
It's Not Always Right to Be Right
Description
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A breakthrough guide to the real lessons of business
Have you ever noticed that individuals of brilliance often fall short of their true potential? Great ideas, concepts and initiatives seldom break through the sea of business mediocrity. As a senior international leader with over 30 years corporate experience, Hamish Thomson has discovered that true transformation and breakthrough comes from personal insight - derived not from intellect or technical mastery, but from experience and observation of real-life occurrences.
It's Not Always Right to Be Right offers unique business and leadership insights, teachable models, and practical advice on what one needs to do differently to achieve desired results. Writing in a casual, autobiographical style, Hamish shares the key experiences and hard-won lessons that enabled him to drive significant change when all the right ways of doing things didn't work. Packed with fascinating true-to-life stories and powerful, often counterintuitive lessons, this invaluable guide:
- Distills a lifetime of business wisdom into a single volume
- Offers honest business and leadership lessons drawn from a long and successful corporate career
- Features learning messages, practical steps, and shareable strategic models and frameworks to help you make a tangible difference where it counts
- Provides strategic models that can be used to frame discussions and drive change in individuals, teams, and entire organizations
Hamish Thomson is a CEO, board and startup adviser, consultant, speaker and investor.
A New Zealander by birth, in his 30-year career, he has been a successful Regional President and Global Brand head for Mars Incorporated (UK, Australia and Chicago), a senior marketing and sales lead for Reebok International (England and the Netherlands) and a fresh-faced account executive in the London advertising scene. He lives in Sydney, Australia, with his wife and three children.
www.hamishrthomson.com
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Content
- Cover
- Title Page
- Copyright Page
- Contents
- Purpose: What's in it for you?
- Introduction: Good, but not Great
- Chapter 1 Law, Logic andRelationships
- A lesson I never forgot
- The practical part
- Models for the whiteboard
- Chapter 2 Drains and Radiators
- Negativity hurts
- Leadership energy
- The practical part
- Models for the whiteboard
- Chapter 3 The Man Who Used to Smile
- Reality bites
- Where I went wrong
- The practical part
- Models for the whiteboard
- Chapter 4 Results Are Nice but awards Matter
- Awards are talent magnets
- Awards give rise to breakthrough and to 'special'
- Awards provide clarity of focus and direction
- A boozy lunch lesson
- Winning: the drug of choice
- Risk vs awards
- How to win Cannes Global Advertiser of the Year
- The practical part
- Chapter 5 It's Not Always Right to be Right
- Getting to win-win
- Exceptions to every rule
- The practical part
- Chapter 6 Noticed, Remembered, Understood
- Three steps to exceptional
- Noticed
- Remembered
- Understood
- The practical part
- Models for the whiteboard
- Chapter 7 Ever Heard of Harry Redknapp?
- The ability to manage and negotiate emotion
- The ability to learn through adversity
- The ability to learn through others
- The ability to learn through immersion
- The ability to learn through self
- Believe in experience
- Introducing Harry
- Listen, refine and grow
- Personal learning
- Strategic learning
- Functional learning
- Chapter 8 Bad Bosses Are Great Bosses
- The peril of bad bosses
- My bad bosses
- My lessons learned
- Chapter 9 The 3 A's (and one critical E)
- Centralisation station
- Assist, add value or accelerate
- Operational/Local teams
- Centralised/Regional/Global teams
- Chapter 10 It Only Hurts When You Write the Cheque
- The message
- Chapter 11 Get a Life
- Time on the ball
- The importance of messaging
- A question of choice
- The practical part
- Models for the whiteboard
- Chapter 12 What Would Margaret Thatcher say?
- The value of being liked
- The science of likeability
- No dickheads
- Chapter 13 Bring On the Grilling
- Theory of reactance
- Samson fires up the grill
- The British grillmaster
- Chapter 14 The Hardest Part of a Decision
- Reflectors VS forward-lookers
- Decision-making non-negotiables
- The practical part
- Models for the whiteboard
- Chapter 15 Culture Doesn't Matter
- Corporate culture
- A story of foolhardiness
- Cultural crisis
- The practical part
- Models for the whiteboard
- Chapter 16 Constant Dissatisfaction
- Channeling dissatisfaction
- A dissatisfied person's approach to business models
- 'Sustaining success'? Impossible
- Realignment: trickier than it looks
- Dissatisfaction's fallout
- The practical part
- Models for the whiteboard
- Chapter 17 The Authentic You
- My wake-up call
- The practical part
- Models for the Whiteboard
- Chapter 18 Who Is Writing Your Agenda?
- Leading my agenda
- The practical part
- Models for the whiteboard
- Close: If Not You, Who?
- INDEX
- EULA
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