In fact, as Success in Programming: How to Gain Recognition, Power, and Influence Through Personal Branding demonstrates in many ways, it’s never been more important for you to think about yourself as a brand. Doing so will provide rocket fuel for your career. You’ll find better jobs and become the "go-to" person in various situations. You’ll become known for your expertise and leadership, and you'll find it easier to strike out on your own. People will seek out your advice and point of view. You’ll get paid to speak, write, and consult. What’s not to like about becoming a rock star developer?
The good news—as Mozilla’s senior technology evangelist, Frédéric Harper, writes—is that it’s never been easier to improve your skills, stand out, share more quickly, and grow your network. This book provides the tools you need to build your reputation and enhance your career, starting right now. You'll learn what personal branding is and why you should care about it. You’ll also learn what the key themes of a good brand are and where to find the ingredients to build your own, unique brand. Most importantly, you'll understand how to work your magic to achieve your goals and dreams. You’ll also learn:
Success in Programming: How to Gain Recognition, Power, and Influence Through Personal Branding shows you how to scale your skills, gain visibility, make a real impact on people and within organizations, and achieve your goals. There’s no need to become a marketing expert or hire a personal branding guru; this book and a desire to grow personally and professionally are all you need to leap to the next level of your career.
University Startups and Spin-Offs teaches university students, researchers, and educators the most effective strategies and tactics for launching their own startups from academic platforms with the backing of school programs, public grants, incubators, seed accelerators, and private partnerships in all parts of the world.
Serial entrepreneur Manuel Stagars advises students, faculty, and researchers how to test their ideas for marketability, how to develop commercial products out of research projects, and how to engage companies and investors with attractive value propositions. The author has seventeen years of experience as startup entrepreneur, founder of seven companies in the United States, Europe, and Japan, consultant to universities on commercializing their research programs, angel investor, and startup mentor. Stagars’ advice is field-tested, battle-hardened, and supported with a wealth of instructive first-hand examples from his international experience.
The author advises academic entrepreneurs to take matters into their own hands instead of relying on the initiative and support of universities and governments. He shows students and researchers how to fit lean startup methods to their existing university ecosystems, leveraging their strengths without getting bogged down in bureaucratic morass. Avoiding theory and jargon, the book focuses on real-world situations, practical steps, checklists, and case studies. University students and researchers will learn the skills they need to become startup entrepreneurs on an academic platform.
The final part of University Startups and Spin-Offs addresses university administrators, educators, technology licensing officers, incubator managers, and government grant officers. It shows them with practical examples from the private and academic sectors how to integrate startups into the fabric of the university, develop a thriving entrepreneurial ecosystem for students and researchers, leverage latent network effects, build bridges between scientific research and industries seeking innovative solutions, enhance the public image of the university, and motivate the university’s best and brightest to engage in startup enterprises that will deliver benefits to the university and the public as well as to themselves.
It probably won't surprise you that 60–80% of a business owner’s wealth is tied up in the value of the business. This is your most important asset, but you probably only guess at its value and you may have no concrete plan to increase that value. Even if you're not planning to sell in the near future, it's good to know what your business is worth so you can take the steps McDaniel outlines to make it more attractive to prospective buyers. This book covers:How valuations are doneWhom to engage as a valuatorHow to increase the value of your businessInsider tips on the sales processBest sales practices
Valuing and Selling Your Business: A Quick Guide to Cashing In—an abridgement of McDaniel's Know and Grow the Value of Your Business—helps you get the most for your business when you decide it’s time to move on.
Author Michelle Accardi-Petersen has been on both the planning and implementation side of the problem. Utilizing methods that may be familiar to those with a software background but without the technical baggage, she presents the techniques that will put you way ahead of traditional marketers and move your organization to the forefront in their overall marketing operations.
Veteran journalist Keith Hayes, who has worked for such organizations as Reuters, PBS, the BBC, CBC, and CNBC, provides a quick reference to journalistic practice that covers everything from how to meet a deadline to getting answers from company or government officials who would rather not talk. It also provides background on specific knowledge that journalists should have to report on the business and the economy accurately and with insight. That includes understanding the major markets and how they work, learning to read a balance sheet, and getting the story even when a company or government sets up roadblocks.
