The NEW Employee Manual A No-Holds-Barred Look at Corporate Life.

Description based upon print version of record.

Includes bibliographies and index.

Cover; Title Page; Copyright; Contents; Introduction; Who Should Read This Book?; Part I: Down the Rabbit Hole; Chapter 1: Corporate Dysfunction, Competing as a Skill, and You; Are You Competitive?; Competing as a Skill; Know Your COOCs and OOPs; Behaviors Leading to Corporate Divorce (id est, the End of Your Dream Job); Advice to the Maverick; Chapter 2: How to Identify a Corporate OOP (Overconfident Oblivious Person); You've Got OOP Mail; OOPs in the Wild; Chronic Conference Hopping; Causes of CCH; Avoid Becoming an OOP; Advice to the Maverick; Chapter 3: Job Descriptions vs. Jobs

Veni, Vidi, Vici: Your First Day, Fantasy VersionVeni, Vici, Sedi: A Day in the Real-Life Job; Question Assumptions Like a Pro; Bust Assumptions Early; Advice to the Maverick; Chapter 4: Training to Compete; How Do You Train to Compete?; How Corporate Thinks It Trains to Compete; Happiness Is Not Necessary; Advice to the Maverick; Part II: How Corporate Thinks; Chapter 5: The Myth that Customers Matter; How NOT to Talk to the Customer; Instructions: How NOT to Help the Customer; Are You Satisfied Now? Now? Now?; Advice to the Maverick

Chapter 6: Big Numbers, Wrong Numbers, More Numbers, and Sloppy ThinkingDeath by Shark; The Bigger Problem: Numerology Addiction; If Numbers Are Good, Big Numbers Must Be Better; Big Data Doesn't Help Strategy; Advice to the Maverick; Chapter 7: Benchmarking: Be Just Like Them, Only Better; Benchmarking History; Benchmark Your Way to the Bottom; Benchmarking Where the Light Shines; Benchmarking Myths; What is "Best" in "Best Practices"?; A Typical Application of Benchmarking; If Not Benchmarking, Then What?; A Different Kind of Benchmarking; Advice to the Maverick

Chapter 8: The Consequences of Sloppy, Lazy ThinkingYou Can't Afford the Expensive Freemium Formula; How to Diagnose Freemium Thinking Early; Advice to the Maverick; Part III: How Corporate Communicates; Chapter 9: The Negative Side of Being Positive; Nothing Anything but the Truth; A Life Spent Spinning; A Test for Positivismitis; Side Effects of Positivismitis; Advice to the Maverick; Chapter 10: What Corporate Obsesses and Obsesses About; Reorganizing (a.k.a. "Reorg" Among Survivors); Growth Targets; The Consultants Behind the Curtain; Advice to the Maverick

Chapter 11: Who Said Anything About Chapter 11?Chapter 12: Does Corporate Mean What It Says?; Full Disclosure, or the Convenient Asterisk*; Full Disclosure: Market Leadership; Calling Innovation What It Is; Score! Corporate-Speak Sports Metaphors; Advice to the Maverick; Part IV: What Corporate Does; Chapter 13: Corporate Burns Money as It Gets Big and "Fat"; The Corporate Lifecycle; "Another Scoop of M&A, Please"; Advice to the Maverick; Chapter 14: Corporate Overpromises; Silly Promises; Why Promise?; Overpromising Works. For a While. Maybe; Advice to the Maverick

Chapter 15: Does Corporate Do Strategic Due Diligence?

This is a bare-knuckled, reality-based, tough-love book about real life at a large company. Rather than contribute to the list of career books on the shelves today (you know the ones that are full of inspirational messages, telling you to change your life, influence people, and network until you drop), Gilad and Chussil share research-backed strategies for competing and surviving in a dysfunctional corporate culture.

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