| Introduction: plan well |
|
xv | |
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Know your audience and build empathy |
|
|
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Understand the Audience's Power |
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Your idea's fate is in their hands |
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3 | (4) |
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Focus on who matters most |
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7 | (4) |
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Present Clearly and Concisely to Senior Executives |
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Help them make big decisions on a tight schedule |
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11 | (4) |
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Get to Know Your Audience |
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|
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It's easier to convince someone you know |
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15 | (4) |
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Define How You'll Change the Audience |
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What do you want people to believe? How do you want them to behave? |
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19 | (2) |
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21 | (6) |
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Develop persuasive content |
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Clearly state your point of view---and what's at stake |
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27 | (2) |
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Generate Content to Support the Big Idea |
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When you're brainstorming, more is more |
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29 | (4) |
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Think through opposing perspectives |
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33 | (4) |
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Amplify Your Message Through Contrast |
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Create and resolve tension |
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37 | (2) |
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Build an Effective Call to Action |
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39 | (4) |
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43 | (4) |
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Outline your presentation by writing clear, active slide titles that hang together |
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47 | (4) |
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Balance Analytical and Emotional Appeal |
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Stay credible while you reel people in |
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51 | (4) |
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Is your language clear enough to pass the "grandmother test"? |
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55 | (4) |
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Good ones get repeated, tweeted, and heeded |
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59 | (4) |
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Use storytelling principles and structure to engage your audience |
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Apply Storytelling Principles |
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Make your presentation stick |
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63 | (2) |
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Storytelling principles provide a framework |
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65 | (2) |
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Establish the gap between what is and what could be |
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67 | (4) |
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Build tension between what is and what could be |
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71 | (2) |
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73 | (2) |
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Decisions are not made by facts alone |
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75 | (6) |
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Use Metaphors as Your Glue |
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Memorable themes help rally an audience |
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81 | (2) |
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Create Something They'll Always Remember |
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83 | (8) |
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Identify the best modes for communicating your message |
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Choose the Right Vehicle for Your Message |
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Slide decks aren't always the answer |
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91 | (4) |
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Make the Most of Slide Software |
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95 | (4) |
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Determine the Right Length for Your Presentation |
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Keep your audience engaged by budgeting your time |
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99 | (4) |
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Persuade Beyond the Stage |
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|
Communicate before, during, and after your presentation |
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103 | (4) |
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Mixing in experts and media holds interest |
