Executive Warfare
By David F. D’Alessandro with Michele Owens, McGraw–Hill, 2008
It's not enough anymore to be
smart, hard-working, and able to
show results – because nowadays
everybody is smart, hard-
working, and able to show results.
What really sets you apart are the
relationships you build with
people of influence. These people
can include your peers, your
employees, your organization's
directors, reporters, vendors, and
regulators – as well as the people
directly above you in the
organizational hierarchy.
In senior management, you no
longer answer to just one boss.
There is now a hazy matrix of
hundreds of bosses both inside
and outside the office, any one of
whom can stop you cold or give
you a tremendous push forward.
“Executive Warfare” offers
concrete advice for handling all of
them, including:
·YOUR PEERS: They can be either
the most valuable allies or the
most dangerous enemies.
·THE CEO: Her office is often
where the real fairy dust is kept.
Make sure you have a good
relationship with her.
·THE BOARD OF DIRECTORS:
They won't judge you fairly if all
they see of you are your
PowerPoint presentations.
·YOUR DIRECT REPORTS: These
people are your vital organs, so
treat them accordingly. And if you
find a “blood clot” among them,
excise that person before he kills
you.
·YOUR RIVALS: It's not always
wise to shoot at them, but if you
do, do not shoot to wound.
Inside This Book Summary:
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The Big Idea
Why You Need This Book
Attitude, Risk and Luck
Bosses
Peers
Rivals
The Team You Assemble
The People You Motivate
Outsiders with Influence
Position
Culture
The New Bosses
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