Classical book review on

What They Dont

Teach You at
Harward Business
School
*** Mark. H. Mc Cormack
By Ankur katkar
Roll number:
MMS Ist year
NCRDs Sterling Institute of Management Studies.
The best lesson anyone can learn from business school is an awareness of what it cant teach
you all the institute and outs of everyday business life.
The author has drawn in this book covering selling, negotiation, starting, building and winning a
business, managing people and personalities, getting ahead and getting things done.
This book is really about street smarts- the ability to make active, positive use of your instinct,
insight and perceptions.
This book can teach you how to read people, hoe to influence their reading of you, and how to
apply or customize both to any likely business on three aspects regarding:
. people
!. sales and negotiation
". #unning a business
Part 1) People:-
#eading people
-don$t take notions for answers
-use your insight
-listen aggressively
-observe aggressively
-%rgo ego
-useful impression
-take advantage of venue
-observe fringe times
-golf course insight
& 'atching people (reaching people
)*y seven step plan+
listen aggressively
observe aggressively
talk less
take a second look at first impression
be discreet
be detached
!, Creating Impressions:-
-play off -re conceptions
-.etters as emissaries correspondence-
/oth internal and e0ternal is one of the most important for presenting yourself for business
community.
-1our known by the office company you keep.
-2ress as through you mean business
--unctuality.
-*ean what you say
-making a notable gesture.
-*ost 3mportant personal assets in business )common sense+
-/eing yourself
-%motion *anagements.
-1ou don$t have to be perfect.
", Taking the %dge :-
-4nown the particulars
-known the players
-size up the situation
-Think on your feet
-5ow to get lucky, )harder you practice luckier you get+
-Turn cries into opportunities.
-.earn to wait
-2iscipline your self.
6, Getting ahead:-
-4now the rules
7urvival of the fittest
1our peers are your natural allies
There is always a system.
-*aking impression in the long term
-love me for my self syndrome
-get some new frisks.
-Three hard to say phrases
3 don$t know
3 need help
3 was wrong
-Trust
-.oyalty
-C8239
Commitment
8ttention to details
3mmediate follow up
-2on$t use the office to make your personal statements
-*aking it easy on yourself by making it easy on others.
--ick your shots.
-2on$t go one by one with the boss.
-:et into the international divisions.
-/urn out and boredom
-'hat you can learn from working in the mail room.
Part 2) Sales and Negotiation
, -roblem of selling
-7eating doesn$t seem important enough
-7elling is an instruction.
-9ear; biggest problem of selling: fear of re<ection fear of failure.
!, Timing
-go back in five years
-The secret life of a deal
.isten to your common sense.
.isten to the buyer
9ollow the script
-3nstant gratifications
--ersistence
-To take advantage of timing opportunities.
5ow to e0tent or renew a contract.
Take advantage of the bad timing of others.
'eigh the present against the future.
Calendar is loaded
Coming in and going out
=se with e0treme caution inconsiderate timings.
2on$t give deadlines
Take time to soften a threat
8ttention spans
7hopping lists
:ive someone the gift of time.
", Silence:-
-make the other guy talk
-:et information by not asking for it
-/ite your tongue.
-the pregnant pause.
-once you$ve sold, shut up>>
6, Marketing
-4now your product; /elieve in your product; sell with enthusiasm.
-The ?@(!@ rules.
-4now your company.
:etting to the right guy
3f you don$t know, ask
2on$t be misled by titles
9ind a star
The multi national rule
-ositioning and determining the value
A, Stratagems:
--lacing
--re condition of a sale
-get some numbers
-%0pose rather than sell
-=se Them
-7how up
-2ivide and conBuer
-7ell one to Cne
-Chinese menu syndrome
-remind them of your glorious past
Correspondences tools:
Cpen copies to a mans /oss
/lind copies to a mans boss
2ictated but not read
Disual aids
E, Negotiation:-
-'hat, 'hen, 'here, 5ow e0clusive and how muchF
-2on$t get hung up on how much.
/ig companies don$t mean bucks
.et the others guy go first
2on$t deal in round numbers
-lay in ma<ors
-2eals in psychological currencies
-8void showdown.
-Gegotiate backwards
-Trade place
*ollify them modify: use of but and however.
-deflect with a Buestion.
-Huestion position but don$t ignore them
-7weet his self interest
-4eep your time frame to yourself.
-=sing emotion
-erceive any business dispute as the beginning of a negotiation
7tep back and rela0
7ee emotion outburst as opportunities
8ct anger, but never react in anger.
:et them charged up about side issues
-8re you negotiating from strength or weaknessF
-Contract.
Part 3:- !nning a "!siness
, /uilding a business
-Commit to Buality
-/e smart enough to know when you are lucky.
-:row slowly
-2iversify your e0pertise.
-5ire the best to teach you what you don$t know
-look to world market
-Charge for your e0pertise
-2iversify talent.
-Take a second look at timing.
-7hort term can be terminal.
!, Sta#ing in "!siness
-Gature of systems.
-Think small
-2on$t let structure run the operation think fle0ibility.
-#eserve the right to be arbitrary.
-2on$t let policies stifle the operation.
-*anage unconventionally.
-*ange with confidence.
-delegate what you can, not what you want to.
-5ire people smarter than yourself.
-Take five hours to save five minute.
-*anagement philosophies don$t work
-*anage for consistence.
-2ealing with employee
-ay them what they are worth
*ake them feel that they are important
*otivate them positively and negatively
*ake them think for themselves
7eparate office life from social life
9iring people
Consultant
-.ead by e0ample
-3gnore the doomsayers
-:et beneath the party line
-:o for profit
-2anger of big kill
-'ho are you trying to impressF
-4now your Competition
-8void vertical 2iversification.
2) Getting things done:-
-Time management
-8n organization system
-7tick to your schedule
-8llotment personalities
--hone calls:
-ause to anticipate
:et to the point
5ow to avoid phone tag
7ilence means consent
'ho gets on first
-3nternal *eeting:
'ho are the people and what are they doing in my meetingF
9old in meetingF
5ow to run a meetingF
*eeting in hallways
%0ternal meeting
'here it$s best to go slowF
#estaurant meetings.
-4now your own work habits
-learn to say no even when it hurts
-2ecisions making
-To write or not to write
-7treamline your office.
3) $or %ntreprene!r onl#
-8sk hard Buestion
-7tart small and keep it simple
-/e fle0ible
-7hare your success
-2ouble yours overheads
-3ncome first ( organization latter
-*otion D7 8ccomplishments
-2on$t have partners
-2on$t take eBuity.
-9ear of failure.