Career Development All-in-One For Dummies

 
 
Standards Information Network (Verlag)
  • erschienen am 30. März 2017
  • |
  • 672 Seiten
 
E-Book | PDF mit Adobe-DRM | Systemvoraussetzungen
978-1-119-36317-0 (ISBN)
 
Take control of your career today
Want to get ahead in the workplace? Learn new skills and increase your visibility as a leader in your company with the help of this practical, hands-on guide to professional development. You'll find new techniques for being a better leader, tips for writing better emails, rules for running more effective meetings, and much more. Plus, you'll discover how to give presentations that will keep your audience engaged and learn to be a more mindful person.
Combined from seven of the best For Dummies books on career development topics, Career Development All-in-One For Dummies is your one-stop guide to taking control of your career and improving your professional life. Perfect on its own or as part of a formal development program, it gives you everything you need to advance your career.
* Become a better leader
* Manage your time wisely
* Write effective business communications
* Manage projects more effectively
Success is an individual responsibility--so put your professional future in your own hands with this guide!
1. Auflage
  • Englisch
  • Somerset
  • |
  • USA
John Wiley & Sons Inc
  • 8,50 MB
978-1-119-36317-0 (9781119363170)
weitere Ausgaben werden ermittelt
1 - Title Page [Seite 3]
2 - Copyright Page [Seite 4]
3 - Table of Contents [Seite 7]
4 - Introduction [Seite 21]
4.1 - About This Book [Seite 21]
4.2 - Foolish Assumptions [Seite 21]
4.3 - Icons Used in This Book [Seite 22]
4.4 - Beyond the Book [Seite 22]
5 - Book 1 Mindfulness [Seite 23]
5.1 - Chapter 1 Exploring Mindfulness in the Workplace [Seite 25]
5.1.1 - Becoming More Mindful at Work [Seite 26]
5.1.1.1 - Clarifying what mindfulness is [Seite 26]
5.1.1.2 - Taking a look at the background [Seite 27]
5.1.1.3 - Recognizing what mindfulness isn't [Seite 29]
5.1.2 - Finding Out Why Your Brain Needs Mindfulness [Seite 32]
5.1.2.1 - Evolving from lizard to spaceman [Seite 33]
5.1.2.2 - Discovering your brain's hidden rules [Seite 34]
5.1.2.3 - Recognizing that you are what you think [Seite 35]
5.1.2.4 - Exploring your brain at work [Seite 38]
5.1.3 - Starting Your Mindful Journey [Seite 41]
5.1.3.1 - Being mindful at work yourself [Seite 42]
5.1.3.2 - Overcoming common challenges [Seite 43]
5.1.3.3 - Creating a mindful workplace [Seite 44]
5.1.3.4 - Living the dream: Mindfulness at work [Seite 46]
5.2 - Chapter 2 Discovering the Benefits of Mindfulness [Seite 47]
5.2.1 - Discovering the Benefits for Employees [Seite 47]
5.2.1.1 - Increased mental resilience [Seite 48]
5.2.1.2 - Improved relationships [Seite 51]
5.2.1.3 - Honed mental clarity and focus [Seite 53]
5.2.1.4 - Mindful leadership [Seite 55]
5.2.2 - Looking at the Organizational Benefits of Mindfulness [Seite 57]
5.2.2.1 - Happier, more engaged employees [Seite 58]
5.2.2.2 - Greater creativity [Seite 59]
5.2.2.3 - Increased productivity [Seite 61]
5.2.2.4 - Improved decision making [Seite 63]
5.2.2.5 - Reducing staff turnover [Seite 65]
5.3 - Chapter 3 Applying Mindfulness in the Workplace [Seite 67]
5.3.1 - Gaining Perspective in the Modern-Day Workplace [Seite 67]
5.3.1.1 - Engaging with a VUCA world [Seite 68]
5.3.1.2 - Applying mindfulness in changing times [Seite 69]
5.3.1.3 - Employing mindfulness for new ways of working [Seite 71]
5.3.1.4 - Building resilience [Seite 73]
5.3.2 - Adjusting Your Mental Mind-Set [Seite 75]
5.3.2.1 - Focusing on the present moment [Seite 75]
5.3.2.2 - Treating thoughts as mental processes [Seite 76]
5.3.2.3 - Approaching rather than avoiding difficulties [Seite 78]
5.3.3 - Rewiring Your Brain [Seite 80]
5.3.3.1 - Resculpting your brain to become more productive [Seite 81]
5.3.3.2 - Increasing your present-moment circuitry [Seite 82]
5.3.4 - Developing Mindfulness at Work [Seite 83]
5.3.4.1 - Examining intentions and attitudes [Seite 83]
5.3.4.2 - Remembering that practice makes perfect [Seite 87]
5.3.4.3 - Experimenting with mindfulness [Seite 88]