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107 | (4) |
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Conceptualize and simplify the display of information |
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Visuals should convey meaning |
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111 | (2) |
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Create Slides People Can "Get" in Three Seconds |
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Do they pass the glance test? |
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113 | (4) |
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Choose the Right Type of Slide |
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Bullets aren't the only tool |
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117 | (6) |
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Storyboard One Idea per Slide |
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123 | (4) |
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Make your slides stand out |
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127 | (2) |
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Arrange Slide Elements with Care |
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Make your visuals easier to process |
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129 | (8) |
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Emphasize what's important, remove the rest |
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137 | (6) |
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Use shapes to show relationships |
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143 | (6) |
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Use the Right Number of Slides |
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Size up your situation before building your deck |
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149 | (2) |
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... and when it's overkill |
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151 | (4) |
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Deliver your presentation authentically |
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|
|
Rehearse Your Material Well |
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|
Roll with the unexpected and fully engage with the audience |
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155 | (4) |
|
Know the Venue and Schedule |
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Control them when you can |
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159 | (4) |
|
Anticipate Technology Glitches |
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|
|
Odds of malfunction are high |
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163 | (4) |
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Exercises to calm your nerves |
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167 | (2) |
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Set the Right Tone for Your Talk |
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You never get a second chance to make a first impression |
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169 | (2) |
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Authenticity connects you to others |
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171 | (4) |
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Communicate with Your Body |
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|
|
Physical expression is a powerful tool |
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175 | (4) |
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Communicate with Your Voice |
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Create contrast and emphasis |
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179 | (2) |
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Make Your Stories Come to Life |
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|
Re-experience them in the telling |
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181 | (2) |
|
Work Effectively with Your Interpreter |
|
|
|
Pay attention to chemistry, pacing, and cultural resonance |
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183 | (4) |
|
Get the Most out of Your Q&A |
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187 | (4) |
|
Build Trust with a Remote Audience |
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|
|
Get past technology's barriers |
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191 | (4) |
|
Keep Remote Listeners Interested |
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|
|
You're fighting for the attention of multitaskers |
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195 | (4) |
|
Keep Your Remote Presentation Running Smoothly |
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|
|
Use this checklist to minimize annoyances |
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199 | (6) |
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|
Measure---and increase---your presentation's impact on your audience |
|
|
|
Build Relationships Through Social Media |
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|
|
Engage with users so they'll engage fully and fairly with your ideas |
|
|
205 | (6) |
|
Spread Your Ideas with Social Media |
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|
|
Facilitate the online conversation |
|
|
211 | (4) |
|
Gauge Whether You've Connected with People |
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|
|
Gather feedback in real time and after your talk |
|
|
215 | (4) |
|
Follow Up After Your Talk |
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|
|
Make it easier for people to put your ideas into action |
|
|
219 | |
| Index |
|
223 | (6) |
| About the Author |
|
229 | (570) |
| Introduction: Why you need to write well |
