Executive Warfare: 10 Rules of Engagement for Winning Your War for Success

The New York Times Bestseller WIN THE WAR FOR SUCCESS It's not enough anymore to be smart, hard-working, and able to show results; At this level, everybody is smart, hard-working, and able to show results. Now it's a game for grown-ups. What really sets you apart is the relationships you build with [...]
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The New York Times Bestseller WIN THE WAR FOR SUCCESS It's not enough anymore to be smart, hard-working, and able to show results; At this level, everybody is smart, hard-working, and able to show results. Now it's a game for grown-ups. What really sets you apart is the relationships you build with people of influence. These people can include your peers, your employees, your organization's directors, reporters, vendors, and regulators-as well as the people directly above you in the organizational hierarchy. In senior management, you no longer answer to just one boss. There is now a hazy matrix of hundreds of bosses both inside and outside the office, any one of whom can stop you cold or give you a tremendous push forward. Executive Warfare offers concrete advice for handling all of them, including YOUR PEERS: They are the most valuable of allies or the most dangerous of enemies THE CEO: Her office is often where the real fairy dust is kept. Make sure you have a good relationship here THE BOARD OF DIRECTORS: They won't judge you fairly if all they see of you is your PowerPoints YOUR DIRECT REPORTS: They are your vital organs, so treat them accordingly.And if you find a blood clot among them-excise that person before he kills you YOUR RIVALS: It's not always wise to shoot at them, but if you do, do not shoot to wound In his bestsellers Brand Warfare and Career Warfare, author David D'Alessandro offered sharp advice for building a brand and building a career. Now Executive Warfare is the advanced class for the truly ambitious. Learn what it takes to rise to the top-and to do the even harder thing, which is survive there.