5.3.4.4 - Acting ethically for the organization and its people [Seite 89]
5.3.4.5 - Living life mindfully [Seite 90]
5.4 - Chapter 4 Practicing Mindfulness in the Digital Age [Seite 93]
5.4.1 - Choosing When to Use Technology [Seite 93]
5.4.1.1 - Recognizing the pros and cons of technology [Seite 94]
5.4.1.2 - Rebalancing your use of technology [Seite 96]
5.4.2 - Communicating Mindfully [Seite 98]
5.4.2.1 - Emailing mindfully [Seite 101]
5.4.2.2 - Phoning mindfully [Seite 102]
5.4.2.3 - Using a smartphone mindfully [Seite 103]
5.4.2.4 - Engaging with social media mindfully [Seite 105]
5.4.2.5 - Writing mindfully [Seite 105]
5.4.3 - Using Technology Mindfully [Seite 108]
5.4.3.1 - Focusing on one task [Seite 109]
5.4.3.2 - Discovering technology that enhances focus [Seite 110]
6 - Book 2 Project Management [Seite 113]
6.1 - Chapter 1 Achieving Results [Seite 115]
6.1.1 - Determining What Makes a Project a Project [Seite 115]
6.1.1.1 - Understanding the three main components that define a project [Seite 116]
6.1.1.2 - Recognizing the diversity of projects [Seite 117]
6.1.1.3 - Describing the four stages of a project [Seite 118]
6.1.2 - Defining Project Management [Seite 120]
6.1.2.1 - Starting with the initiating processes [Seite 121]
6.1.2.2 - Outlining the planning processes [Seite 124]
6.1.2.3 - Examining the executing processes [Seite 125]
6.1.2.4 - Surveying the monitoring and controlling processes [Seite 126]
6.1.2.5 - Ending with the closing processes [Seite 127]
6.1.3 - Knowing the Project Manager's Role [Seite 127]
6.1.3.1 - Looking at the project manager's tasks [Seite 127]
6.1.3.2 - Staving off excuses for not following a structured project-management approach [Seite 128]
6.1.3.3 - Avoiding shortcuts [Seite 129]
6.1.3.4 - Staying aware of other potential challenges [Seite 130]
6.1.4 - Do You Have What It Takes to Be an Effective Project Manager? [Seite 131]
6.1.4.1 - Questions [Seite 131]
6.1.4.2 - Answer key [Seite 132]
6.2 - Chapter 2 Knowing Your Project's Audiences [Seite 133]
6.2.1 - Understanding Your Project's Audiences [Seite 134]
6.2.2 - Developing an Audience List [Seite 134]
6.2.2.1 - Starting your audience list [Seite 134]
6.2.2.2 - Ensuring a complete and up-to-date audience list [Seite 138]
6.2.2.3 - Using an audience list template [Seite 141]
6.2.3 - Considering the Drivers, Supporters, and Observers [Seite 142]
6.2.3.1 - Deciding when to involve your audiences [Seite 144]
6.2.3.2 - Using different methods to involve your audiences [Seite 147]
6.2.3.3 - Making the most of your audiences' involvement [Seite 148]
6.2.4 - Displaying Your Audience List [Seite 148]
6.2.5 - Confirming Your Audience's Authority [Seite 149]
6.2.6 - Assessing Your Audience's Power and Interest [Seite 151]
6.3 - Chapter 3 Clarifying Your Project [Seite 153]
6.3.1 - Defining Your Project with a Scope Statement [Seite 153]
6.3.2 - Looking at the Big Picture: Explaining the Need for Your Project [Seite 156]
6.3.2.1 - Figuring out why you're doing the project [Seite 156]
6.3.2.2 - Drawing the line: Where your project starts and stops [Seite 166]
6.3.2.3 - Stating your project's objectives [Seite 167]
6.3.3 - Marking Boundaries: Project Constraints [Seite 171]
6.3.3.1 - Working within limitations [Seite 172]
6.3.3.2 - Dealing with needs [Seite 174]
6.3.4 - Documenting Your Assumptions [Seite 175]
6.3.5 - Presenting Your Scope Statement [Seite 175]
6.4 - Chapter 4 Developing a Game Plan [Seite 177]
6.4.1 - Breaking Your Project into Manageable Chunks [Seite 177]
6.4.1.1 - Thinking in detail [Seite 178]
6.4.1.2 - Identifying necessary project work with a work breakdown structure [Seite 179]
6.4.1.3 - Dealing with special situations [Seite 187]
6.4.2 - Creating and Displaying a WBS [Seite 190]
6.4.2.1 - Considering different schemes [Seite 190]
6.4.2.2 - Developing your WBS [Seite 191]
6.4.2.3 - Categorizing your project's work [Seite 193]
6.4.2.4 - Labeling your WBS entries [Seite 194]
6.4.2.5 - Displaying your WBS in different formats [Seite 196]
6.4.2.6 - Improving the quality of your WBS [Seite 198]
6.4.2.7 - Using templates [Seite 199]
6.4.3 - Identifying Risks While Detailing Your Work [Seite 200]
