Classical book review on –

What They Don’t Teach You at Harward Business School *** Mark. H. Mc Cormack

By Ankur katkar Roll number: MMS Ist year NCRD’s 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:

1. people 2. sales and negotiation 3. Running a business

Part 1) People:-

Reading people -don’t take notions for answers-use your insight -listen aggressively-observe aggressively-Ergo ego-useful impression -take advantage of venue -observe fringe times-golf course insight

* Watching people /reaching people “My seven step plan”

listen aggressively observe aggressively talk less take a second look at first impression be discreet be detached

2) Creating Impressions:--play off Pre conceptions-Letters as emissaries correspondence-Both internal and external is one of the most important for presenting yourself for business community.-Your known by the office company you keep.-Dress as through you mean business-Punctuality.-Mean what you say-making a notable gesture.-Most Important personal assets in business “common sense” -Being yourself-Emotion Managements.-You don’t have to be perfect.3) Taking the Edge :--Known the particulars-known the players -size up the situation -Think on your feet -How to get lucky, “harder you practice luckier you get” -Turn cries into opportunities.-Learn to wait -Discipline your self.

4) Getting ahead:--Know the rules

Survival of the fittest Your peers are your natural allies There is always a system.

-Making impression in the long term -love me for my self syndrome -get some new frisks.-Three hard to say phrases

I don’t know I need help I was wrong

-Trust -Loyalty -CADIF

Commitment Attention to details Immediate follow up

-Don’t use the office to make your personal statements -Making it easy on yourself by making it easy on others.-Pick your shots.-Don’t go one by one with the boss.-Get into the international divisions.

-Burn out and boredom-What you can learn from working in the mail room.

Part 2) Sales and Negotiation

1) Problem of selling-Seating doesn’t seem important enough -Selling is an instruction.-Fear; biggest problem of selling: fear of rejection fear of failure.2) Timing-go back in five years-The secret life of a deal

Listen to your common sense. Listen to the buyer Follow the script

-Instant gratifications -Persistence -To take advantage of timing opportunities.

How to extent or renew a contract. Take advantage of the bad timing of others. Weigh the present against the future. Calendar is loaded Coming in and going out Use with extreme caution inconsiderate timings. Don’t give deadlines Take time to soften a threat Attention spans Shopping lists Give someone the gift of time.

3) Silence:--make the other guy talk-Get information by not asking for it-Bite your tongue.-the pregnant pause.-once you’ve sold, shut up!!4) Marketing-Know your product; Believe in your product; sell with enthusiasm.-The 80/20 rules.-Know your company.

Getting to the right guy If you don’t know, ask Don’t be misled by titles Find a star The multi national rule Positioning and determining the value

5) Stratagems:-Placing

-Pre condition of a sale -get some numbers-Expose rather than sell -Use Them-Show up-Divide and conquer -Sell one to One-Chinese menu syndrome-remind them of your glorious past Correspondences tools:

Open copies to a mans Boss Blind copies to a mans boss Dictated but not read Visual aids

6) Negotiation:--What, When, Where, How exclusive and how much?-Don’t get hung up on how much.

Big companies don’t mean bucks Let the others guy go first Don’t deal in round numbers Play in majors

-Deals in psychological currencies -Avoid showdown.-Negotiate backwards-Trade place Mollify them modify: use of but and however.-deflect with a question.-Question position but don’t ignore them -Sweet his self –interest -Keep your time frame to yourself.-Using emotion

Perceive any business dispute as the beginning of a negotiation Step back and relax See emotion outburst as opportunities Act anger, but never react in anger. Get them charged up about side issues

-Are you negotiating from strength or weakness?-Contract.

Part 3:- Running a business

1) Building a business-Commit to quality -Be smart enough to know when you are lucky.-Grow slowly -Diversify your expertise.-Hire the best to teach you what you don’t know

-look to world market-Charge for your expertise-Diversify talent.-Take a second look at timing.-Short term can be terminal.

2) Staying in business -Nature of systems.-Think small -Don’t let structure run the operation think flexibility.-Reserve the right to be arbitrary.-Don’t let policies stifle the operation.-Manage unconventionally.-Mange with confidence.-delegate what you can, not what you want to.-Hire people smarter than yourself.-Take five hours to save five minute.-Management philosophies don’t work -Manage for consistence.-Dealing with employee

Pay them what they are worth Make them feel that they are important Motivate them positively and negatively Make them think for themselves Separate office life from social life Firing people Consultant

-Lead by example-Ignore the doomsayers -Get beneath the party line -Go for profit -Danger of big kill -Who are you trying to impress?-Know your Competition -Avoid vertical Diversification.

2) Getting things done:--Time management -An organization system -Stick to your schedule -Allotment personalities-Phone calls:

Pause to anticipate Get to the point How to avoid phone tag Silence means consent Who gets on first

-Internal Meeting:Who are the people and what are they doing in my meeting?Fold in meeting?How to run a meeting?Meeting in hallwaysExternal meeting Where it’s best to go slow?Restaurant meetings.-Know your own work habits -learn to say no even when it hurts -Decisions making-To write or not to write-Streamline your office.

3) For Entrepreneur only-Ask hard question -Start small and keep it simple -Be flexible -Share your success-Double yours overheads-Income first / organization latter -Motion VS Accomplishments -Don’t have partners -Don’t take equity.-Fear of failure.