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How to Be the Person Successful Companies Fight to Keep: The Insider'S Guide To Being #1 in the Workplace

Podesta, Connie

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ISBN 10: 0684840081 / ISBN 13: 9780684840086
Verlag: Touchstone, US, 1998
Gebraucht Zustand: Very Good Softcover
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0684840081 Pages tan, tip bumped else very good. Quality, Value, Experience. Media Shipped in New Boxes. Buchnummer des Verkäufers BING429X233

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Titel: How to Be the Person Successful Companies ...

Verlag: Touchstone, US

Erscheinungsdatum: 1998

Einband: Paperback

Zustand:Very Good

Über diesen Titel


Here is the inside scoop on what employers are really looking for in an indispensable worker. Providing you with the key high-performance traits that really count in the workplace, How To Be The Person Successful Companies Fight To Keep takes you behind the scenes, into the boardrooms and offices of more than 300 business owners, Ceos, managers, and human resources directors, revealing why you must: Find ways to demonstrate value added Identify your competition - both inside and outside your company Cultivate advocates and allies who will fight for you Initiate and embrace organizational change Have a positive impact on your customers, coworkers, and company Now more than ever, it is vital to remain employable, rather than just keep your job. How To Be The Person Successful Companies Fight To Keep is an essential survival manual for employees today.

From Booklist:

The core of this book offers insight into the answers to the often asked question in a downsizing environment of who stays and who goes when the choice is between two equally competent employees. Podesta and Gatz, through their research of CEOs, business owners, managers, human resources directors, and supervisors in a variety of companies, have developed a set of high-performance abilities that are expected from employees. These abilities include taking charge of one's personal life, demonstrating value added, having a positive impact on one's company and customers and colleagues, embracing and initiating change, working harder and smarter and faster and better, communicating openly and directly, looking for leadership opportunities, and committing to lifelong learning. We learn that meaningful employment does not refer to what the job is but to how that job is done in terms of an employee's commitment to quality, dependability, integrity, and treating others with respect. We are told that the future belongs to those with focus and flexibility, those who are team players and also energized risk takers. Mary Whaley

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