6.4.4 - Documenting Your Planned Project Work [Seite 202]
6.5 - Chapter 5 Keeping Everyone Informed [Seite 203]
6.5.1 - Successful Communication Basics [Seite 204]
6.5.1.1 - Breaking down the communication process [Seite 204]
6.5.1.2 - Distinguishing one-way and two-way communication [Seite 205]
6.5.1.3 - Can you hear me? Listening actively [Seite 206]
6.5.2 - Choosing the Appropriate Medium for Project Communication [Seite 208]
6.5.2.1 - Just the facts: Written reports [Seite 208]
6.5.2.2 - Move it along: Meetings that work [Seite 210]
6.5.3 - Preparing a Written Project-Progress Report [Seite 213]
6.5.3.1 - Making a list and checking it twice [Seite 213]
6.5.3.2 - Knowing what's hot (and what's not) in your report [Seite 214]
6.5.3.3 - Earning a Pulitzer, or at least writing an interesting report [Seite 214]
6.5.4 - Holding Key Project Meetings [Seite 218]
6.5.4.1 - Regularly scheduled team meetings [Seite 219]
6.5.4.2 - Ad hoc team meetings [Seite 219]
6.5.4.3 - Upper-management progress reviews [Seite 220]
6.5.5 - Preparing a Project Communications Management Plan [Seite 221]
7 - Book 3 Leadership [Seite 223]
7.1 - Chapter 1 Building Your Leadership Muscles [Seite 225]
7.1.1 - Putting Your Brain to Work [Seite 226]
7.1.1.1 - Using what you have [Seite 226]
7.1.1.2 - Responding to situations flexibly [Seite 227]
7.1.1.3 - Taking advantage of fortuitous circumstances [Seite 228]
7.1.1.4 - Making sense of ambiguous or contradictory messages [Seite 229]
7.1.1.5 - Ranking the importance of different elements [Seite 229]
7.1.1.6 - Finding similarities in apparently different situations [Seite 230]
7.1.1.7 - Drawing distinctions between seemingly similar situations [Seite 231]
7.1.1.8 - Putting concepts together in new ways [Seite 232]
7.1.1.9 - Coming up with novel ideas [Seite 232]
7.1.2 - Communicating Effectively [Seite 233]
7.1.2.1 - Speaking begins with listening [Seite 234]
7.1.2.2 - Eliciting the cooperation of others [Seite 235]
7.1.3 - Driving Yourself [Seite 235]
7.1.4 - Developing a Sense of Urgency [Seite 236]
7.1.4.1 - Don't wait [Seite 236]
7.1.4.2 - Form a "kitchen cabinet" [Seite 237]
7.1.5 - Being Honest and Searching for the Truth [Seite 238]
7.1.6 - Displaying Good Judgment [Seite 238]
7.1.7 - Being Dependable and Consistent [Seite 238]
7.1.8 - Creating an Atmosphere of Trust [Seite 239]
7.1.9 - Encouraging a Learning Environment [Seite 240]
7.1.10 - Looking for Common Ground: The Type O Personality [Seite 241]
7.2 - Chapter 2 Managing as a Leader [Seite 243]
7.2.1 - Setting Reasonable Goals [Seite 243]
7.2.2 - Delegating to Your Team [Seite 245]
7.2.2.1 - Knowing how to delegate [Seite 245]
7.2.2.2 - Knowing what to delegate [Seite 249]
7.2.3 - Settling Disputes in Your Team [Seite 252]
7.2.4 - Allowing Your Team to Find Its Own Path [Seite 253]
7.2.5 - Leading When You Aren't Really the Leader [Seite 254]
7.2.5.1 - Leading as a follower [Seite 255]
7.2.5.2 - Leading when your position is honorary [Seite 258]
7.2.5.3 - Leading when you're not expected to succeed [Seite 260]
7.3 - Chapter 3 Creating a Vision [Seite 263]
7.3.1 - Where Do Visions Come From? [Seite 263]
7.3.1.1 - Experience lets you visualize from the way you live [Seite 264]
7.3.1.2 - Knowledge lets you visualize from what you've learned [Seite 264]
7.3.1.3 - Imagination helps turn randomness into a vision [Seite 265]
7.3.2 - Supplying the Human Element [Seite 266]
7.3.2.1 - A vision is a reminder of why you joined the group [Seite 266]
7.3.2.2 - A vision attracts commitment and energizes people [Seite 267]
7.3.3 - Establishing a Standard of Excellence [Seite 268]
7.3.4 - Helping You Stay Ahead of the Game [Seite 268]
7.3.4.1 - Becoming a visionary [Seite 269]
7.3.4.2 - Benchmarking everything [Seite 270]
7.3.5 - A Vision Links the Present to the Future [Seite 271]
7.3.5.1 - Building on the present [Seite 272]
7.3.5.2 - Envisioning the future [Seite 272]
7.3.6 - A Vision Is a Doable Dream [Seite 273]
7.3.6.1 - Understanding what is doable [Seite 273]
7.3.6.2 - Keeping the vision simple [Seite 275]
7.3.7 - A Vision Is Not Just an Idea [Seite 275]
