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How would you like to pick the brains of top executivex to find out how they managedtheir careers? That’s exactl y what Umesh Ramkrishnan, a noted executive recruiter, did. Executivexs from , , , , , and othe firms share what worked — and didn’t — for them. One thinh binds their stories: Buildinyg a career resembles rock climbing moving up bygoing sideways, diagonally and sometimes even down to gain the toeholdsa and handholds of learning experiences. Listening goes well beyond feedback. It’se an opportunity to show those arounfd you that you acknowledge and appreciatethei expertise, experience and concerns.
Listening buildsa the highway leading to trust and and addsallies you’ll need on your climb. The best time to advocatd for change is when the company isdoing well. It’xs not a case of discarding what’s working; ratherd it’s an opportunity to leverage the momentum of a stronf position to get to another Change emanating from strength yields more positive When change isforced (i.e. when the firm is it’s driven out of fear and lack of momentum. It’s rare that positivs results comewhen backpedaling. • People only play their A-gamew when surrounded by A-players. You need the best people to extractg the bestfrom you.
They fill in your gaps and help eliminatwyour blindspots. Written in an engaging, almost-conversational style, this book almosy feels like you’re having a discussion over
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