Kategorien entdecken

In der App öffnen In der App öffnen In der App öffnen
Das sind die Blinks zu

What They Don’t Teach You at Harvard Business School

Notes From a Street-Smart Executive

Von Mark H. McCormack
12 Minuten
Audio-Version verfügbar
What They Don’t Teach You at Harvard Business School: Notes From a Street-Smart Executive von Mark H. McCormack

What They Don’t Teach You at Harvard Business School (1984) is an introduction to everything your professors don’t and can’t teach you at business school. Learn tips and tricks that only people with real job-market experience have in their arsenal, like how to make a good impression and how to leverage the concept of fear when making sales.

  • Entrepreneurs and small-business owners
  • Managers and executives
  • Business school students and graduates

Mark H. McCormack (1930-2003) founded and for several years chaired the International Management Group (IMG), an international organization offering consulting, marketing and management services to prominent figures in sports, as well as other celebrities. McCormack was once an aspiring golfer himself, and later turned to the world of business. He was also a lawyer and writer, and penned several books, including The Terrible Truth About Lawyers.

Kennst du schon Blinkist Premium?

Mit Blinkist Premium erhältst du Zugang zu dem Wichtigsten aus mehr als 3.000 Sachbuch-Bestsellern. Das Probeabo ist 100% kostenlos.

Premium kostenlos testen

Was ist Blinkist?

Blinkist ist eine App, die die großen Ideen der besten Sachbücher in einprägsame Kurztexte verpackt und erklärt. Die Inhalte der über 3.000 Titel starken Bibliothek reichen von Sachbuch-Klassikern, über populäre Ratgeber bis hin zu diskutierten Neuerscheinungen. Basierend auf wissenschaftlichen Erkenntnissen wird jeder Titel von speziell geschulten Autoren aufbereitet und dem Nutzer als Kurztext und Audiotitel zur Verfügung gestellt.

Discover
3.000+ top
nonfiction titles

Get unlimited access to the most important ideas in business, investing, marketing, psychology, politics, and more. Stay ahead of the curve with recommended reading lists curated by experts.

Entdecke die Kernaussagen zu diesem Titel:
Entdecke die Kernaussagen zu diesem Titel:
Entdecke die Kernaussagen zu diesem Titel:

What They Don’t Teach You at Harvard Business School

Notes From a Street-Smart Executive

Von Mark H. McCormack
  • Lesedauer: 12 Minuten
  • Verfügbar in Text & Audio
  • 7 Kernaussagen
Jetzt kostenloses Probeabo starten Jetzt lesen oder anhören
What They Don’t Teach You at Harvard Business School: Notes From a Street-Smart Executive von Mark H. McCormack
Worum geht's

What They Don’t Teach You at Harvard Business School (1984) is an introduction to everything your professors don’t and can’t teach you at business school. Learn tips and tricks that only people with real job-market experience have in their arsenal, like how to make a good impression and how to leverage the concept of fear when making sales.

Kernaussage 1 von 7

Get insights from your business colleagues by listening to them closely.

When it comes to business, it’s easy to buy into the misconception that it’s all about numbers and growth. But it’s not! It’s about people.

It doesn’t matter if you’re selling a product or hiring someone; to get ahead in business, you have to know who exactly you’re doing business with. If you know their personality and what makes them tick, you’ll be able to predict their behavior.

You’re probably used to the clichéd slick businessman facade. But remember, a businessman won’t fulfil that stereotype with everyone. He’ll talk to his boss, clients or employees in different ways.

If you’re aware of these different fronts, you’ll know that there’s more to the “suit” than meets the eye. There will always be a lot going on beneath the surface.

But how do you discover the richness of someone’s personality? You have to really listen.

Listening isn’t a passive process – you have to actively take in what you’re hearing and make an effort to understand what people are telling you.

Let’s take Pepsi as an example.

For years, Pepsi tried unsuccessfully to court Burger King, urging them to sell their product alongside Coca-Cola and arguing that customers wanted options in their drink choices. But Burger King kept declining their proposal, claiming that they did offer a choice, as they had plenty of other types of soda on offer.

It was only then Pepsi started listening to Burger King. They saw what was going on below the surface, so they changed tactics. In their next pitch, they took a novel approach.

“Hey,” they said, “we’re both number twos.” After all, Burger King had long since played second fiddle to their rivals McDonald’s, just as Pepsi had to Coca-Cola. This convinced Burger King, and they switched to Pepsi in solidarity.

Listening is one thing, but making a good impression is also important. Let’s look at that next.

Mit Premium freischalten Jetzt lesen oder anhören

Inhalt

Mit Premium freischalten Jetzt lesen oder anhören

Bringe mehr Wissen in deinen Alltag!

Sichere dir jetzt Zugang zu den Kernaussagen der besten Sachbücher – praktisch in Text & Audio in nur 15 Minuten pro Titel.
Created with Sketch.