By Ken Langdon
Fifty two clean principles for mountaineering the ladder...two steps at a time.Cultivate a funky profession deals the tips and tricks to aid job-seekers-whether they're contemporary university grads or are skilled employees trying to find new directions-achieve their expert goals.- inspiration #7: Lead with variety- inspiration #23: Draw your personal map- concept #29: altering horses mid-career- thought #48: Make me a proposal
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Additional resources for Cultivate a Cool Career: Guerrilla Tactics for Reaching the Top
It is just as easy to make a profit today as it will be tomorrow. Actions taken which result in reducing short-term profit in the hope of increasing long-term profit are very seldom successful. ” DAVID PACKARD, computer company founder noticed in an area that people rarely bother to look at. It keeps delivering mundane profits and it provides good cash flows for the whiz-kids on the racehorses to speculate with; so senior managers are probably leaving well enough alone. There’s another reason, too, for changing tack if you are in the cash cow.
If your scheme does not make money and generate cash at some point, it is not aimed at the heart of the company’s purpose. OK, I know it’s obvious, but you should see some of the fanciful proposals I’ve seen. Finally, you must predict that the return will come at an acceptable risk. THINKING ABOUT RISK AND RETURN OK, which part of the business do you want to be in? Since you are career-oriented you would probably be best in the part of the business that is leading the field and making the most rapid progress.
They spend half their lives talking to customers who are beside themselves with rage and threatening to write to the newspapers. Here’s an idea for you... Take the most difficult customer problem you have at the moment. Is it the right time to bring your boss in, or is it too early, or too late? Can you get nearer to the solution before you bring him or her in? Is it worth doing a SWOT analysis to see if you can come up with a solution? This “there’s a problem” business happens to all managers and it’s pretty demoralizing to continuously receive briefings that turn out to be problems.