Now fully revised and updated-the must-have guide toacing the interview and landing the dream job For the past decade, 60 Seconds You're Hired! hashelped thousands of job seekers get the perfect job by excelling atthe crucial job interview. Now, in this new edition, America's topcareer coach Robin Ryan offers proven strategies to help readerstake charge of the interview process and get the job they want.Brief, compact, and packed with useful tips, 60 Seconds You're Hired! features: ? Unique techniques like "The 60 Second Sell" and "The 5-PointAgenda" ? More than 100 answers to tough interview questions ? Questions you should always ask ? 20 interview pitfalls to avoid ? Negotiation techniques that secure higher salaries ? And much more!

How do you keep your customers coming back-and get them tobring others? If you need the best practices and ideas for making your customers loyal and profitable--but don't have time to find them--this book is for you. Here are nine inspiring anduseful perspectives, all in one place. This collection of HBR articles will help you: - Turn angry customers into loyal advocates - Get more people to recommend you - Boost customer satisfaction by satisfying your employees - Focus on profitable customers--whether they're loyal or not - Invest in the right CRM technology for your business - Mine customer data for more effective marketing - Increase your customers' lifetime value

A revolutionary guide to earning power and personal budgetingshows readers how to spend wisely, streamline their finances, anddevelop a budget that puts their money where they want it to go.Reprint.

Whether challenged with taking on a startup, turning a business around, or inheriting a high-performing unit, a new leader's success or failure is determined within the first 90 days on the job. In this hands-on guide, Michael Watkins, a noted expert on leadership transitions, offers proven strategies for moving successfully into a new role at any point in one's career. The First 90 Days provides a framework for transition acceleration that will help leaders diagnose their situations, craft winning transition strategies, and take charge quickly. Practical examples illustrate how to learn about new organizations, build teams, create coalitions, secure early wins, and lay the foundation for longer-term success. In addition, Watkins provides strategies for avoiding the most common pitfalls new leaders encounter, and shows how individuals can protect themselves-emotionally as well as professionally-during what is often an intense and vulnerable period. Concise and actionable, this is the surviv

The One–Page Project Manager shows you how to boil down any project into a simple, one–page document that can be used to communicate all essential details to upper management, other departments, suppliers, and audiences. This practical guide will save time and effort, helping you identify the vital parts of a project and communicate those parts and duties to other team members.

The definitive story of Amazon.com, one of the most successful companies in the world, and of its driven, brilliant founder, Jeff Bezos. Amazon.com started off delivering books through the mail. But its visionary founder, Jeff Bezos, wasn't content with being a bookseller. He wanted Amazon to become the everything store, offering limitless selection and seductive convenience at disruptively low prices. To do so, he developed a corporate culture of relentless ambition and secrecy that's never been cracked. Until now. Brad Stone enjoyed unprecedented access to current and former Amazon employees and Bezos family members, giving readers the first in-depth, fly-on-the-wall account of life at Amazon. Compared to tech's other elite innovators--Jobs, Gates, Zuckerberg--Bezos is a private man. But he stands out for his restless pursuit of new markets, leading Amazon into risky new ventures like the Kindle and cloud computing, and transforming retail in the same way Henry Ford revolutionized manufactur

A revelatory exploration of the hottest trend in technologyand the dramatic impact it will have on the economy, science, andsociety at large. Which paint color is mostlikely to tell you that a used car is in good shape? How canofficials identify the most dangerous New York City manholes beforethey explode? And how did Google searches predict the spread of theH1N1 flu outbreak? The key to answering thesequestions, and many more, is big data. “Big data” refers to ourburgeoning ability to crunch vast collections of information,analyze it instantly, and draw sometimes profoundly surprisingconclusions from it. This emerging science can translate myriadphenomena—from the price of airline tickets to the text of millionsof books—into searchable form, and uses our increasing computingpower to unearth epiphanies that we never could have seen before. Arevolution on par with the Internet or perhaps even the printingpress, big data will change the way we think about business,health, politics, edu

Part Fast Food Nation, part Bobos in Paradise,STARBUCKED combines investigative heft with witty culturalobservation in telling the story of how the coffeehouse movementchanged our everyday lives, from our evolving neighborhoods andworkplaces to the ways we shop, socialize, and self-medicate. In STARBUCKED, Taylor Clark provides an objective, meticulouslyreported look at the volatile issues like gentrification and fairtrade that distress activists and coffee zealots alike. Through acast of characters that includes coffee-wild hippies, businesssharks, slackers, Hollywood trendsetters and more, STARBUCKEDexplores how America transformed into a nation of coffee gourmetsin only a few years, how Starbucks manipulates psyches and socialhabits to snare loyal customers, and why many of the things wethink we know about the coffee commodity chain are false. Starbucked is ...smart cultural criticism minus any academicgobbledygook. Mr. Clark is quite funny as he dryly sends up theexcess of the corporate

