why we're anchored to what we know |
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50 | (3) |
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Idea #19 The negative impact of the superstar |
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53 | (3) |
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Idea #20 The value of caring |
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56 | (3) |
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Idea #21 Take every email with a pinch of salt |
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59 | (3) |
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Idea #22 Anger management: she needs it, he doesn't |
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62 | (3) |
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Idea #23 Why emotional inconsistency is the worst trait in a manager |
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65 | (2) |
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Idea #24 How to catch a feeling |
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67 | (2) |
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Idea #25 The antisocial network |
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69 | (3) |
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Idea #26 Why being boring can make you a brilliant CEO |
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72 | (3) |
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Idea #27 How to tell if a leader is lying |
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75 | (3) |
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Idea #28 Your willpower levels are precious and finite |
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78 | (3) |
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Idea #29 The optimistic salesperson |
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81 | (3) |
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Idea #30 Stress leads to poor decision-making |
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84 | (3) |
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Idea #31 To opt in or opt out? |
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87 | (3) |
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Idea #32 Rational man is dead. Salute the animal spirit |
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90 | (3) |
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Idea #33 I can see your halo |
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93 | (3) |
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Idea #34 To get to the C-suite, be a generalist |
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96 | (2) |
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98 | (3) |
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Idea #36 Work stress? Go for a run |
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101 | (3) |
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Idea #37 The power of peer pressure |
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104 | (3) |
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Idea #38 The benefits of believing in immanent justice |
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107 | (3) |
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Idea #39 It's lonely at the top |
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110 | (2) |
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Idea #40 It's not what you said, it's how you said it |
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112 | (3) |
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PART 2 IDEAS ABOUT PERFORMANCE |
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115 | (136) |
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Idea #41 Find out when you're in the zone |
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116 | (3) |
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Idea #42 To really improve, just do it |
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119 | (3) |
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Idea #43 To decide alone is to make a bad decision |
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122 | (3) |
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Idea #44 If you can't measure it, it's likely to be rubbish |
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125 | (3) |
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Idea #45 That's my (one) goal |
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128 | (3) |
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Idea #46 Don't pretend you can always control your emotions |
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131 | (3) |
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Idea #47 Boost creativity by making the workplace an emotional roller coaster |
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134 | (3) |
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Idea #48 Escaping the cycle of responsiveness |
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137 | (3) |
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Idea #49 Want to do the right thing? Wait a moment ... |
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140 | (3) |
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Idea #50 Online procrastination -- the key to higher productivity |
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143 | (3) |
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Idea #51 When customers will put up with rude service |
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146 | (3) |
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Idea #52 It's easier to be forgiven than to ask for permission |
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149 | (3) |
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Idea #53 Want to win? Start by losing (a little) |
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152 | (3) |
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Idea #54 Working on an acquisition? Seller, beware! |
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155 | (3) |
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Idea #55 How social networks share knowledge |
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158 | (3) |
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Idea #56 I'm in charge -- check my paycheque |
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161 | (3) |
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Idea #57 Great performance, but I regress |
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164 | (3) |
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Idea #58 A bird in the hand is worth two in the bush |
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167 | (3) |
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Idea #59 The hidden evil of stereotype threats |
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170 | (3) |
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Idea #60 How to turn that black swan white |
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173 | (3) |
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176 | (3) |
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Idea #62 The biology of risk-taking |
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179 | (3) |
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Idea #63 Do you have a Pareto or a long tail? |
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182 | (3) |
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Idea #64 Six seconds to land your dream job |
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185 | (3) |
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Idea #65 Tell stories, not facts |
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188 | (3) |
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Idea #66 How to avoid buying a lemon |
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191 | (3) |
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Idea #67 Flawed headhunting |
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194 | (3) |
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Idea #68 Do I have a choice? |
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197 | (3) |
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Idea #69 What not to write |
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200 | (6) |
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Idea #70 F**k that hurts! How swearing eases the pain |
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206 | (2) |
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Idea #71 When you should turn that frown upside down |
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208 | (1) |
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Idea #72 How to become Mr Charismatic, JFK-style |
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209 | (3) |
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Idea #73 My greatest weakness? I'm a perfectionist ... |
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212 | (3) |
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Idea #74 Start up where you started from |
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215 | (3) |
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Idea #75 How to expand time |
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218 | (3) |
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Idea #76 Let's not pull an all-nighter |
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221 | (3) |
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Idea #77 Keeping out the fifth column |
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224 | (3) |
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Idea #78 How to pick your next leader |
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227 | (3) |
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Idea #79 Repetition, repetition, repetition |
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230 | (3) |
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Idea #80 Strike a pose, feel the power |
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233 | (3) |
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Idea #81 Progress -- the most important motivator of all |
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236 | (3) |
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Idea #82 Elbow grease -- the value generator |
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239 | (3) |
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Idea #83 Getting creative? Get distracted |
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242 | (3) |
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Idea #84 Avoid the planning fallacy |
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245 | (3) |
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Idea #85 I think the question you're trying to ask is ... |
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248 | (3) |
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PART 3 IDEAS ABOUT ORGANISATIONS |
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251 | |
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Idea #86 Why playing the game will get you ahead |
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252 | (3) |
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Idea #87 Working from home or shirking from home? |
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255 | (3) |
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Idea #88 The paradox of meritocracy -- how doing right can lead to wrong |
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258 | (3) |
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Idea #89 Power, CEOs, boards and extreme strategic deviance |
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261 | (3) |
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Idea #90 The myth of CEO experience |
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264 | (3) |
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Idea #91 Change, language and history |
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267 | (3) |
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Idea #92 MBA students and the cheating bug |
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270 | (3) |
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Idea #93 Is your office making you sick? |
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273 | (3) |
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Idea #94 Strong culture, reliable performance |
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276 | (3) |
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Idea #95 Strategy, leaders and leadership harmony |
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279 | (3) |
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Idea #96 Need to manage a negative rumour? Challenge its credibility |
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282 | (3) |
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Idea #97 How management myths are formed |
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285 | (3) |
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Idea #98 Why you should offer surgery with a free lollipop |
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288 | (3) |
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Idea #99 It's why, not what, that matters |
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291 | (3) |
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Idea #100 Competition in the workplace |
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294 | (3) |
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Idea #101 Face-time counts |
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297 | |
