Working Hard is Not Good Enough , livre ebook

Random House Publishers India Pvt. Ltd. - TGC Prasad

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88 pages

English

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Less than 2 percent of entrepreneurs succeed, only 15 percent employees get the best hikes, promotions and appraisal ratings. Less than 1 percent get to senior management positions and higher. Does this mean the rest do not work as hard or are not as smart? They are! But there are subtle, yet profound differences. According to bestseller author, TGC Prasad, there is more to accomplishments than just working hard or at times even being smarter. Working Hard is Not Good Enough is an insightful management book for all who want to make a difference to their performance, potential and life in general-to achieve success and importantly happiness.

Sujets

Gestion et management

Entrepreneurship

Informations

Publié par	Random House Publishers India Pvt. Ltd.
Date de parution	20 décembre 2013
Nombre de lectures	0
EAN13	9788184005271
Langue	English

Informations légales : prix de location à la page 0,0480€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

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Praise for the Book
Simple and captivating a book for people from all walks of life!
-Tanveer Bookwala, vice president and creative
producer, Balaji Motion Pictures
Provides unique insights into transformational behaviour by addressing the often missed fundamental question, where do I start?
- Dr Venkat K. Pedibhotla, project manager,
Sygenta Corporation, NC-USA
If you want to excel in life, read this book.
- Santosh Thundiyil, director of photography,
Hindi film industry
A book that combines hard work with insights!
-Naren Thimmiah, master chef,
Taj Gateway Hotels, Bangalore
A practical book that captures insights gleaned from many, helps you understand the art of upward mobility.
-Alok Bardiya, Cisco Ventures M A,
India and Asia-Pacific
Terrific read, insightful and offers a refreshing perspective.
-Alok Goel, partner, Helion Venture Partners
Perfect recipe of insights from many who went beyond working hard.
- Harpreet Grover, CEO and cofounder,
www.cocubes.com
This book makes you rethink all over again!
- Sreekanth, AK, vice president, HR,
Computer Sciences Corporation (CSC)
This book will make you think and feel, simultaneously!
-Alok Mehta, executive vice president,
Global Human Resources, Intas Pharmaceuticals