|
xv | |
|
Section 1 Delivering the Goods Quickly and Clearly |
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|
|
1 Know why you're writing |
|
|
3 | (4) |
|
2 Understand your readers |
|
|
7 | (6) |
|
3 Divide the writing process into four separate tasks |
|
|
13 | (6) |
|
4 Before writing in earnest, jot down your three main points---in complete sentences |
|
|
19 | (8) |
|
5 Write in full---rapidly |
|
|
27 | (4) |
|
6 Improve what you've written |
|
|
31 | (6) |
|
7 Use graphics to illustrate and clarify |
|
|
37 | (6) |
|
Section 2 Developing Your Skills |
|
|
|
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|
43 | (6) |
|
9 Learn to summarize---accurately |
|
|
49 | (4) |
|
|
|
53 | (4) |
|
11 Be plain-spoken: Avoid bizspeak |
|
|
57 | (10) |
|
12 Use chronology when giving a factual account |
|
|
67 | (4) |
|
13 Be a stickler for continuity |
|
|
71 | (6) |
|
14 Learn the basics of correct grammar |
|
|
77 | (8) |
|
15 Get feedback on your drafts from colleagues |
|
|
85 | (6) |
|
Section 3 Avoiding the Quirks That Turn Readers Off |
|
|
|
16 Don't anesthetize your readers |
|
|
91 | (8) |
|
|
|
99 | (6) |
|
Section 4 Common Forms of Business Writing |
|
|
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|
|
105 | (6) |
|
|
|
111 | (14) |
|
|
|
125 | (8) |
|
21 Performance Appraisals |
|
|
133 | (6) |
|
|
|
|
A A Checklist for the Four Stages of Writing |
|
|
139 | (4) |
|
B A Dozen Grammatical Rules You Absolutely Need to Know |
|
|
143 | (10) |
|
C A Dozen Punctuation Rules You Absolutely Need to Know |
|
|
153 | (10) |
|
|
|
163 | (2) |
|
E Some Dos and Don'ts of Business-Writing Etiquette |
|
|
165 | (4) |
|
|
|
169 | |
| Desk References |
|
799 | |
| Index |
|
203 | (6) |
| Acknowledgments |
|
209 | (2) |
| About the Author |
|
211 | |
|
|
|
|
1 You Can't Get It All Done |
|
|
|
... so what should you do? |
|
|
3 | (6) |
|
|
|
2 Nine Things Successful People Do Differently |
|
|
|
It's not who you are; it's what you do |
|
|
9 | (14) |
|
|
|
3 Being More Productive: An Interview with David Allen and Tony Schwartz |
|
|
|
Do you need the right system or the right frame of mind? |
|
|
23 | (12) |
|
|
|
Section 2 PRIORITIZE YOUR WORK |
|
|
|
4 Get a Raise by Getting the Right Work Done |
|
|
|
Focus on the work that will bring the greatest reward---for your organization and for you |
|
|
35 | (4) |
|
|
|
5 The Worth-Your-Time Test |
|
|
|
Stop wasting time on the wrong work |
|
|
39 | (4) |
|
|
|
|
|
|
Make it easier to decline projects and invitations |
|
|
43 | (6) |
|
|
|
Section 3 ORGANIZE YOUR TIME |
|
|
|
7 A Practical Plan for When You Feel Overwhelmed |
|
|
|
How to get started when you don't know where to begin |
|
|
49 | (4) |
|
|
|
8 Stop Procrastinating---Now |
|
|
|
Five tips for breaking this bad habit |
|
|
53 | (4) |
|
|
|
9 Don't Let Long-Term Projects Become Last-Minute Panic |
|
|
|
What to do when you have "all the time in the world" |
|
|
57 | (6) |
|
|
|
|
|
|
Do just one thing to get many things done |
|
|
63 | (6) |
|
|
|
11 How to Stay Focused on What's Important |
|
|
|
|
|
69 | (4) |
|
|
|
|
|
|
The secret is specificity |
|
|
73 | (4) |
|
|
|
13 How to Tackle Your To-Do List |
|
|
|
|
|
77 | (4) |
|
|
|
14 Reward Yourself for Doing Dreaded Tasks |
|
|
|
When crossing items off your list just isn't enough |
|
|
81 | (6) |
|
|
|
Section 4 DELEGATE EFFECTIVELY |
|
|
|
15 Management Time: Who's Got the Monkey? |
|
|
|
Delegate, Delegate, Delegate |
|
|
87 | (22) |
|
|
|
|
|
|
|
|
|
|
|
|
109 | (4) |
|
|
|
|
|
|
|
|
17 Ritual: How to Get Important Work Done |
|
|
|
Make good habits automatic |
|
|
113 | (4) |
|
|
|
18 Power Through Your Day in go-Minute Cycles |
|
|
|
Work with your body's natural rhythms |
|
|
117 | (4) |
|
|
|
19 An 18-Minute Plan for Managing Your Day |
|
|
|
Frequent check-ins with yourself will keep you on course |
|
|
121 | (4) |
|
|
|
20 Use a 10-Minute Diary to Stay on Track |
|
|
|
The best way to spend the last few minutes of your day |
|
|
125 | (10) |
|
|
|
|
|
Section 6 RENEW YOUR ENERGY |
|
|
|
21 How to Accomplish More by Doing Less |
|
|
|
Take breaks to get more done |
|
|
135 | (4) |
|
|
|
22 Manage Your Energy, Not Your Time |
|
|
|
Time is limited, but your energy is not |
|
|
139 | (8) |
|
|
|
|
|
23 Why Great Performers Sleep More |
|
|
|
|
|
147 | (6) |
|
|
|
Section 7 TAKE CONTROL OF YOUR E-MAIL |
|
|
|
|
|
|
|
|
153 | (4) |
|
|
|
25 Eight E-mail Overload Experiments |
|
|
|
Don't be afraid to be extreme |
|
|
157 | (8) |
|
|
|
Section 8 MAINTAIN YOUR NEW APPROACH |
|
|
|
26 Sustaining Your Productivity System |
|
|
|
You've become productive! Now keep it up |
|
|
165 | (6) |
|
|
|
Section 9 EXPLORE FURTHER |
|
|
|
27 More Productivity Books to Explore |
|
|
|
Summaries of three popular titles by Covey, Morgenstern, and Allen |
|
|
171 | (4) |
|
|
|
28 Productivity Apps and Tools |
|
|
|
Tech toots to keep you on track |
|
|
175 | |
| Index |
|
181 | |
| Overview |
|
|
1 The Four Phases of Project Management |
|
|
|
What's involved in planning, build-up, implementation, and closeout---and how these processes overlap |
|
|
3 | (28) |
|
|
|
|
Who's who in project management |
|
|
31 | (10) |
|
|
|
|
|
|
|
|
|
41 | (6) |
|
4 Dealing with a Project's "Fuzzy Front End" |
|
|
|
You can't eliminate uncertainty in the early stages of a complex project---but you can manage it |
|
|
47 | (6) |
|
|
|
5 Performing a Project Premortem |
|
|
|
Learn from your project while it's still alive and well |
|
|
53 | (4) |
|
|
|
6 Will Project Creep Cost You---or Create Value? |
|
|
|
Set strict limits on scope, but be flexible when major opportunities arise |
|
|
57 | (8) |
|
|
|
|
|
|
7 Setting Priorities Before Starting Your Project |
|
|
|
Three steps for staying on track |
|
|
65 | (8) |
|
|
|
8 Boost Productivity with Time-Boxing |
|
|
|
Tips for getting your team's calendars---and yours---under control |
|
|
73 | (4) |
|
|
|
|
|
|