7.3.7.1 - A vision depends on your ability to create a team [Seite 275]
7.3.7.2 - A vision depends on the ability to create a plan [Seite 277]
7.3.8 - A Vision Is Based on Reality [Seite 278]
7.3.8.1 - Thinking beyond available resources [Seite 279]
7.3.8.2 - Responding to diminishing resources [Seite 280]
7.3.9 - A Vision Helps You Harness Opportunities [Seite 280]
7.3.9.1 - Spotting an opportunity [Seite 281]
7.3.9.2 - Searching out an opportunity [Seite 281]
7.3.9.3 - Creating an atmosphere in which ideas flourish [Seite 282]
7.3.9.4 - Moving from an idea to a plan [Seite 283]
7.3.10 - A Vision Is Dynamic [Seite 285]
7.4 - Chapter 4 Leading across Cultures [Seite 287]
7.4.1 - Leading in a Diverse World [Seite 287]
7.4.1.1 - Putting the diverse needs of your group first [Seite 289]
7.4.1.2 - Listening to voices very different from your own [Seite 289]
7.4.1.3 - Eliciting cooperation from a diverse group [Seite 290]
7.4.2 - Emerging as a Leader from a Cultural Group [Seite 291]
7.4.2.1 - Strive to want more [Seite 292]
7.4.2.2 - Toleration is a dirty word [Seite 292]
7.4.3 - Leading across International Divides [Seite 293]
7.4.3.1 - Commit your brightest and best [Seite 294]
7.4.3.2 - Use the de minimus rule in making decisions [Seite 294]
7.4.3.3 - Understand that capital doesn't make right [Seite 294]
7.4.4 - Leading in the Virtual Age [Seite 295]
8 - Book 4 Time Management [Seite 297]
8.1 - Chapter 1 Organizing Yourself [Seite 299]
8.1.1 - Planning [Seite 299]
8.1.1.1 - Achieving peace of mind [Seite 300]
8.1.1.2 - Activating your subconscious mind [Seite 300]
8.1.1.3 - The 1,000 percent return [Seite 301]
8.1.1.4 - Assemble what you need [Seite 301]
8.1.1.5 - Handle everything - once [Seite 302]
8.1.2 - Grabbing the Three Keys to Personal Organization [Seite 302]
8.1.2.1 - Stepping back to evaluate [Seite 303]
8.1.2.2 - Developing neatness habits [Seite 303]
8.1.2.3 - Refusing to excuse [Seite 304]
8.2 - Chapter 2 Setting Yourself Up for Success [Seite 305]
8.2.1 - Getting to Know Yourself [Seite 306]
8.2.1.1 - Assessing your strengths and weaknesses [Seite 306]
8.2.1.2 - Naming goals to give you direction [Seite 307]
8.2.1.3 - Assigning a monetary worth to your time [Seite 307]
8.2.1.4 - Identifying your rhythm to get in the zone [Seite 308]
8.2.2 - Following a System [Seite 309]
8.2.2.1 - Scheduling your time and creating a routine [Seite 310]
8.2.2.2 - Organizing your surroundings [Seite 310]
8.2.3 - Overcoming Time-Management Obstacles [Seite 311]
8.2.3.1 - Communicating effectively [Seite 312]
8.2.3.2 - Circumventing interruptions [Seite 312]
8.2.3.3 - Getting procrastination under control [Seite 312]
8.2.3.4 - Making decisions: Just do it [Seite 313]
8.2.4 - Garnering Support While Establishing Your Boundaries [Seite 313]
8.2.4.1 - Balancing work and time with family and friends [Seite 314]
8.2.4.2 - Streamlining interactions with co-workers and customers [Seite 314]
8.2.5 - Keeping Motivation High [Seite 315]
8.3 - Chapter 3 Valuing Your Time [Seite 317]
8.3.1 - Getting a Good Grip on the Time-Equals-Money Concept [Seite 318]
8.3.2 - Calculating Your Hourly Income [Seite 319]
8.3.3 - Boosting Your Hourly Value through Your Work Efforts [Seite 321]
8.3.4 - Making Value-Based Time Decisions in Your Personal Life [Seite 322]
8.3.4.1 - Deciding whether to buy time: Chores and responsibilities [Seite 323]
8.3.4.2 - Making time-spending decisions: Leisure activities [Seite 323]
8.3.4.3 - Looking at rewards [Seite 324]
8.3.4.4 - Factoring in monetary and time costs [Seite 324]
8.3.4.5 - Staying open to experiences and using time wisely [Seite 326]
8.4 - Chapter 4 Focusing, Prioritizing, and Time-Blocking [Seite 327]
8.4.1 - Focusing Your Energy with the 80/20 Theory of Everything [Seite 328]
8.4.1.1 - Matching time investment to return [Seite 328]
8.4.1.2 - The vital 20 percent: Figuring out where to focus your energy at work [Seite 331]
8.4.1.3 - Personal essentials: Channeling efforts in your personal life [Seite 332]
8.4.2 - Getting Down to Specifics: Daily Prioritization [Seite 335]
8.4.3 - Blocking Off Your Time and Plugging in Your To-Do Items [Seite 338]
