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    You Can't Win a Fight with Your Boss: & 55 Other Rules for Success
    You Can't Win a Fight with Your Boss: & 55 Other Rules for Success
    You Can't Win a Fight with Your Boss: & 55 Other Rules for Success
    Ebook105 pages1 hour

    You Can't Win a Fight with Your Boss: & 55 Other Rules for Success

    By Tom Markert

    3/5

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    About this ebook

    You can't win a fight with your boss.

    If you have ever thought otherwise, then you're dead wrong. And you're career is over, too.

    In this lively guide to surviving the pitfalls of the modern corporate environment, Tom Markert, a senior executive at information giant ACNielsen, presents 56 practical rules that every employee, manager, and executive must follow in order to find corporate success.

    With rules such as "Work hard and smart" and "Find a good boss" Markert addresses some of the most important questions facing corporate executives today. Here, in colorful and inspiring language, he offers practical advice on how to impress and make your boss look good, how to position yourself for success, and how to address work and social situations that every employee must conquer.

    And, most important, Markert covers the number one question in any employee's mind: How do I work with my boss? Here, this book becomes an indispensable guide to corporate life.

    Markert draws on his experience to illustrate these rules with telling, and often funny, anecdotes about people who have not followed the rules and paid the ultimate corporate price -- failure, embarrassment, and a career stopped dead in its tracks.

    LanguageEnglish
    PublisherHarperCollins
    Release dateMar 17, 2009
    ISBN9780061860652
    You Can't Win a Fight with Your Boss: & 55 Other Rules for Success
    Author

    Tom Markert

    Tom Markert is CEO of Ipsos Loyalty Worldwide, a Market Research provider to many Fortune 500 companies and is currently a member of the Board of Directors of State Auto, a publicly traded property and casualty insurer based in Columbus, Ohio. He has held leadership positions at ACNielsen, Citicorp, and Procter & Gamble and has held positions on the board of directors of the Australian professional basketball team the Sydney Kings and the American Chamber of Commerce in New South Wales, Australia. He lives in Connecticut.

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    • 5/5
      This is a basic, concise, common-sense listing about how to leave your emotions at home, and lead, perform, execute, behave - at work. It is much simpler and perhaps in a way better, than that extremely similar contemporary guide, The Rules of Work.

    Book preview

    You Can't Win a Fight with Your Boss - Tom Markert

    RULE 1

    Work Hard and Smart

    If you hear the words get rich quick, run for the hills. You are being scammed.

    To make money, you have to work. To make lots of money, you have to work really hard and really smart.

    Rule 1 is the cornerstone of this book: Remember, work hard and smart.

    RULE 2

    No One Is Entitled to Anything!

    Hear this now. No one inside a company is entitled to anything. Not one thing. Not ever.

    If you think you are entitled to keep your job, you are not.

    If you think you are entitled to a promotion, you are not.

    If you think you are entitled to more money, you are not.

    If you think you are entitled to a big office, you are not.

    Business has nothing to do with entitlement. Business is about achievement. If you consistently deliver the goods, your rewards will come.

    I am not in favor of staff programs that reward seniority. The stakes for a new employee should be the same as those for a long-term employee. You deliver, you move ahead. You also get paid more.

    I take a similar position with tenure. In some countries, for instance, teachers have a job for life once they survive a tenure period. That’s crap! I couldn’t care less about tenure. Under tenure arrangements, employees can coast. No way. That will never be allowed in a successful company.

    If you don’t perform, you can’t keep your job!

    RULE 3

    Be Motivated

    You can’t become a senior executive inside a large company today if you do not have a robust ego. The work that it takes to drive success at the elite level is too tough, too complex, and too demanding for a person who is not somewhat egocentric to survive.

    Your ego can drive in you a need to achieve results and a blinding fear of failure. Every senior executive position is highly visible. It is no different from being the coach of any sporting team in the world today. Emmett Davis, head coach of men’s basketball at Colgate University, once told me: My results are in the newspaper every day. These comments were echoed by Australian Olympic basketball coach and Sydney Kings boss Brian Goorjian: Everyone knows how my day in the office was. It was on radio and TV. It’s the same inside a company, where the scorecard is the annual report—and lots of people read it. Coaches and managers with losing records don’t get to keep their jobs. Fear motivates.

    Money also motivates. You can make plenty of money at the top of many large companies. The salary packages that are offered are often massive, because the impact an executive has on an organization is likewise massive—good or bad. Companies pay for both talent and performance. If money is a motivator for you—fantastic, you have a shot at moving up quickly.

    If you are looking for a rewarding career that does not involve huge money, you can choose many professions that compensate you with psychological income. For example, social workers are usually unsung heroes; they help people resolve enormous problems, their work is usually very difficult, yet they make very little money. However, they do get the opportunity to make a difference in people’s lives, which can be hugely rewarding. That said, psychological income does not motivate people who want to run big companies.

    Ego and money can be good. Let’s not pretend otherwise.

    RULE 4

    Put in the Hours

    You can’t cheat the clock. You are not going to get ahead without a very major commitment to your job in terms of pure hours. I have worked all over the world over the past twenty years and have found this to be universally true. Some cultures require more than others. North America is the toughest. Ted Marzilli, vice president of corporate development of VNU, recalls his early days at a top consulting firm in the United States.

    "We used to laugh when we had to complete a timesheet—the maximum we could ‘bill’ per week was forty hours (eight hours per day)—whereas in reality there were weeks when that forty-hour total we wrote down represented only half of the hours we spent at work. But that was the environment; we had to deliver for our clients and you, personally, had to maintain your internal reputation. Time spent on the job was certainly not the only measure of performance, but if the team was ordering a dinner delivery at 8 P.M., and you said, ‘No thanks, I plan to leave shortly,’ well, you could only get away with that once in a while, and your teammates certainly took notice. Leaving ‘early’ was definitely not the typical path to success.

    There is no shortage of work to be done on any consulting project. It’s a rare occasion when your project manager or project partner might say, ‘Gee, you have been working too hard lately, why don’t you leave early tonight?’ The environment is up or out—if you do not perform, you will be asked to leave the firm. You are always under pressure to perform, regardless of how senior you are in a company; every project is a new ‘proving’ ground. You can never rest on your laurels.

    Whether it’s by recording billable hours or setting up an environment where long hours are the expectation, professional service firms use time spent at work as an important way to measure an individual’s commitment and contribution. And it isn’t just about the number of hours; it’s about squeezing every bit of productivity possible out of every minute of the day. And you can forget lunch breaks. You can’t make money for a company while you’re eating lunch.

    If you don’t put in the hours, someone just as smart and just as clever as you will. Fact of life: The strong survive. My own policy is to avoid working weekends. Frankly, it is good to get the break, but sometimes it can’t be

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