The Most Dangerous Business Book You'll Ever Read
Format: PDF / Kindle (mobi) / ePub
Hone your professional approach to a razor's edge using lessons from military and civilian intelligence
The Most Dangerous Business Book You'll Ever Read brings expertise from military and civilian intelligence operations into your business life. It lays out hard-hitting interpersonal skills to raise your level of professional effectiveness and vanquish your competition.
The Most Dangerous Business Book You'll Ever Read features former Army interrogator Gregory Hartley's unique system of profiling, formula for persuasion, and framework for establishing expertise quickly. Gregory makes his system concrete with case studies, tables, diagrams, and more.
- Question like a Polygrapher
- Sort Personalities like a Profiler
- Close a Deal like a Hostage Negotiator
- Interview like an Interrogator
- Network like a Spy
- Research like an Intelligence Analyst
- Decide like a SEAL
- Team-Build like Special Ops
Take your career focus to the next level. Discover the skills they don't teach in business school with The Most Dangerous Business Book You'll Ever Read.
have a tendency to create great reform movements that smother all other ideas out of existence, stagnate the culture, and create its ultimate death. On a radial scale moving from left to right, a collectivist can go so far left that he creates culture that imposes one person’s will on all others. By the same token, if an individualist goes too far in the opposite direction, he creates a culture in which the strongest of the group dominate and collectivism is inevitable. In this way the two
Contents Conclusion Keep the Team Unified Do Not Fall Victim to Deference Deal with Differences 191 192 193 Backbone or No Backbone 195 Glossary 199 Index 203 FOREWORD I first met Greg quite a few years ago while running a corporate sales and management simulation training program called ‘‘War Games’’ that created the true stress and unpredictability of real-life sales and management opportunities—our version of firing live ammo over the heads of our sales and management workforce.
example, that will affect how people respond. I was just working with a company on a project that was of monumental importance to them. The company aimed to upgrade the way every one of their service personnel used technology to meet customer needs. One afternoon the president of the company asked me how the project was going. ‘‘The ground truth is that it’s stressful for the technicians, but it’s going pretty well. The older guys don’t like the thumb typing. Other than that, people are adapting
your life— you can. xvii xviii Introduction Start by getting the answers to these questions clear in your head: What are your purposes and goals? Who are your natural allies and enemies? More important, who are your potential allies and enemies? Business is war between your company and one or more other companies. I’ve had people counter that by saying that those other companies are also potential allies and that there are many ways they work together to improve the industry. That is one
the word ‘dedicated’ when you are here interviewing with a competitor?’’ A: ‘‘This looks like a good opportunity, and I am not taking anything away from my company. This is my own time.’’ That’s a solid response, and in it, you see your next lead: She crosses her hands when she says ‘‘opportunity.’’ A barrier is the invitation for microinterview. Should you take the invitation or transition to another topic? You might want to know immediately why ‘‘opportunity’’ is an emotionally charged word for