Download Blind Spots: 10 Business Myths You Can't Afford to Believe by Alexandra Levit PDF

By Alexandra Levit

"You want-you need-Alexandra Levit as your guide." -Daniel H. purple, big apple occasions bestselling writer of Drive

There's been an important paradigm shift in enterprise practices and the office. Alexandra Levit tells readers what not holds actual for buying forward this present day, and debunks company myths which are extra harmful and not more workable than ever-given the present weather of moral scrutiny and extreme competition-including it's most sensible to climb the ladder as speedy as attainable, and that employers wish you to be yourself.

Levit bargains whatever larger instead of those myths: functional recommendation on what it relatively takes to achieve this new values-driven surroundings.

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Additional info for Blind Spots: 10 Business Myths You Can't Afford to Believe on Your New Path to Success

Example text

Too many tasks on a checklist will either spread your attention too thin or cause you to feel so overwhelmed that you won’t do anything. No one experiences overnight success, but if you follow the lead of the individuals in this chapter, you’ll be well on your way to great achievements. As Ed Viesturs did, periodically review your goals to ensure that you’re on the right track and to deter­ mine if they need adjusting. And when you achieve a goal, don’t just nod and smile and move on to the next big thing.

Covey and a bestselling author and successful entre­ preneur in his own right. Covey defines trust as the confidence one instills in others based on character and competence. If you want to have a strong reputation at work, learning the skills as­ sociated with greater trust should be a top priority. In his book, The Speed of Trust, Covey defines the following thirteen behav­ iors as critical: ■ Talk straight. Communicate clearly so that you cannot be misunderstood.  Don’t manipulate people, distort facts, or leave false impressions.

Yet most of us escaped unscathed. In the business world, however, the stakes can be much higher, espe­ cially now that several CEOs have been carted off to jail and everyone is paying more attention. Strong professional ethics involves more than just telling the truth or avoiding activities that are morally wrong. So what if you’re not certain if an action is unethical? Here are some questions to ask yourself: ■ Are there any potential legal restrictions or violations that could result from the action?

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