Why You Should Want Power? First of all, having power is related to living a longer and healthier life. Second, power, and the stature that accompany power, can produce wealth. Third, power is part of leadership and is necessary to get things done. Finding the right place for you requires several steps. First, you must be brutally honest about your strengths, weaknesses, and preferences – and because of the self-enhancement motive, not many people are as objective about themselves as they need to be. Second, you can’t get trapped into following the crowd and doing something just because everyone else is. Third, to pick the right place for yourself, you must be objective not only about yourself but about the job and its risks and opportunities.
" Pfeffer - a Stanford professor - debunks many common misconceptions we have about power" - CNBC
" the rare birds beginning their careers, in a rut, or simply open to learning more about themselves, Power is the book for you." - New York Jornal of Books
"I learned valuable lessons from Power. I think you will too." - Germane Coaching and Consulting
Your brain contains roughly 100 billion nerve cells forming anywhere from a trillion to perhaps even a quadrillion connections called synapses. These connections are in a constant, dynamic state of remodeling in response to the world around you. To create a golden age for your brain, you need to use the
Blink is a book about how we think without thinking, about choices that seem to be made in an instant-in the blink of an eye-that actually aren’t as simple as they seem. Why are some people brilliant decision makers, while others are consistently inept? Why do some people follow their instincts
This amoral, cunning, ruthless, and instructive book synthesizes the philosophies of Machiavelli, Sun Tzu, and Carl Von Clausewitz with the historical legacies of statesmen, warriors, seducers, and con men throughout the ages.
In a power-and-celebrity-obsessed culture, to be “out of power” is to be out of the limelight, away from the action, and almost invisible. It is a tough transition to make.
If you are going to misbehave in any way, do so before you achieve a high-level position that makes you the object of constant attention by peers, subordinates, superiors, and the media.
You need to think strategically about the dimensions or elements of the reputation you want to build.
Take your Time in Responding: Breathe and take time to collect yourself – you will be much more effective than if you just rush into the situation.
People who express anger are seen as “dominant, strong, competent, and smart,” although they are also, of course, seen as less nice and warm.
Most people avoid difficult situations and difficult people. If you can handle difficult conflict-filled and stress-filled situations effectively, you have an advantage over most people.
Training in negotiation often includes advice to negotiate over “interests” rather than “positions”.
Organizational life can be irritating and frustrating and can divert people’s effort and attention. Ambition can help people overcome the temptation to give up.
Many companies and leaders show little interest in subjecting their business practices and decisions to the same scientific rigor they would use for technical or medical issues. Every day there are opportunities for companies to use better information to gain an advantage over the competition, doing so simply entails using evidence-based