Winning in Baseball and Business
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When you present data, people in your audience don’t have time to pour through the numbers. They need to quickly understand by glancing at the slide, reading the title, and looking at the basics of the visuals. Don’t make it hard for them by making your slides complex. Start by asking, “What would I like people to remember about …
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It feels good to win an argument. But in every fight there’s a loser too, and your counterpart may leave the discussion feeling discouraged and disengaged. Instead of combating, try connecting:
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A good network is important when searching for a job. But if you don’t already know the right people, you need to expand your reach. People you don’t know yet can be just as helpful as those you do. Here’s how:
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Potential investors and partners are often more interested in an entrepreneur as a person than in the business plan. That document is important, but be sure to also show these three characteristics:
Giving critical feedback is an essential part of a manager’s job. But people in Shanghai don’t provide feedback in the same way as people in Strasbourg or Stockholm, so how can do your job when you’re working across cultures? Here are three tips:
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How can you get any work done when you’re in meetings all day? You can’t. But instead of griping, be more discerning about which meetings you got to. Before saying yes to invitation, ask yourself, “If I was sick on the day of this meeting, would it need to be rescheduled?” If you answer “no,” then decline the meeting and try
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The whole point of résumés and cover letters is to sell your skills. Rather than simply listing the responsibilities in the positions you’ve held (as many candidates do), call out specific ways you’ve made a difference in those roles. Suppose you’re in sales: Did you exceed your annual targets? By what percentage? Or, if you’re …
Skilled networkers use their contacts as a source of quick feedback and even solutions to challenges of all sorts. If your network is strong, you’re connected to well-placed colleagues, suppliers, customers, and fellow executives in your field — a host of experts who can help you at a moment’s notice. For example, if you’re …
Most leaders, even highly skilled ones, aren’t great at detecting ambiguous threats on the periphery of their business. But to be successful, you need to pick up weak signals from both inside and outside the organization. To get better at this critical skill, talk to your customers, suppliers, and other partners to understand their …