8.4.3.1 - Step 1: Dividing your day [Seite 339]
8.4.3.2 - Step 2: Scheduling your personal activities [Seite 340]
8.4.3.3 - Step 3: Factoring in your work activities [Seite 340]
8.4.3.4 - Step 4: Accounting for weekly self-evaluation and planning time [Seite 341]
8.4.3.5 - Step 5: Building in flextime [Seite 341]
8.4.4 - Assessing Your Progress and Adjusting Your Plan as Needed [Seite 342]
8.4.4.1 - Surveying your results [Seite 342]
8.4.4.2 - Tweaking your system [Seite 344]
8.5 - Chapter 5 Controlling Email Overload [Seite 347]
8.5.1 - Managing Email Effectively [Seite 347]
8.5.1.1 - Setting up filtering systems [Seite 348]
8.5.2 - Separating Your Work and Private Life [Seite 349]
8.5.2.1 - Managing multiple email addresses [Seite 349]
8.5.2.2 - Organizing and storing email [Seite 349]
8.5.3 - Responding to Email More Quickly [Seite 350]
8.5.3.1 - Employing an email response system [Seite 351]
8.5.3.2 - Automating your responses [Seite 353]
9 - Book 5 Business Writing [Seite 355]
9.1 - Chapter 1 Planning Your Message [Seite 357]
9.1.1 - Adopting the Plan-Draft-Edit Principle [Seite 357]
9.1.2 - Fine-Tuning Your Plan: Your Goals and Audience [Seite 358]
9.1.2.1 - Defining your goal: Know what you want [Seite 358]
9.1.2.2 - Defining your audience: Know your reader [Seite 360]
9.1.2.3 - Brainstorming the best content for your purpose [Seite 364]
9.1.2.4 - Writing to groups and strangers [Seite 365]
9.1.2.5 - Imagining your readers [Seite 365]
9.1.3 - Making People Care [Seite 367]
9.1.3.1 - Connecting instantly with your reader [Seite 367]
9.1.3.2 - Focusing on WIIFM [Seite 368]
9.1.3.3 - Highlighting benefits, not features [Seite 369]
9.1.3.4 - Finding the concrete and limiting the abstract [Seite 370]
9.1.4 - Choosing Your Written Voice: Tone [Seite 371]
9.1.4.1 - Being appropriate to the occasion, relationship, and culture [Seite 372]
9.1.4.2 - Writing as your authentic self [Seite 373]
9.1.4.3 - Being relentlessly respectful [Seite 373]
9.1.4.4 - Smiling when you say it [Seite 374]
9.1.5 - Using Relationship-Building Techniques [Seite 375]
9.1.5.1 - Personalizing what you write [Seite 376]
9.1.5.2 - Framing messages with you not I [Seite 376]
9.2 - Chapter 2 Making Your Writing Work [Seite 379]
9.2.1 - Stepping into a Twenty-First-Century Writing Style [Seite 379]
9.2.1.1 - Aiming for a clear, simple style [Seite 380]
9.2.1.2 - Applying readability guidelines [Seite 381]
9.2.1.3 - Finding the right rhythm [Seite 384]
9.2.1.4 - Achieving a conversational tone [Seite 386]
9.2.2 - Enlivening Your Language [Seite 388]
9.2.2.1 - Relying on everyday words and phrasing [Seite 388]
9.2.2.2 - Choosing reader-friendly words [Seite 389]
9.2.2.3 - Focusing on the real and concrete [Seite 390]
9.2.2.4 - Finding action verbs [Seite 392]
9.2.2.5 - Crafting comparisons to help readers [Seite 393]
9.2.3 - Using Reader-Friendly Graphic Techniques [Seite 395]
9.2.3.1 - Building in white space [Seite 395]
9.2.3.2 - Toying with type [Seite 396]
9.2.3.3 - Keeping colors simple [Seite 397]
9.2.3.4 - Adding effective graphics [Seite 398]
9.2.3.5 - Breaking space up with sidebars, boxes, and lists [Seite 398]
9.3 - Chapter 3 Improving Your Work [Seite 401]
9.3.1 - Changing Hats: Going from Writer to Editor [Seite 401]
9.3.1.1 - Choosing a way to edit [Seite 402]
9.3.1.2 - Distancing yourself from what you write [Seite 404]
9.3.2 - Reviewing the Big and Small Pictures [Seite 405]
9.3.2.1 - Assessing content success [Seite 405]
9.3.2.2 - Assessing the effectiveness of your language [Seite 406]
9.3.2.3 - Avoiding telltale up-down-up inflection [Seite 408]
9.3.2.4 - Looking for repeat word endings [Seite 409]
9.3.2.5 - Pruning prepositions [Seite 412]
9.3.2.6 - Cutting all non-contributing words [Seite 412]
9.3.3 - Moving from Passive to Active [Seite 415]
9.3.3.1 - Thinking action [Seite 415]
9.3.3.2 - Trimming there is and there are [Seite 416]
9.3.3.3 - Cutting the haves and have nots [Seite 417]
9.3.3.4 - Using the passive deliberately [Seite 417]
9.3.4 - Sidestepping Jargon, Clichés, and Extra Modifiers [Seite 418]
9.3.4.1 - Reining in jargon [Seite 418]