Business revolves around making decisions, often riskydecisions, usually with incomplete information and too often inless time than we need. Executives at every level, in everyindustry, are confronted with information overload, less leeway formistakes, and a business environment that changes rapidly. In lightof this increased pressure and volatility, the old-fashioned waysof making decisions–depending on intuition, common sense, andspecialized expertise–are simply no longer sufficient. Distillingover thirty years of groundbreaking research, WinningDecisions , written by two seasoned business advisers and worldleaders in behavioral decision studies, is a comprehensive,one-of-a-kind guide to the proven methods of making criticalbusiness decisions confidently, quickly–and correctly. Decision-making is a business skill which managers often take forgranted in themselves and others–but it's not as easy as some mightthink. The authors, whose expertise has been sought out by over ahundred companies, includi

THE REMARKABLE AND INSPIRING TRUE STORY OF ONE GUY WHOTRANSFORMED HIS UNCERTAINTY ABOUT THE FUTURE INTO ACTION A year and a half after he graduated from college, Sean Aikenfound himself struggling to answer the question “What should I dowith my life?” His mother suggested teaching. His older sister toldhim to apply for an entry-level corporate position. His fathersaid, “It doesn’t matter what you do, just make sure it’s somethingyou’re passionate about.” Taking his father’s advice to heart, Seancreated the One-Week Job Project and launched himself on an epicjourney to find his passion. His goal: to work fifty-two jobs infifty-two weeks. After the launch of his website, oneweekjob.com, the offers beganpouring in. Sean’s first gig was—literally—jumping off a bridge, asa bungee operator in British Columbia. From there he traveledacross Canada and the United States, reinventing himself as afirefighter, an aquarium host, a radio DJ, a martial artsinstructor, an NHL mascot,

Managing people is fraught with challenges even if you're aseasoned manager. Here's how to handle them. If you read nothingelse on managing people, read these 10 articles. We've combedthrough hundreds of Harvard Business Review articles and selectedthe most important ones to help you maximize your employees'performance. HBR's 10 Must Reads on Managing People will inspireyou to: Tailor your management styles to fit your people Motivatewith more responsibility, not more money Support first-timemanagers Build trust by soliciting input Teach smart people how tolearn from failure Build high-performing teams Manage your boss

Everything you need to know about building a successful,world-class consulting practice Whether you are a veteran consultant or new to the industry,an entrepreneur or the principal of a small firm, The ConsultingBible tells you absolutely everything you need to know to createand expand a seven-figure independent or boutique consultingpractice. Expert author Alan Weiss, who coaches consultantsglobally and has written more books on solo consulting than anyonein history, shares his expertise comprehensively. Learn and appreciate the origins and evolution of theconsulting profession Launch your practice or firm and propel it to topperformance Implement your consulting strategies in public and privateorganizations, large or small, global or domestic Select from the widest variety of consulting methodologies Achieve lasting success in your professional career andpersonal goals The author is recognized as "one of the most highly regardedindependent consultants in

在线阅读本书 Under Andy Grove’s leadership，Intel has become the worlds largestchip maker and one of the most admired companies in the world．Inonly the Paranoid Survive, Grove reveals his strategy of focusingon a new way of measuring the nightmare moment every leaderdreads——when massive change occurs and a company must，yirtuallyovernight adapt or fall by the wayside．Grove calls such a moment aStrategic Inflection Point，which can be set off by almostanything:mega-competition, a change in regulations, or a seeminglymodest change in technology. When a Strategic Inflection Pointhits, the ordinary rules of business go out the window. Yetman-aged right, a Strategic Inflection Point can be and opportunityto win in the marketplace and emerge stronger than ever. Groveunderscores his message by examining his own record of success andfailure, including how he navigated the events of the Pentium flaw,which threatened Intel's reputation in 1994, and how he has dealtwith the explosions in growt

Michael J. Gelb, author of the international bestseller How to Think Like Leonardo da Vinci , and Sarah MillerCaldicott, a descendant of Thomas Edison, introduce a revolutionarynew system for successful innovation . Bestselling author Michael J. Gelb and Sarah Miller Caldicottintroduce a carefully researched, easy-to-apply system of the fivesuccess secrets inspired by the creative methods of Thomas AlvaEdison. The greatest innovator in American history, Edison set thestage for America’s global leadership in innovation by his focus onpractical accomplishment. Now Gelb and Caldicott apply the bestpractices of this American genius to contemporary businesssituations to help today’s leaders harness their own innovativepotential. Innovate Like Edison is a blueprint for successthat will enable executives and entrepreneurs to revitalize theirown ingenuity and thrive in today’s culture of innovation.

