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What They Don't Teach You At Harvard Business School Paperback – 13 Jun 1994
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Top customer reviews
The writing style is fluid and makes it easy to read, some of the tricky topics have been covered in easy to understand simplicity
It does break some conventional thinking and takes into areas that are not covered in a business school but very import to some one working in a corporation environment or simply looking to enhance his perspective and personality
In addition to being pretty lucrative for his athletes, McCormack did OK himself, making it into the Forbes 400.
He wrote about a dozen books too, the most famous of which is "What They Don't Teach You at Harvard Business School".
It's an outstandingly, insightful book with sections on People (how to read them, how to listen aggressively, the positives of ego), Taking the Edge in business, Sales & Negotiation, Running a Business, and being an Entrepreneur.
The Entrepreneur piece has some sharp observations in it about taking on partners, minority equity and what makes success.
The quotes that stuck with me:
"Smart people judge you by three criteria - and even if they don't, in time, it will determine how they think of you:
2. Attention to detail
3. Immediate follow-up"
"What you can learn from working in the mailroom: you won't learn humility, you won't learn respect, and you won't learn the company inside out or bottom up. What you will learn is something very important, and perhaps frightening about yourself.
The people who get ahead have a need, are driven to perform a task well, no matter what the task or how mundane it may actually be. They bring to any job an attitude which actually transforms the job into something greater."
"Business is a competition, and any high-level, sophisticated competition is almost exclusively a head game. I have observed three attitudinal characteristics which are common to every champion I've known. The first is the champion's profound sense of dissatisfaction with his own accomplishments. Any goal that is attained immediately becomes just a step to a greater, more unreachable goal.
The second is an ability to peak their performances, to get themselves up for major situations, tournaments and events. No one can operate consistently as his or her highest level, but the legends always seem to perform when the stakes are greatest, and it's why the major tournaments have always been dominated by a limited number of
Finally it is their killer instinct - their ability to put their opponents away. In the champion's mind, he is never ahead;he never believes he is performing as well as he actually is."
Terrific book, very easy read... it gets the competitive fires burning. No Kindle version, paperback only:
In this book McCormack does not so much criticize Harvard Business School as the title suggests, but complements the traditional business school-education with 'street smarts' - "the ability to make active, positive use of your instincts, insights, and perceptions." (Funnily enough, McCormack did not even attend the HBS, he has a law degree from Yale.) "My main purpose in writing this book is to fill in many of the gaps - the gaps between a business school education and the street knowledge that comes from day-to-day experience of running a business and managing people." He splits the 'street smarts' and this book up into three parts: People, sales and negotiation, and running a business. With each part consisting of 4-to-6 chapters.
In the first part McCormack discusses matters related to people, such as reading people, creating impressions, preparation for business situations, and improving your career. "Business situations always come down to people situations. And the more - and the sooner - I know about the person I am dealing with, the more effective I'm going to be." In the second part of the book - Sales and Negotiation - the author dicusses sales, negotiations and marketing. Sales and negotiations are probably the strongest point of both the book and McCormack, he really excels here. ...The third part of the book - Running a Business - is probably the weakest part of the book. Although there are some great one-liners, it is clear that the author is not that much at ease with writing about organization structures, policies and procedures. In fact, it looks like he despises most of these subjects. However, in the final chapter he provides some good advice for entrepreneurs and people thinking about starting their own business.
Yes, I do like this book. It is somewhat unconventional and is not really a business/management book. The examples from his experiences in sports marketing are exceptional and extremely useful, although the author comes across somewhat arrogant. And yes, it is a great complement to the traditional business school-education (although they are now covering some of the subjects McCormack discusses). It is very simple to read and relatively short (250 pages). Recommended to managers and, yes also, MBA-students.
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