9.3.4.2 - Cooling the clichés [Seite 420]
9.3.4.3 - Minimizing modifiers [Seite 421]
9.4 - Chapter 4 Troubleshooting Your Writing [Seite 423]
9.4.1 - Organizing Your Document [Seite 423]
9.4.1.1 - Paragraphing for logic [Seite 424]
9.4.1.2 - Building with subheads [Seite 425]
9.4.1.3 - Working with transitions [Seite 426]
9.4.1.4 - Working in lists: Numbers and bulleting [Seite 428]
9.4.2 - Catching Common Mistakes [Seite 431]
9.4.2.1 - Using comma sense [Seite 432]
9.4.2.2 - Using however correctly [Seite 433]
9.4.2.3 - Matching nouns and pronouns [Seite 434]
9.4.2.4 - Weighing which versus that [Seite 435]
9.4.2.5 - Pondering who versus that [Seite 436]
9.4.2.6 - Choosing who versus whom [Seite 436]
9.4.2.7 - Beginning with and or but [Seite 438]
9.4.2.8 - Ending with prepositions [Seite 438]
9.4.3 - Reviewing and Proofreading: The Final Check [Seite 439]
9.4.3.1 - Checking the big picture [Seite 439]
9.4.3.2 - Proofreading your work [Seite 440]
9.4.3.3 - Creating your very own writing improvement guide [Seite 442]
9.5 - Chapter 5 Writing Emails That Get Results [Seite 445]
9.5.1 - Fast-Forwarding Your Agenda In-House and Out-of-House [Seite 446]
9.5.2 - Getting Off to a Great Start [Seite 448]
9.5.2.1 - Writing subject lines that get your message read [Seite 448]
9.5.2.2 - Using salutations that suit [Seite 450]
9.5.2.3 - Drafting a strong email lead [Seite 451]
9.5.3 - Building Messages That Achieve Your Goals [Seite 453]
9.5.3.1 - Clarifying your own goals [Seite 453]
9.5.3.2 - Assessing what matters about your audience [Seite 454]
9.5.3.3 - Determining the best content for emails [Seite 457]
9.5.4 - Structuring Your Middle Ground [Seite 458]
9.5.5 - Closing Strong [Seite 460]
9.5.6 - Perfecting Your Writing for Email [Seite 461]
9.5.6.1 - Monitoring length and breadth [Seite 461]
9.5.6.2 - Styling it right [Seite 462]
9.5.6.3 - Going short: Words, sentences, paragraphs [Seite 463]
9.5.6.4 - Using graphic techniques to promote clarity [Seite 463]
9.5.6.5 - Using the signature block [Seite 465]
10 - Book 6 Presentations [Seite 467]
10.1 - Chapter 1 Creating Compelling Content [Seite 469]
10.1.1 - Getting Your Content Up to Par [Seite 470]
10.1.1.1 - Determining your content's purpose [Seite 470]
10.1.1.2 - Covering your points in priority order [Seite 471]
10.1.1.3 - Navigating content [Seite 471]
10.1.2 - Adding Variety and Impact [Seite 472]
10.1.2.1 - Using facts [Seite 473]
10.1.2.2 - Giving examples [Seite 473]
10.1.2.3 - Citing references [Seite 474]
10.1.2.4 - Telling stories [Seite 474]
10.1.2.5 - Going by the numbers [Seite 475]
10.1.2.6 - Quoting experts [Seite 476]
10.1.2.7 - Contrasting and comparing [Seite 476]
10.1.2.8 - Giving demonstrations [Seite 477]
10.1.2.9 - Defining terms [Seite 478]
10.1.2.10 - Answering rhetorical questions [Seite 478]
10.1.2.11 - Explaining yourself [Seite 479]
10.1.2.12 - Making assumptions [Seite 480]
10.1.2.13 - Showing testimonials [Seite 481]
10.1.2.14 - Making analogies [Seite 481]
10.2 - Chapter 2 Honing Your Platform Skills [Seite 483]
10.2.1 - Using Your Voice to Command Attention [Seite 484]
10.2.1.1 - Rule 1: Speak out loud [Seite 484]
10.2.1.2 - Rule 2: Project your voice - without shouting [Seite 486]
10.2.1.3 - Rule 3: Vary your volume [Seite 487]
10.2.1.4 - Speaking softly [Seite 488]
10.2.1.5 - Adjusting your rate [Seite 488]
10.2.1.6 - Adding a solid punch to a statement [Seite 490]
10.2.1.7 - Pausing eloquently [Seite 490]
10.2.2 - Captivating Audiences with Your Eyes [Seite 492]
10.2.2.1 - Understanding the importance of eye contact [Seite 493]
10.2.2.2 - Speaking with your eyes [Seite 494]
10.2.2.3 - Keeping eye contact with a large audience [Seite 495]
10.2.3 - Finding the Right Posture [Seite 495]
10.2.3.1 - Giving a bad impression with the wrong posture [Seite 495]
10.2.3.2 - Standing tall [Seite 497]
10.2.3.3 - Rocking and rolling [Seite 499]
10.2.3.4 - Moving gracefully and purposefully [Seite 500]
10.2.4 - Making the Right Facial Expressions [Seite 501]
10.2.5 - Gesturing Creatively [Seite 502]
10.2.5.1 - Exploring gesture types [Seite 502]
10.2.5.2 - Making a grand gesture [Seite 504]