Published by Random House India in 2013
Copyright TGC Prasad 2013
Random House Publishers India Private Limited Windsor IT Park, 7th Floor, Tower-B A-1, Sector-125, Noida-201301, UP
Random House Group Limited 20 Vauxhall Bridge Road London SW1V 2SA United Kingdom
This eBook is copyright material and must not be copied, reproduced, transferred, distributed, leased, licensed or publicly performed or used in any way except as specifically permitted in writing by the publishers, as allowed under the terms and conditions under which it was purchased or as strictly permitted by applicable copyright law. Any unauthorised distribution or use of this text may be a direct infringement of the author s and publisher s rights and those responsible may be liable in law accordingly.
EPUB ISBN 9788184005271
Rev. Prof. P.S. Satsangi Sahab
In hard work is happiness .
- David McCullough, two-time Pulitzer Prize winner
C ONTENTS
Preface
Introduction
Failures to success
Play to strengths
Human Experience
Common sense
Intuition
Leap of faith
Unlearning
Listening
Innovation
Happiness
Advocacy
Philanthropy
Diversity
Situational Leadership
Humility
Notes and References
Acknowledgements
A Note on the Author
P REFACE
FIRSTLY , THIS BOOK IS for people who find happiness and a sense of satisfaction in working hard. If you are looking at honing your insights over and above the hard work that you put in, then you probably will gain substantially from this book.
Coming to the gist of it, I have seen students, teachers, executives, professionals, and people from all walks of life working really hard. That is the fundamental bedrock on which success can be built and sustained. But then only a few people end up being perceivably successful. In my own experience as a management professional, I have seen people soar, build companies, start ventures, get better hikes, and land up with regular promotions and enriching global career opportunities, and on the flipside, I have seen people fall, stagnate, and some even wither. For a while, I pondered and tried figuring out what makes people really successful. I read many books, researched, discussed with umpteen executives and professionals, burnt the midnight oil, and wrote copious notes. In some cases, as they say, average people struck gold, some beat the path with sheer grit, a few excelled with the might of their competence, some even stumbled upon success being early risers in a new market, a few others made their fortune inventing something new, and some connected the dots and arrived at their destination. Interestingly, some sailed on the boat led by stalwarts, as a tag-along, and made their fortunes and they were smart to do that. Some perhaps were fortunate enough to inherit both wealth and talent and put it to the cartwheel. In any case, I soon realized that there was no cookie cutter approach to being successful. But then, there are some behaviours, competencies, some management methods, perhaps a combination of some and maybe all, in a given context, if applied well, can potentially lead to success. Here, in this book, I reproduce a reasonable concoction for your benefit, hopefully, which will make you think.
As you read the book, don t look at one perspective, or one answer. What I have tried to do is present various perspectives, at times contradicting ones, so that one can see the paradox. As Charles Handy, a leading Irish author and philosopher, who specializes in organization behaviour, said, Paradoxes are to be lived with, not solved. Importantly, in this world, there is nothing as the ultimate truth and as you read, I urge you to gather insights.
While I was penning down this book, as I have done with my earlier book, Unusual People Do Things Differently , I kept the stories and real life examples on the foreground and kept pure theory at bay, because people understand metaphors and stories easily. Besides, I relish storytelling. Importantly, I have attempted to retain real names and examples, and at times, for the right reasons, have changed names of people, companies, etc.
I NTRODUCTION
THIS BOOK TRIES TO explore that edge, over and above the hard work, which people anyway put in, and tries to offer insights to enable you to think.
Before you read any further, let me get a caveat out of the way it is futile to not work hard and try implementing other methods to succeed. That is like, not exercising at all and wondering why you aren t fit enough. Hard work is like working on how to lose the acquired calories by walking ten miles; while smart work is not piling them on, in the first place. This book addresses what you do besides walking those ten miles. It is about being smart enough to plan the marathon. Hopefully this book should gradually turn you into a smarter thinker, an edge that perhaps you always wanted to have. But please don t expect miracles. It takes nine months to deliver a baby; nine mothers cannot deliver a baby in one month! You may perhaps already know many of the aspects mentioned here, in which case, it becomes a point of re-emphasis, a succinct summary, for you to remember.
Competition at workplace; or to get a glimpse, or perhaps even to pass through portals of institutions of higher learning, is so daunting that almost everybody you meet across the street or in the hallway is burning the midnight oil. Best of skills need to be honed under the soft gaze of the table-lamp and with every turn of the page. Ten thousand hours is what it takes to be an expert, says Malcolm Gladwell 1 , a British-Canadian journalist and bestselling author. At forty hours a week, it is almost four-and-a-half years of sustained work on a specific area to gain expertise. Basically, it is a combination of sustained hard work, getting smarter at what you do, and most importantly figuring out what to attempt and what to keep aside.
Scores of executives thronging office cubicles, countless aspiring students who flock university admission offices seeking higher education-all of them put endless hours and only a few manage to be successful. Only few get to the Ivy League universities, a few create world-class products and companies, only some have the ability to develop newer technologies, and only a handful stumble upon a diamond in their backyard. How is it that only a few seem to always land early bird offers? Possibly some of these people who made the cut, exhibit certain key behaviours, possess certain vital skills, or probably know how to steer, garner, build, and retain talent, or perhaps are able to strategize and can crystal gaze into the future. Probably some of these people have the ability to see opportunities far ahead of the curve. Or do they recognize patterns better than the others. Some possibly are experts at how to turbo-charge their performance when it is needed the most. Is it persistence, energy, strategy, vision, execution, creativity, innovation, smart thinking, diversity, inclusiveness, advocacy, or some part of or combination of all these?
There are so many variables out there, and there are also exceptions in the form of geniuses. People expressed that he wasn t as laudable with people, but Steve Jobs, ex-CEO of Apple Inc. coined a phrase called bozo explosion , where managers become polite and mediocre stick around. He said, I don t think I run roughshod with people, but if something sucks, I am honest in giving it to them. But then exceptions are allowed for geniuses. You won t grudge Steve Jobs for recreating Apple, isn t it! According to a Harvard Business Review article of January-February 2013, during his tenure with Apple, between 1997-2011, Steve Jobs produced the highest market capitalization of nearly 360 billion and the country s adjusted shareholder returns grew by 6682 percent with an average compound annual growth rate of 35 percent. That is an exceptional record by any standard and a business icon to reckon with. And guess what, he was a true hard worker.
Most people work hard, but less than 2 percent of entrepreneurs are people you hear about, less than one percent become great leaders, about less than 1 percent make it as CEOs, very few create the highest shareholder value, only 15 percent get the best performance ratings and best pay hikes, less than 20 percent of the sales people make the best commissions, and only 15 percent get bumped up to senior levels every two to three years. How do they do it? What makes them different? How do they learn? What insights do these people have? How do they work? How do they think? This book tries to help you get a few insights and makes you think. If you apply them, perhaps you may