Stealing the Corner Office: The Winning Career Strategies They'll Never Teach You in Business School
"Whether you're a corporate newcomer or an entrenched executive, Stealing the Corner Office delivers a no-nonsense playbook that breaks the mold of conventional wisdom. Reid's unique style makes for a thought-provoking and entertaining read.
--Yves Dupuis, vice president of sales, Jabra
"Stealing the Corner Office is a must-read for MBA students, young corporate managers, and top-level executives. Reid delivers an immensely readable and insightful guide to career planning that demystifies the foibles, gaming, and hubris of corporate life."
--Charles McMillan, professor of strategic management, Schulich School of Business
Stealing the Corner Office is mandatory reading for smart, hardworking managers who always wonder why their seemingly incompetent superiors are so successful. It is a unique collection of controversial but highly effective tactics for middle managers and aspiring executives who want to learn the real secrets for moving up the corporate ladder. Unlike virtually all other business books--which are based on the assumption that corporations are logical and fair--Stealing the Corner Office explores the unconventional tactics people less competent than you use to get ahead and stay ahead. It is your proven playbook to thrive and win in an imperfect corporate world.
Stealing the Corner Office will teach you:
These and many more controversial tactics will change the way you look at your career and how you manage projects, people, and priorities. Apply the 10 principles in Stealing the Corner Office and watch your career take off!
executing the same career strategy, or b) spend the next two days reading this book. You will learn how to start winning the game the correct way. Assuming you’re willing to humor me a little longer, let me start by providing you some context. Admittedly I spent the lion’s share of my career looking at Incompetent Executives with disdain. I’d joke about them with my fellow colleagues. We’d pontificate about who they had to sleep with to get that job or whose old college buddy they must be. I
the first thing about e-commerce. I’ve just spent the last two years of my life driving Web traffic. Her first meeting with Diane was awkward to say the least. “We’re over a hundred thousand visits a month!” Polly had yelped at one point in the meeting in response to an unrelated question. She had an overwhelming urge to prove her worth right out of the gate. What she heard in response nearly made her sick to her stomach, and seemed to foreshadow the future relationship she’d have with her new
fired. Please say he’s fired. Gary was on the edge of his seat. Junior continued in a voice that sounded better suited to lead a charge into battle than to run a business meeting. “The company has decided to merge sales and marketing together. It’s been in the works for a while and I’m thrilled to welcome you to my team.” Gary shifted nervously in his chair as Junior delivered the bad news. “And no need to worry about our friend Jiro; he’s been promoted to run our North American sales team, and
work—career advancement. Here are a few tips that will ensure you stay focused on helping people instead of holding them accountable: Define your power. An easy first step is to determine whether or not you have legitimate power over a person or group. If they work for you, you have power. If they don’t, you don’t. Your power situation dictates whether helping or holding accountable makes sense for you. Embrace empathy over emotion. Many people do not respond well to being held accountable. I
visible leadership, which is the only kind that counts. Your current role is a long audition for your desired role. It’s about perceptions. If you never have the opportunity to lead, you never position yourself as a potential leader in the minds of the people who will ultimately influence your upward mobility. Finally, being a Go-to Guy can limit lateral movement as well, which is often a precursor to upward advancement. At one point in my own career, after having served loyally as the Go-to Guy