10.2.5.3 - Eliminating distracting gestures [Seite 505]
10.3 - Chapter 3 Captivating Your Audience [Seite 507]
10.3.1 - Touching on the Laws of Communication Impact [Seite 508]
10.3.2 - Starting with the Law of Primacy [Seite 509]
10.3.3 - Starting Off on the Right Foot [Seite 511]
10.3.3.1 - Making a dynamic first impression [Seite 511]
10.3.3.2 - Using mild-to-wild creativity [Seite 512]
10.3.4 - Building Your Introduction [Seite 516]
10.3.4.1 - Sticking with tradition [Seite 516]
10.3.4.2 - Spicing it up [Seite 517]
10.3.4.3 - Engaging the audience with questions [Seite 518]
10.3.4.4 - Adding a little humor [Seite 519]
10.3.4.5 - Setting the stage [Seite 520]
10.3.4.6 - Starting out bold and interesting [Seite 521]
10.3.4.7 - Phrasing transitions [Seite 522]
10.4 - Chapter 4 Keeping Your Audience Captivated [Seite 523]
10.4.1 - Standing and Shouting Out: The Law of Emphasis and Intensity [Seite 524]
10.4.1.1 - Comparing and contrasting [Seite 525]
10.4.1.2 - Changing your voice [Seite 526]
10.4.1.3 - Adding pizzazz [Seite 526]
10.4.1.4 - Highlighting specific aspects [Seite 528]
10.4.1.5 - Using special effects [Seite 529]
10.4.1.6 - Telling a story [Seite 529]
10.4.1.7 - Demonstrating your point [Seite 529]
10.4.1.8 - Propping up [Seite 530]
10.4.1.9 - Tech-ing out [Seite 530]
10.4.2 - Involving Your Audience: The Law of Exercise and Engagement [Seite 531]
10.4.2.1 - Involving the audience [Seite 531]
10.4.2.2 - Encouraging interaction [Seite 532]
10.4.3 - Hitting Their Hot Buttons: The Law of Interest [Seite 533]
10.4.4 - Facing the Consequences: The Law of Effect [Seite 535]
10.5 - Chapter 5 Ending on a High Note [Seite 537]
10.5.1 - Concluding Effectively: The Law of Recency [Seite 538]
10.5.2 - Affecting Your Audience Right to the End [Seite 539]
10.5.2.1 - Conclude, don't include [Seite 539]
10.5.2.2 - Signal that the end is near [Seite 539]
10.5.2.3 - End it already [Seite 540]
10.5.2.4 - Be neither meek nor weak [Seite 540]
10.5.2.5 - Leave with a strong message [Seite 540]
10.5.3 - Giving a Tactical Conclusion [Seite 541]
10.5.3.1 - Repeating a theme (with a twist) [Seite 541]
10.5.3.2 - Leaving them smiling [Seite 541]
10.5.3.3 - Offering impressive incentives [Seite 542]
10.5.4 - Engineering Your Conclusion with Building Blocks [Seite 544]
10.5.4.1 - Ending with motivation and inspiration [Seite 545]
10.5.4.2 - Advocating a new strategic approach and direction [Seite 546]
10.5.4.3 - Giving the audience a happy ending [Seite 548]
10.5.4.4 - Offering an informational conclusion [Seite 549]
11 - Book 7 Negotiation [Seite 553]
11.1 - Chapter 1 Negotiating for Life [Seite 555]
11.1.1 - When Am I Negotiating? [Seite 555]
11.1.2 - The Six Basic Skills of Negotiating [Seite 556]
11.1.2.1 - Preparing [Seite 557]
11.1.2.2 - Setting goals and limits [Seite 559]
11.1.2.3 - Listening [Seite 559]
11.1.2.4 - Being clear [Seite 560]
11.1.2.5 - Pushing the pause button [Seite 562]
11.1.2.6 - Closing the deal [Seite 562]
11.1.3 - Handling All Sorts of Negotiations [Seite 563]
11.1.3.1 - When negotiations get complicated [Seite 564]
11.1.3.2 - International negotiations [Seite 564]
11.1.3.3 - Negotiations between men and women [Seite 565]
11.1.3.4 - Negotiation on the phone and via the Internet [Seite 565]
11.2 - Chapter 2 Knowing What You Want [Seite 567]
11.2.1 - Creating Your Vision [Seite 568]
11.2.1.1 - Envisioning your future [Seite 569]
11.2.1.2 - Making a commitment [Seite 573]
11.2.1.3 - Identifying your values [Seite 575]
11.2.2 - Deciding How You Are Going to Achieve Your Vision [Seite 575]
11.2.2.1 - The three-year plan [Seite 576]
11.2.2.2 - Putting your plan into action [Seite 578]
11.2.3 - Preparing Yourself for Negotiation [Seite 579]
11.2.3.1 - A is for alert [Seite 579]
11.2.3.2 - Dressing for success [Seite 580]
11.2.3.3 - Walking through the door [Seite 581]
11.2.3.4 - Leaving enough time [Seite 583]
11.2.4 - Defining Your Space [Seite 583]
11.2.4.1 - Negotiating on your home turf [Seite 583]
11.2.4.2 - Seating with purpose [Seite 584]
11.2.4.3 - Planning the environment far in advance [Seite 585]
11.3 - Chapter 3 Setting Goals [Seite 587]