As Hayes demonstrates, effective journalists are story tellers who need to tell the story well while making certain they are providing the facts as they find them and understand them. Among other things, readers will also learn:How to write a business news story How to report business news on television How to report in a globalized business worldHow to get usable information from press conferences and briefings The basics of macroeconomics, the financial markets, and company-specific financial data How to dig for facts and get the story
This book covers comprehensively the basics of business and economic reporting. With its insights and tips from Hayes and other veteran journalists, it’s a book that will remain on your shelf for years to come and help you acquire and cement career-enhancing skills. It will also help you hone your craft as you begin to write more sophisticated stories and take jobs of increasing responsibility.
"I raced through Radical Candor--It’s thrilling to learn a framework that shows how to be both a better boss and a better colleague. Radical Candor is packed with illuminating truths, insightful advice, and practical suggestions, all illustrated with engaging (and often funny) stories from Kim Scott’s own experiences at places like Apple, Google, and various start-ups. Indispensable." —Gretchen Rubin author of New York Times bestseller The Happiness Project
"Reading Radical Candor will help you build, lead, and inspire teams to do the best work of their lives. Kim Scott's insights--based on her experience, keen observational intelligence and analysis--will help you be a better leader and create a more effective organization." —Sheryl Sandberg author of the New York Times bestseller Lean In
"Kim Scott has a well-earned reputation as a kick-ass boss and a voice that CEOs take seriously. In this remarkable book, she draws on her extensive experience to provide clear and honest guidance on the fundamentals of leading others: how to give (and receive) feedback, how to make smart decisions, how to keep moving forward, and much more. If you manage people--whether it be 1 person or a 1,000--you need Radical Candor. Now." —Daniel Pink author of New York Times bestseller Drive
From the time we learn to speak, we’re told that if you don’t have anything nice to say, don’t say anything at all. When you become a manager, it’s your job to say it--and your obligation.
Author Kim Scott was an executive at Google and then at Apple, where she worked with a team to develop a class on how to be a good boss. She has earned growing fame in recent years with her vital new approach to effective management, Radical Candor.
Radical Candor is a simple idea: to be a good boss, you have to Care Personally at the same time that you Challenge Directly. When you challenge without caring it’s obnoxious aggression; when you care without challenging it’s ruinous empathy. When you do neither it’s manipulative insincerity.
This simple framework can help you build better relationships at work, and fulfill your three key responsibilities as a leader: creating a culture of feedback (praise and criticism), building a cohesive team, and achieving results you’re all proud of.
Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Taken from years of the author’s experience, and distilled clearly giving actionable lessons to the reader; it shows managers how to be successful while retaining their humanity, finding meaning in their job, and creating an environment where people both love their work and their colleagues.
In Rework, Jason Fried and David Heinemeier Hansson introduced a new path to working effectively. Now, they build on their message with a bold, iconoclastic strategy for creating the ideal company culture—what they call "the calm company." Their approach directly attack the chaos, anxiety, and stress that plagues millions of workplaces and hampers billions of workers every day.
Long hours, an excessive workload, and a lack of sleep have become a badge of honor for modern professionals. But it should be a mark of stupidity, the authors argue. Sadly, this isn’t just a problem for large organizations—individuals, contractors, and solopreneurs are burning themselves out the same way. The answer to better productivity isn’t more hours—it’s less waste and fewer things that induce distraction and persistent stress.
It’s time to stop celebrating Crazy, and start celebrating Calm, Fried and Hansson assert.
Fried and Hansson have the proof to back up their argument. "Calm" has been the cornerstone of their company’s culture since Basecamp began twenty years ago. Destined to become the management guide for the next generation, It Doesn't Have to Be Crazy at Work is a practical and inspiring distillation of their insights and experiences. It isn’t a book telling you what to do. It’s a book showing you what they’ve done—and how any manager or executive no matter the industry or size of the company, can do it too.
The 48 Laws of Power by Robert Greene is a self-help book offering advice on how to gain and maintain power, using lessons drawn from parables and the experiences of historical figures.
Power depends on the relationships between a person and those he or she seeks to control. Powerful people must cultivate their appearances to earn respect and eliminate doubt. They must practice selective honesty, misdirection, and an excess of secrecy to gain a tactical advantage. Timing is central to maintaining power, as is the ability to adapt. The array of strategies available when seeking power include mirroring the opponent’s actions and controlling the opponent’s options for action. The powerful must also cultivate a relationship with audiences by creating spectacles and feeding their need to believe in the impossible.PLEASE NOTE: This is key takeaways and analysis of the book and NOT the original book.
Inside this Instaread Summary of The 48 Laws of Power:
· Overview of the book
· Important People
· Key Takeaways
· Analysis of Key Takeaways