Put the horse before the cart |
|
|
77 | (10) |
|
10 HBR Case Study: A Rush to Failure? |
|
|
|
When does speed trump quality? |
|
|
87 | (14) |
|
|
|
11 Getting Your Project Off on the Right Foot |
|
|
|
Set your project up for success with a well-planned launch |
|
|
101 | (6) |
|
12 The Discipline of Teams |
|
|
|
Mutual accountability leads to astonishing results |
|
|
107 | (6) |
|
|
|
|
|
|
|
|
13 Effective Project Meetings |
|
|
|
Run your meetings well, and infuse your project with energy and direction |
|
|
113 | (4) |
|
14 The Adaptive Approach to Project Management |
|
|
|
What to do when your usual decision tools cease to be useful in the face of uncertainty |
|
|
117 | (6) |
|
15 Why Good Projects Fail Anyway |
|
|
|
The risks that come with big projects---and how to manage them |
|
|
123 | (4) |
|
|
|
|
|
16 Monitoring and Controlling Your Project |
|
|
|
Don't be afraid to revise your plan |
|
|
127 | (8) |
|
|
|
17 Managing People Problems on Your Team |
|
|
|
Make sure people stay on task, pull their weight, work together, and meet quality standards |
|
|
135 | (4) |
|
18 The Tools of Cooperation and Change |
|
|
|
What to do when people disagree on goals, how to achieve them, or both |
|
|
139 | (4) |
|
|
|
|
|
|
|
19 Don't Throw Good Money (or Time) After Bad |
|
|
|
How to avoid chasing after sunk costs |
|
|
143 | (8) |
|
|
|
|
|
|
20 Handing off Authority and Control |
|
|
|
Gauge your success before wrapping things up |
|
|
151 | (6) |
|
|
|
21 Capturing Lessons Learned |
|
|
|
Four steps to an effective after-action review |
|
|
157 | |
|
|
| Glossary |
|
163 | (4) |
| Index |
|
167 | |
|
Section 1 FINANCE BASICS Don't Be Afraid |
|
|
|
|
|
|
|
|
5 | (4) |
|
The Key Financial Statements |
|
|
|
Learn your way around a balance sheet, an income statement, and a cash flow statement |
|
|
9 | (24) |
|
The Fundamental Laws of Business |
|
|
|
Get a grip on any company, regardless of size or location |
|
|
33 | (10) |
|
|
|
Section 2 MAKING GOOD DECISIONS---AND MOVING THOSE NUMBERS |
|
|
|
Using Statements to Measure Financial Health |
|
|
|
Interpret what the numbers mean through ratio analysis |
|
|
43 | (14) |
|
Grow Your Profits by Streamlining Your Business |
|
|
|
Three ways to simplify for profitability |
|
|
57 | (6) |
|
|
|
|
|
Working Your Assets to Boost Your Growth |
|
|
|
Focus your supply chain on customers' needs---and increase your return on invested capital |
|
|
63 | (10) |
|
|
|
|
|
|
|
|
|
Profit ≠ Cash (and You Need Both) |
|
|
|
Here's why it's critical to understand the difference---especially for a growing company |
|
|
73 | (10) |
|
|
|
|
|
|
|
|
|
|
It helps you see what's going on now, where the business is headed, and what senior management's priorities are likely to be |
|
|
83 | (4) |
|
|
|
|
|
|
|
Your Balance Sheet Levers |
|
|
|
Closely manage days sales outstanding and inventory---and have more cash at your disposal |
|
|
87 | (8) |
|
|
|
|
|
|
|
What's Your Working Capital Model? A Case Study |
|
|
|
Lessons learned from Dow Jones, a business that transformed itself without going hat-in-hand to investors |
|
|
95 | (10) |
|
|
|
|
|
Learn to Speak the Language of ROI |
|
|
|
Get your ideas and projects funded even when money is tight |
|
|
105 | (8) |
|
|
|
Practical Tools for Management Decisions |
|
|
|
How to analyze costs and benefits, estimate ROI, calculate how quickly you'll recoup an investment, and more |
|
|
113 | (14) |
|
Section 3 THE LIMITS OF FINANCIAL DATA |
|
|
|
What the Financial Statements Don't Tell You |
|
|
|
Keep a sharp eye on nonfinancial data, too---and avoid the missteps of Merrill Lynch and BP |
|
|
127 | (12) |
|
|
|
The Five Traps of Performance Measurement |
|
|
|
What they are---and how to steer clear of them |
|
|
139 | (14) |
|
|
|
|
|
|
How much have you learned? |
|
|
153 | |
| Glossary |
|
159 | (10) |
| Index |
|
169 | (20) |
|
|
|
|
|
|
|
Build a strong partnership with your boss by clarifying her priorities and your needs |
|
|
3 | (14) |
|
|
|
|
|
Winning Over Your New Boss |
|
|
|
Make yourself indispensable |
|
|
17 | (8) |
|
|
|
Steps for Presenting Problems or Opportunities to Your Boss |
|
|
|
Get the support and resources you need to advance your agenda |
|
|
25 | (6) |
|
Manage Up with Your Mentor's Guidance |
|
|
|
Your mentor can help you build a better relationship with your boss |
|
|
31 | (4) |
|
|
|
Change the Way You Persuade |
|
|
|
Tailor your idea to your audience |
|
|
35 | (4) |
|
|
|
|
|
Get to Know Your Boss's Boss |
|
|
|
|
|
39 | (4) |
|
|
|
How to Make Your Boss Look Good---Without Becoming a Sycophant |
|
|
|
Sell your boss to his boss |
|
|
43 | (4) |
|
|
|
|
|
|
... and start focusing your boss on the big picture |
|
|
47 | (8) |
|
|
|
Dealing with Your Incompetent Boss |
|
|
|
Turn your boss's weaknesses into opportunities for you to shine |
|
|
55 | (6) |
|
|
|
Coping with a Conflict-Averse Boss |
|
|
|
Make bad news bearable so your boss won't run for the hills |
|
|
61 | (4) |
|
|
|
How to Give Your Boss Feedback |
|
|
|
... without putting your career in jeopardy |
|
|
65 | (6) |
|
|
|
|
|
|
Meet their competing demands without getting caught in the middle |
|
|
71 | (10) |
|
|
|
Section 2 MANAGING ACROSS |
|
|
|
|
|
|
Polish your people skills by focusing on your colleagues' priorities and pressures---not your own |
|
|
81 | (30) |
|
|
|
|
|
|
How to lead a group of people who don't report to you |
|
|
111 | (4) |
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Managing Remote Relationships |
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What it takes to collaborate with people you don't see every day |
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115 | (10) |
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Build a strong support system for your next crisis or opportunity |
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125 | (18) |
