Be different! : the key to business and career success / Stan Silverman.

Part I. The importance of leadership to building a thriving business. Chapter 1-1. What makes an effective leader? ; Chapter 1-2. Emotional intelligence is a key leadership trait ; Chapter 1-3. Set the right tone at the top and nurture the right organizational culture ; Chapter 1-4. Always lead your organization with the highest level of ethics and integrity ; Chapter 1-5. Lessons taught by the challenger space shuttle disaster ; Chapter 1-6. How to earn employees' trust and build a high-perofrmance team ; Chapter 1-7. To improve your effectiveness, relate to your employees ; Chapter 1-8. The ABCs of decision making ; Chapter 1-9. Don't micromanage employees. Empower and hold them accountable for results ; Chapter 1-10. To give employees the best chance to grow, push them outside of their comfort zone ; Chapter 1-11. Traits to look for when hiring people ; Chapter 1-12. Hire employees with common sense and good critical judgment ; Chapter 1-13. Whistleblower hotlines: a valuable resource for employees, CEOs, and boards ; Chapter 1-14. Assessing employee performance and sharing feedback ; Chapter 1-15. Do you have a tyrant reporting to you? ; Chapter 1-16. Staff unit leaders: don't adopt policies that micromanage line operating or other staff units ; Chapter 1-17. When asked about changing a policy that doesn't make sense, don't respond "Well, that's just the way it is" ; Chapter 1-18. Not getting what you need from a corporate staff unit? ; Chapter 1-19. Set realistic goals to drive earnings growth ; Chapter 1-20. Sometimes, bad things happen, regardless of your tone at the top ; Chapter 1-21. Do your employees see your HR department as a friend or foe? -- Part 2. Building competitive advantage. Chapter 2-1. Understand your competitive position ; Chapter 2-2. Become the preferred provider to your markets--The holy grail of any business ; Chapter 2.3. Provide a great customer experience ; Chapter 2-4. Treat customers like you would like to be treated ; Chapter 2.5. In business, good is the enemy of great ; Chapter 2.6. Andy Grove was right. Only the paranoid survive ; Chapter 2.7. Continuous improvement is a timeless philosophy ; Chapter 2.8. Don't tell me it can't be done! ; Chapter 2.9. Break paradigms to build competitive advantage ; Chapter 2-10. Winning in a competitive marketplace ; Chapter 2-11. When making decisions, "avoid going to Abilene" ; Chapter 2-12. To improve results, benchmark sisters operations -- Part 3. Advancing your career: get out of your comfort zone. You never know where the future will take you. Chapter 3.1. Be different than your peers ; Chapter 3.2. How to build your personal brand ; Chapter 3.3. Selling your ideas is the key to professional advancement ; Chapter 3.4. Successfully navigate office politics ; Chapter 3.5. Never violate the trust that others have in you ; Chapter 3.6. Dealing with toxic people in the workplace ; Chapter 3.7. Want to learn CEO skills? Become an entrepreneur ; Chapter 3.8. Be aware of the unintended consequences of your decisions ; Chapter 3.9. Push through your self-perceived limitations ; Chapter 3-10. A lesson in the power of networking ; Chapter 3-11. Learn how to mitigate risks and deal with failure ; Chapter 3-12. Be an effective negotiator ; Chapter 3-13. You are now unemployed. What should you do? ; Chapter 3-14. Interviewing for a CEO position? Be prepared to respond to these five questions ; Chapter 3-15. Your first 100 days as the new CEO ; Chapter 3-16. Get out of your comfort zone, take risks, fly high, and never compromise your ethics or integrity -- Part 4. We can learn from leaders who are excellent role models, and from those who are not. Chapter 4-1. Leadership, teamwork, and athletics ; Chapter 4-2. Lessons from a record-setting NCAA basketball game ; Chapter 4-3. We should all possess the leadership traits of Colonel Joshua Chamberlain ; Chapter 4-4. Amtrak's Joe Boardman--out in front when tragedy hits ; Chapter 4-5. Saxbys: servant leadership pays dividends ; Chapter 4-6. Leadership lessons from the imitation game ; Chapter 4-7. Turing pharmaceuticals: avoid behavior that will come back to haunt you ; Chapter 4-8. Mylan N.V. There are consequences to acting like a monopolist ; Chapter 4-9. Flint Michigan water crisis: a failure in leadership ; Chapter 4-10. Wells Fargo scandal: failures in leadership, management, and corporate governance ; Chapter 4-11. Volkswagen employees responsible for "Dieselgate" where was your legal, ethical, and moral compass? ; Chapter 4-12. Lessons from the Theranos debacle ; Chapter 4-13. Massey Energy mine disaster: leaders have a responsibility to keep their employees safe ; Chapter 4-14. To maximize shareholder return, treat stakeholders the right way ; Chapter 4-15. Learn hot to be an inspiring leader.

The fundamental goal of any business is to be different--to be better than those with whom it is competing. Every company should be on a journey to be the preferred provider of products or services to its markets by offering a great customer/client experience. A preferred provider is the company that customers and clients preferentially want to do business with, and often can charge a premium for what they provide. The fundamental goal of any individual is to be different--to be better than those with whom they are competing for that next job, whether internally or externally at a new company. Their goal is to demonstrate tothe hiring manager that they are the best choice for that position. This book teaches leaders of companies how to be different than their competitors and individuals pursuing their careers how to be different than their peers, based on personal experience serving in the trenches as a CEO as well as a board member of successful global corporations.

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