Cover image for Career Skills for the New Economy

Career Skills for the New Economy

Author Bruce Tulgan
Release Date: 2000/01/01
ISBN: 9780874256093
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Book Description

This pocket guide provides all employees a gameplan for succeeding in the modern, fast changing economy. Teaches how to learn and accumulate marketable skills that will transfer to different jobs and different companies. The underlying assumption of Career Skills for the New Economy is that, in the new economy, individuals will have to be extremely good at fending for themselves if they are to survive and succeed. The most successful people will position themselves as free agents and sell their skills and abilities on the open market. Even those who work for the same employer for years on end will have to take responsibility for their own success and security.

Table of Contents

  1. Cover
  2. Title
  3. Copyright
  4. Dedication
  5. Contents
  6. Acknowledgement
  7. Introduction
  8. 1. Welcome to the Workplace of the Future
  9. 2. How to Create Your Own Success
    1.   STRATEGY 1
    2. 1. Building Transferable SkillsTransferable skills are defined as skills that (a) are unlikely to become obsolete anytime soon, and (b) increase your value, no matter where you go or what you do. For
    3. 2. Becoming a Knowledge-WorkerLeverage skill, knowledge, and wisdom in every project you undertake, every task you accomplish, and every responsibility you assume. Even if you are digging a ditch, you
    4.   STRATEGY 2
    5.   STRATEGY 3
    6.   STRATEGY 4
    7. 1. Your MindThe key to a healthy mind is variety of input. Also, do not take yourself too seriously (relax), but do take a serious interest in other people, things, events, and issues. And learn to re
    8. 2. Your BodyThe key to a healthy body is a solid routine that includes plenty of rest and daily exercise (stretching and walking are easy and very beneficial). Also, put healthy food and drink (especi
    9. 3. Your SpiritThe key here is more problematic, but usually people with a healthy spirit believe in something that feeds their inner resources and imparts meaning. So believe in something—anything—and
  10. 3. The Art of Managing Yourself
    1.   QUESTION 1
    2. 1.   Get in Touch with Your UniquenessWhat makes you different from everybody else? If you’ve always wondered where you fit in, then not fitting in with the crowd may turn out to be your special niche
    3. 2.   Examine Your PrioritiesWhat matters the most to you? The answer to this question is highly important because if your priorities are clear and you stay in touch with them, many decisions that woul
    4. 3.   GrowIf you’ve ever studied weight training, you know that the way to build muscles is to push them beyond their limits, to the point at which the fibers actually tear, because the healing will ma
    5.   QUESTION 2
    6. 1.   Start Every Endeavor with Clear GoalsBefore you invest your time and energy in anything at all, clarify for yourself exactly what it is you are trying to accomplish. What is the tangible result y
    7. 2.   Hold Yourself to Strict DeadlinesDeadlines are the key to making a plan of action and managing your time effectively. The trick is to use deadlines every step of the way. Simply break up large go
    8. 3.   Take Action and Keep Moving ForwardNothing gets done unless somebody does it. In this case, that somebody is you. If you have one hundred phone calls to make, you start with the first one, move o
    9. 4.   Use Your Time WiselyThere are 168 hours in a week. How do you use them? There are 1,440 minutes in a day. How do you use them? Most people waste countless minutes and hours without ever realizing
    10. 5.   Fail, Fail, Fail, but Never Give UpIf you don’t fail, chances are you will never succeed. So court failure. Be greedy with failure. Fail as much as you possibly can. You see, success may be prefe
    11.   QUESTION 3
    12. 1.   Be High QualityYou are what you write, say, create, and do (in no particular order). No matter how grand your intentions or how generous and kind you may be as a person, others will know you by y
    13. 2.   Be Full of IntegrityIf your boss or customer wants you to lie, cheat, steal, or harm others, don’t do it. Quit if necessary. Blow the whistle if you think it’s appropriate. No matter what, don’t
    14. 3.   Be AdaptablePeople who are too attached to the way things are have a hard time learning new skills, performing new tasks, doing old tasks in new ways, working with new machines, new managers, new
    15.   QUESTION 4
    16. 1.   Get Good at Evaluating ContextNo matter who you are, what you want to achieve, or how you want to be as a person, your role in any given situation is determined in part by factors that have nothi
    17. 2.   Play Your Role Well before You Build upon ItContext doesn’t have to slow you down indefinitely, but it certainly does limit your role, and for quite some time, if you have entered a new situation
  11. 4. The Critical Thinking SQUAD
    1.   STEP 1
    2.   STEP 2
    3.   STEP 3
    4.   STEP 4
    5.   STEP 5
  12. 5. Become an Expert in Human Relations
  13. 6. Build Relationships with Valuable Decision-Makers
    1.   STEP 1
    2.   STEP 2
    3.   STEP 3
    4.   STEP 4
    5.   STEP 5
    6.   STEP 6
    7.   STEP 7
    8.   STEP 8
    9.   STEP 9
    10.   STEP 10
  14. 7. Learn to Manage Your Boss
    1.   GUIDELINE 1
    2.   GUIDELINE 2
    3.   GUIDELINE 3
    4.   GUIDELINE 4
    5.   GUIDELINE 5
    6.   GUIDELINE 6
  15. 8. Get Good at Managing Others
    1.   GUIDELINE 1
    2.   GUIDELINE 2
    3.   GUIDELINE 3
    4.   GUIDELINE 4
    5. FrequentSome people need feedback more often than others do—everyone has his or her own unique “feedback frequency.” Moreover, different people need different amounts and different types of feedback,
    6. AccurateThe feedback you provide must be correct, balanced, and appropriate. Stop and check your facts before giving feedback. Overall, try to strike a good balance between praise and criticism. Most
    7. SpecificFeedback is not specific enough unless it points to concrete action steps. Every instance of feedback is also an opportunity to delegate—to assign concrete goals with specific deadlines and cl
    8. TimelyAlways give feedback in a timely manner. The sooner the feedback follows the performance in question, the more impact the feedback will have. Giving immediate feedback thus has the greatest impa
    9.   GUIDELINE 5
    10.   GUIDELINE 6
  16. 9. Adopt a Total Customer Service Mindset
    1.   GUIDELINE 1
    2.   GUIDELINE 2
    3.   GUIDELINE 3
    4.   GUIDELINE 4
  17. 10. Success Happens One Moment at a Time
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