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Lädt ... The 5 Patterns of Extraordinary Careers: The Guide for Achieving Success and Satisfaction (Crown Business Briefings) (Original 2003; 2003. Auflage)von James M. Citrin
Werk-InformationenThe 5 Patterns of Extraordinary Careers: The Guide for Achieving Success and Satisfaction (Crown Business Briefings) von James M. Citrin (2003)
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What is different about the careers of people like Lou Gerstner, the acclaimed, recently retired chairman and CEO of IBM? Or Senator Elizabeth Dole, Yahoo! COO Dan Rosensweig, and Tom Freston, chairman and CEO of MTV Networks? Why did they ascend to the top and prosper--why did they have extraordinary careers--while others equally talented never reached their potential or aspirations? Jim Citrin and Rick Smith of Spencer Stuart, the world's most influential executive search firm, set out to explore this question. The result--based on in-depth, original research--is sure to be the most important and useful book for anyone seeking to crack the code of how to build a rewarding, personally satisfying career. Like weather systems and financial markets, careers contain patterns. What Citrin and Smith found from their research and extensive experience is that people with extraordinary careers are guided by five straightforward patterns that can be harnessed and used by everyone. These individuals: * Understand the value of you by translating their knowledge and experience into action, building their personal value over each phase of their career * Practice benevolent leadership by not clawing their way to the top but by being carried there * Solve the permission paradox, the dilemma of not being able to get a job without experience and not getting the experience without the job * Differentiate using the 20/80 principle of performance by storming past their defined jobs to create breakthrough ideas and deliver unexpected impact * Do not micromanage their careers, but macromanage them by gravitating toward the things they are best at and have a passion for, and working with people they like and respect No one manages your career for you. But with Citrin and Smith as your guide, you'll be able to understand--and act on--the root causes of success. And what better source for strategic career advice than Spencer Stuart, the firm that over the past ten years has conducted more than 60 percent of the searches for Fortune 1000 CEOs? Keine Bibliotheksbeschreibungen gefunden. |
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 Google Books — Lädt ...GenresMelvil Decimal System (DDC)650.1Technology Management and auxiliary services Business Personal success in businessKlassifikation der Library of Congress [LCC] (USA)BewertungDurchschnitt: (3.4)
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The advice is ok. Not terribly earth-shattering (have a plan! know what you're worth! try to develop the skills that employers are looking for!), but largely sensible. However, the authors didn't really make their case; in the introduction they promised to reveal the patterns that anyone can apply to their careers, and show that luck had nothing to do with the extraordinary careers of the people they surveyed and interviewed.
They then spent a few hundred pages talking about how the privileged, wealthy, white, male sons of executives and CEOs also managed to have pretty great careers. There was one female excecutive--she showed up about 2/3 of the way through the book--and there were one or two people who weren't born to wealth. But I wasn't seeing, say, the ex-child soldier from Nigeria implementing their career plan to defy the odds and become a business success. Frankly their book more makes the case for luck, than otherwise.
They also didn't establish cause and effect. So, for instance, they surveyed a few thousand workers at different levels and found (surprise surprise!) that executives answered "yes" to the question "I add significant value to my company" more frequently than regular employees did. OK, swell. But where is the proof that their belief is correct? And how do we know that it was their belief (or as the authors discuss it, knowledge of what they are worth and how to add value to their companies) that led to their career success, rather than successful executives determining that they must have done something great to deserve their position in the company, and so therefore assuming that they add significant value to the company's bottom line? I mean, which way is causation moving here? Maybe the executives are dead wrong, and overconfident, and their higher-ups responded to the overconfidence with an undeserved promotion.
The best I can say about the book is that it wasn't terribly offensive, and also not so challenging that I couldn't polish it off in a couple of hours. (