11.3.1 - Setting a Good Goal [Seite 588]
11.3.1.1 - Getting active participation from every team member [Seite 590]
11.3.1.2 - Keeping the goals on course [Seite 591]
11.3.1.3 - Setting the right number of goals [Seite 591]
11.3.1.4 - Setting specific rather than general goals [Seite 592]
11.3.1.5 - Setting challenging yet attainable goals [Seite 592]
11.3.1.6 - Prioritizing your goals [Seite 593]
11.3.2 - Separating Long-Range Goals from Short-Range Goals [Seite 594]
11.3.3 - Setting the Opening Offer [Seite 594]
11.3.4 - Breaking the Stone Tablet [Seite 595]
11.4 - Chapter 4 Asking the Right Questions [Seite 597]
11.4.1 - Tickle It Out: The Art of Coaxing Out Information [Seite 597]
11.4.1.1 - Battling the jargon [Seite 598]
11.4.1.2 - Clarifying relativity [Seite 599]
11.4.2 - Asking Good Questions: A Real Power Tool [Seite 600]
11.4.2.1 - Avoid intimidation [Seite 602]
11.4.2.2 - Ask, don't tell [Seite 603]
11.4.2.3 - Avoid leading questions [Seite 604]
11.4.2.4 - Don't assume anything [Seite 605]
11.4.2.5 - Ask open-ended questions [Seite 607]
11.4.2.6 - Ask again [Seite 608]
11.4.2.7 - Use your asks wisely [Seite 609]
11.4.2.8 - Accept no substitutes [Seite 609]
11.4.3 - Dealing with Unacceptable Responses [Seite 610]
11.4.3.1 - Don't tolerate the dodge [Seite 610]
11.4.3.2 - Don't accept an assertion for the answer [Seite 610]
11.4.3.3 - Don't allow too many pronouns [Seite 611]
11.4.4 - Look for Evidence of Listening [Seite 611]
11.5 - Chapter 5 Closing the Deal [Seite 613]
11.5.1 - Good Deals, Bad Deals, and Win-Win Negotiating [Seite 614]
11.5.1.1 - Assessing the deal [Seite 615]
11.5.1.2 - Creating win-win deals [Seite 617]
11.5.2 - Concessions versus Conditions [Seite 619]
11.5.3 - What It Means to Close a Deal [Seite 621]
11.5.4 - Understanding the Letter of the Law [Seite 622]
11.5.4.1 - Legal definition of a closed deal [Seite 622]
11.5.4.2 - Offers and counteroffers [Seite 623]
11.5.4.3 - Written versus oral contracts [Seite 623]
11.5.4.4 - Legal protection before the contract [Seite 624]
11.5.5 - Recognizing When to Close [Seite 624]
11.5.6 - Knowing How to Close [Seite 625]
11.5.6.1 - The good closer [Seite 625]
11.5.6.2 - The only three closing strategies you'll ever need [Seite 626]
11.5.6.3 - Using linkage to close [Seite 627]
11.5.7 - Barriers to Closing [Seite 629]
11.5.7.1 - Overcoming fears [Seite 629]
11.5.7.2 - Overcoming objections [Seite 631]
11.5.8 - Closing When It's All in the Family [Seite 633]
11.5.9 - When the Deal Is Done [Seite 634]
11.5.9.1 - Review the process [Seite 634]
11.5.9.2 - Set up systems for checking the system [Seite 635]
11.5.9.3 - Remember to celebrate! [Seite 636]
12 - Index [Seite 637]
13 - EULA [Seite 675]

Dateiformat: PDF
Kopierschutz: Adobe-DRM (Digital Rights Management)

Systemvoraussetzungen:

Computer (Windows; MacOS X; Linux): Installieren Sie bereits vor dem Download die kostenlose Software Adobe Digital Editions (siehe E-Book Hilfe).

Tablet/Smartphone (Android; iOS): Installieren Sie bereits vor dem Download die kostenlose App Adobe Digital Editions (siehe E-Book Hilfe).

E-Book-Reader: Bookeen, Kobo, Pocketbook, Sony, Tolino u.v.a.m. (nicht Kindle)

Das Dateiformat PDF zeigt auf jeder Hardware eine Buchseite stets identisch an. Daher ist eine PDF auch für ein komplexes Layout geeignet, wie es bei Lehr- und Fachbüchern verwendet wird (Bilder, Tabellen, Spalten, Fußnoten). Bei kleinen Displays von E-Readern oder Smartphones sind PDF leider eher nervig, weil zu viel Scrollen notwendig ist. Mit Adobe-DRM wird hier ein "harter" Kopierschutz verwendet. Wenn die notwendigen Voraussetzungen nicht vorliegen, können Sie das E-Book leider nicht öffnen. Daher müssen Sie bereits vor dem Download Ihre Lese-Hardware vorbereiten.

Bitte beachten Sie bei der Verwendung der Lese-Software Adobe Digital Editions: wir empfehlen Ihnen unbedingt nach Installation der Lese-Software diese mit Ihrer persönlichen Adobe-ID zu autorisieren!

Weitere Informationen finden Sie in unserer E-Book Hilfe.


Download (sofort verfügbar)

20,99 €
inkl. 7% MwSt.
Download / Einzel-Lizenz
PDF mit Adobe-DRM
siehe Systemvoraussetzungen
E-Book bestellen