Richard L. Brandt is an award-winning journalist and formercorrespondent for BusinessWeek. He is the author of Inside Larryand Sergey’s Brain.Amazon’s business model is deceptively simple:make online shopping so easy and convenient that customers won’tthink twice. It can almost be summed up by the button on everypage: Buy now with one-click. Richard L. Brandt explains how Amazonhas been so successful, and he shows how much of it has to do withAmazon’s CEO, Jeff Bezos.

Michael Goldhaber, writing in Wired, said, "If there isnothing very special about your work, no matter how hard you applyyourself you won't get noticed and that increasingly means youwon't get paid much either. In times past you could be obscure yetsecure -- now that's much harder." Again: the white collar job as now configured is doomed. Soon.("Downsizing" in the nineties will look like small change.) Sowhat's the trick? There's only one: distinction. Or as we call it,turning yourself into a brand . . . Brand You. A brand is nothing more than a sign of distinction. Right? Nike.Starbucks. Martha Stewart. The point (again): that's not the waywe've thought about white collar workers--ourselves--over the pastcentury. The "bureaucrat" on the finance staff is de factofaceless, plugging away, passing papers. But now, in our view, she is born again, transformed frombureaucrat to the new star. She works in a professional servicefirm and works on projects that she'll be able to brag about yearsfrom now. I call

Guidance on how to share information among peers to helpscompanies achieve greater success. Explains the latest managementbuzzwords, offers advice on keeping open communication withcustomers and co-workers, and maintaining a knowledge managementprogram with the future in mind. Softcover.

In 2008, HowardSchultz, the president and chairman of Starbucks, made theunprecedented decision to return as the CEO eight years after hestepped down from daily oversight of the company and becamechairman. Concerned that Starbucks had lost its way, Schultz wasdetermined to help it return to its core values and restore notonly its financial health, but also its soul. In Onward, he sharesthe remarkable story of his return and the company's ongoingtransformation under his leadership, revealing how, during one ofthe most tumultuous economic times in history, Starbucks againachieved profitability and sustainability without sacrificinghumanity. Offering readers a snapshot of a moment in history thatleft no company unscathed, the book zooms in to show, in rivetingdetail, how one company struggled and recreated itself in the midstof it all. The fast paced narrative is driven by day-to-day tensionas conflicts arise and lets readers into Schultz's psyche as hecomes to terms with his limitations and evolving l

Drawing upon forty years of experience from his own sports andcelebrity management practice, Mark H. McCormack is back withcommon-sense advice aimed at business owners and would-be CEOs.McCormack's tips include: End your day on time People who say they can keep a secret usually can't It pays to overestimate your competition The best ideas cannot be stolen Know when to say "It's none of your business" Get paid for thinking rather than doing Time in front of the customer is the best time of all Be wary of unanimous agreement Not every budget deserves your respect Learn the art of picking up the check In ninety brief chapters that range in topic from getting aheadto staying competitive, McCormack makes clear that doing businessin today's climate still involves the same basic elements of humaninteraction-intelligence, creativity, and efficiency-that havealways meant the difference between success and failure.

What are the most important things in your life? Do they get as much care, emphasis, and time as you'd like to give them? Far from the traditional "be-more-efficient" time-management book with shortcut techniques, First Things First shows you how to look at your use of time totally differently. Using this book will help you create balance between your personal and professional responsibilities by putting first things first and acting on them. Covey teaches an organizing process that helps you categorize tasks so you focus on what is important, not merely what is urgent. First you divide tasks into these quadrants: Important and Urgent (crises, deadline-driven projects) Important, Not Urgent (preparation, prevention, planning, relationships) Urgent, Not Important (interruptions, many pressing matters) Not Urgent, Not Important (trivia, time wasters) Most people spend most of their time in quadrants 1 and 3, while quadrant 2 is where quality happens. "Doing more things faster is no subst

The primary obstacle Is a confl:ct that s bUIlt into ourbrains, ay Chip and Dan Heath, authors of the critically acclaimedbestseller Made to Stick. Psychologists have discovered that ourminds are ruled by two different systems--the rational mind and theemotional mind--that compete for control~ The rational mind wants agreat beach body; the emotional mind wants that Oreo cookie~ Therational mind wants to change something at work; the emotional mindloves the com-fort of the existing routine.This tension can doom achange effort--but if it is overcome, change can comequickly. In Switch, the Heaths show how everyday people--employees andmanagers, parents and nurses have united both minds and, as aresult,achieved dramatic results. In a compelling, story-drivennarrative, they bring together decades of counterintuitive researchin psychology, sociol-ogy, and other fields to shed new light onhowwe can effect transformative change, whether your interest is inchanging the world or your waistline.