Philip Delves Broughton is the author of the international bestseller What They Teach You at Harvard Business School: MyTwo Years in the Cauldron of Capitalism. The Wall Street Journalcalled it “horrifying and very funny” and The Financial Times“entertaining and absorbing.” He has a BA from Oxford, an MBA from the Harvard Business School, served as New York and Paris correspondent for The Daily Telegraph and writes regularly for The Financial Times.Philip is also a blogger and his posts can be viewed at www.philipdelvesbroughton.com

• Introduction: What is Management?   Ch 1 Managing Yourself Taking a Personal AuditFocusing on What You Can ControlDe-clutteringTaking Care of YourselfBeing EffectiveFinding Your MotivationKnowing YourselfWorking with What You’ve GotCombating Performance AnxietyTrusting Your Own JudgementDoing What Feels RightMoving the Flywheel of SuccessTop 10 Tips for Managing Yourself  Ch 2 Managing OthersHiring for TomorrowHiring Junior StaffHiring Other ManagersJagged Resumes, Talent that Whispers and Talent that ShoutsGetting Past Stereotype and CharismaManaging TeamsManaging Clever PeopleUsing Perverse IncentivesMotivating PeopleKeeping it SimpleHandling Crisis JunkiesLearning from Hedge FundsDon’t Compete, Co-operateDealing with ComplainersManaging Social NetworksManaging PerformanceDismissing StaffEarning TrustNurturing CreativityTop 10 Tips for Managing People  Ch 3 Managing Processes Learning from Toyotas Production SystemStarting Lean and Staying LeanDeath by Powerpoint: Sharing InformationGetting the Most Out of MeetingsMastering the Art of NegotiationFostering InnovationCreating a Networked EnvironmentTop 10 Tips for Managing Processes  Ch 4 Managing NumbersFinding Value in What You KnowManaging for ValueIgnoring the FactsManaging RiskFocusing on Relevance Rather Than RulesTop 10 Tips forManaging Numbers  Ch 5 Managing ChangeManagers vs. LeadersObserving the Unintended Effects of ChangeOvercoming ResistanceAvoiding Common MistakesTurning Conflict into CreativityDeveloping a VisionHarnessing the Power of StoriesAchieving Cultural ContinuityManaging Disruptive ChangeTop 10 Tips for Managing Change  Ch 6 Managing StrategyUnderstanding Strategy Managing Open InnovationManaging FailureManaging SuccessTop 10 Tips for Managing Strategy  Conclusion

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Philip Delves Broughton is the author of the international bestseller What They Teach You at Harvard Business School: MyTwo Years in the Cauldron of Capitalism. The Wall Street Journalcalled it “horrifying and very funny” and The Financial Times“entertaining and absorbing.” He has a BA from Oxford, an MBA from the Harvard Business School, served as New York and Paris correspondent for The Daily Telegraph and writes regularly for The Financial Times.Philip is also a blogger and his posts can be viewed at www.philipdelvesbroughton.com

• Introduction: What is Management?   Ch 1 Managing Yourself Taking a Personal AuditFocusing on What You Can ControlDe-clutteringTaking Care of YourselfBeing EffectiveFinding Your MotivationKnowing YourselfWorking with What You’ve GotCombating Performance AnxietyTrusting Your Own JudgementDoing What Feels RightMoving the Flywheel of SuccessTop 10 Tips for Managing Yourself  Ch 2 Managing OthersHiring for TomorrowHiring Junior StaffHiring Other ManagersJagged Resumes, Talent that Whispers and Talent that ShoutsGetting Past Stereotype and CharismaManaging TeamsManaging Clever PeopleUsing Perverse IncentivesMotivating PeopleKeeping it SimpleHandling Crisis JunkiesLearning from Hedge FundsDon’t Compete, Co-operateDealing with ComplainersManaging Social NetworksManaging PerformanceDismissing StaffEarning TrustNurturing CreativityTop 10 Tips for Managing People  Ch 3 Managing Processes Learning from Toyotas Production SystemStarting Lean and Staying LeanDeath by Powerpoint: Sharing InformationGetting the Most Out of MeetingsMastering the Art of NegotiationFostering InnovationCreating a Networked EnvironmentTop 10 Tips for Managing Processes  Ch 4 Managing NumbersFinding Value in What You KnowManaging for ValueIgnoring the FactsManaging RiskFocusing on Relevance Rather Than RulesTop 10 Tips forManaging Numbers  Ch 5 Managing ChangeManagers vs. LeadersObserving the Unintended Effects of ChangeOvercoming ResistanceAvoiding Common MistakesTurning Conflict into CreativityDeveloping a VisionHarnessing the Power of StoriesAchieving Cultural ContinuityManaging Disruptive ChangeTop 10 Tips for Managing Change  Ch 6 Managing StrategyUnderstanding Strategy Managing Open InnovationManaging FailureManaging SuccessTop 10 Tips for Managing Strategy  Conclusion

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Philip Delves Broughton is the author of the international bestseller What They Teach You at Harvard Business School: MyTwo Years in the Cauldron of Capitalism. The Wall Street Journalcalled it “horrifying and very funny” and The Financial Times“entertaining and absorbing.” He has a BA from Oxford, an MBA from the Harvard Business School, served as New York and Paris correspondent for The Daily Telegraph and writes regularly for The Financial Times.Philip is also a blogger and his posts can be viewed at www.philipdelvesbroughton.com

• Introduction: What is Management?   Ch 1 Managing Yourself Taking a Personal AuditFocusing on What You Can ControlDe-clutteringTaking Care of YourselfBeing EffectiveFinding Your MotivationKnowing YourselfWorking with What You’ve GotCombating Performance AnxietyTrusting Your Own JudgementDoing What Feels RightMoving the Flywheel of SuccessTop 10 Tips for Managing Yourself  Ch 2 Managing OthersHiring for TomorrowHiring Junior StaffHiring Other ManagersJagged Resumes, Talent that Whispers and Talent that ShoutsGetting Past Stereotype and CharismaManaging TeamsManaging Clever PeopleUsing Perverse IncentivesMotivating PeopleKeeping it SimpleHandling Crisis JunkiesLearning from Hedge FundsDon’t Compete, Co-operateDealing with ComplainersManaging Social NetworksManaging PerformanceDismissing StaffEarning TrustNurturing CreativityTop 10 Tips for Managing People  Ch 3 Managing Processes Learning from Toyotas Production SystemStarting Lean and Staying LeanDeath by Powerpoint: Sharing InformationGetting the Most Out of MeetingsMastering the Art of NegotiationFostering InnovationCreating a Networked EnvironmentTop 10 Tips for Managing Processes  Ch 4 Managing NumbersFinding Value in What You KnowManaging for ValueIgnoring the FactsManaging RiskFocusing on Relevance Rather Than RulesTop 10 Tips forManaging Numbers  Ch 5 Managing ChangeManagers vs. LeadersObserving the Unintended Effects of ChangeOvercoming ResistanceAvoiding Common MistakesTurning Conflict into CreativityDeveloping a VisionHarnessing the Power of StoriesAchieving Cultural ContinuityManaging Disruptive ChangeTop 10 Tips for Managing Change  Ch 6 Managing StrategyUnderstanding Strategy Managing Open InnovationManaging FailureManaging SuccessTop 10 Tips for Managing Strategy  Conclusion

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