It’s Not How Good You are, it’s How Good You Want to be

It’s Not How Good You are, it’s How Good You Want to be

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Het boek in mijn woorden

Wijlen Paul Arden schrijft een boekje zoals ik er zelf eentje zou willen schrijven. Compacte zinnen en verhaaltjes begeleiden de lezer door zijn lessen en ervaringen na een lange carrière. Aangevuld met beeldmateriaal en leuke grafische vormgeving, hoe had je het ook anders kunnen verwachten, is dit een leuk boekje om regelmatig naar terug te grijpen. Vergis je echter niet: voor zij die regelmatig zelfhulpboeken lezen, gaat het boekje inhoudelijk weinig bijbrengen, er is met andere woorden niets nieuws onder de zon. De manier waarop het gebracht wordt, is voor mij alvast een aangename herinnering.

Het boekje lees je in ongeveer een uur uit.

Achterflap

“It’s not how good you are.. is a concise guide to making the most of yourself – a pocket ‘bible’ for the talented and timid to make the unthinkable thinkable and the impossible possible.

After decades at the top of one of the world’s most competitive industries, Paul Arden offers insights into such diverse subjects as the value of being fired and why it’s often better to be wrong than to be right.

He gives original and logical answers to everyday questions. Much of it appears obvious when you read it, but aren’t all questions easy when you know the answers?

Whether you are a school-leaver, self-employed or managing director, this book is invaluable for everyone who aspires to succeed.”

Samenvatting en favoriete stukjes

Deze lijst is een opsomming van de zinnen, ideeën en opmerkingen die ik tijdens het lezen maakte.

  • “Nearly all rich and powerful people are not notably talented, educated, charming or good-looking. They become rich and powerful by wanting to be rich and powerful. Your vision of where or who you want to be is the greatest asset you have. Without having a goal, it’s difficult to score.
  • “Your job at school is to accumulate and remember facts. The more you can remember, the better you do. Those who fail at school are not interested in facts; or maybe the facts are not put to them in a way they find interesting. Some people simply don’t have a great faculty for memory. It doesn’t mean they are stupid. It means their imagination hasn’t been fired up by academic tuition. People who are conventionally clever get jobs on their qualifications (the past), not on their desire to succeed (the future). Very simply, they get overtaken by those who continually strive to be better than they are.”
  • “Ideas are open knowledge. Don’t claim ownership. They’re not your ideas anyway, they’re someone else’s. They are out there floating by on the ether. You just have to put yourself in a frame of mind to pick them up.”
  • “Don’t promise what you can’t deliver: No one will say anything, they just won’t trust you quite as much next time [when you fail to deliver]. If instead you undersell, pointing out the possible weaknesses and how to resolve them, should they occur, you are not only building a trusting relationship with your client but you’re able to solve any problems.”
  • Know your client’s aim. “For six months, we worked on a government scheme devised to help school leavers get jobs. The best people in the agency worked with passion to help solve a social problem. The resulting work was marvelous, and there was a lot of it. It was rejected. All of it. We had failed to understand, not the brief, but the politics behind it. All the minister wanted was for the public to know he was spending x millions on advertising for the scheme. To let people know he was doing something about it. It was a PR exercise for him. It had nothing at all to do with humanity.”
  • “At the last company I worked for you would not be fired for being wrong, you would be fired for not having initiative.”
  • “Being right is based upon knowledge and experience and is often provable. Knowledge comes from the past, so it’s safe. It is also out of date. It’s the opposite of originality.”
  • Don’t give a speech. Put on a show. “When we attend a lecture, we generally go to see the speaker, not to hear what they have to say. We know what they have to say. That’s why we go to see them.”
  • Don’t be afraid to work with the best. “They can be intimidating, especially to the young, but if you approach them with an attitude that you want to do something well, they will respond positively. Because they want to do something well too. And if you are clear about what you want and strong about getting it, they will respect you (if not at the time, afterwards – I didn’t say it was going to be easy).”
  • My finest hour. “My feet seemed not to touch the pavement and I thought, ‘I am going to be fired for these pictures.’ Would I rather be fired for having done them or not be fired having not done them? There was no doubt in my mind. I would rather be fired.”

Referenties naar andere werken

  • “A Technique for Producing Ideas” van James Webb-Young
  • “The first thing to decide before you walk into any negotiation is what to do if the other fellow says no” – Ernest Bevin
  • “Better nouveau than never.” – Groucho Marx
  • “We don’t see things as they are. We see them as we are.” – Anais Nin

Koop het boek – It’s Not How Good You are, it’s How Good You Want to be hier: Print

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