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How to Deal with Office Politics |
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Focus on mutual advantage |
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143 | (6) |
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Make Your Enemies Your Allies |
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Three steps to reversing a rivalry at work |
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149 | (12) |
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The Necessary Art of Persuasion |
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Win people over by establishing credibility, discovering common ground, sharing vivid stories, and developing an emotional connection |
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161 | (4) |
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Three Ways Not to Persuade |
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Avoid these common mistakes |
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165 | (4) |
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Harnessing the Science of Persuasion |
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Influence your colleagues by appealing to basic needs such as reciprocity and their desire to be liked |
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169 | (4) |
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How to Get Your Colleagues' Attention |
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Frame your message so your colleagues immediately see what you need from them and why |
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173 | (4) |
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Collaborating Across Generations |
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Work more effectively with Boomers, Xers, and Vs |
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177 | (8) |
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When the Direct Approach Backfires, Try Indirect Influence |
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What they don't teach you in business school |
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185 | |
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| Index |
|
189 | |
| Introduction: You're not as powerless as you feel |
|
xi | |
|
Section 1 POLITICAL CHALLENGES WITH YOUR BOSS |
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1 The Boss Who Holds You Back |
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He basks in the spotlight while you toil in the shadows |
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3 | (8) |
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2 The Boss Who Pits You Against Your Colleagues |
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Step out of the ring---and collaborate |
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11 | (6) |
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How to shake off the shackles |
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17 | (10) |
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Get the support you need even if your manager plays favorites |
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27 | (8) |
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A checked-out manager can mean opportunity for you |
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35 | (10) |
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Section 2 POLITICAL CHALLENGES WITH YOUR COLLEAGUES |
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6 The Hypercompetitive Peer |
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45 | (8) |
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You can change the dynamic |
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53 | (8) |
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How to gain influence when the cool kids band together |
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61 | (8) |
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Share the work and the accolades |
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69 | (8) |
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10 Managing a Disgruntled Former Peer |
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You're the boss. Now what? |
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77 | (16) |
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Section 3 POLITICAL CHALLENGES IN YOUR ORGANIZATION |
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11 Surviving the Office Outing |
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Forced fun or networking opportunity? |
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93 | (6) |
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12 Lasting Through Layoffs |
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Sculpt a new role for yourself |
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99 | (12) |
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Section 4 BUILD YOUR SKILLS |
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13 Managing Conflict Constructively |
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When avoidance and wishful thinking no longer work |
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111 | (22) |
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14 Conducting Difficult Conversations |
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Develop a strategy for having hard talks |
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133 | (16) |
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15 Working with People You Just Can't Stand |
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You don't have to like them, but you do have to find a way to work with them |
|
|
149 | (12) |
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Because the company you keep matters |
|
|
161 | (10) |
| Index |
|
171 | (4) |
| About the Author |
|
175 | |
