Aucun appareil Kindle n'est requis. Téléchargez l'une des applis Kindle gratuites et commencez à lire les livres Kindle sur votre smartphone, tablette ou ordinateur.

  • Apple
  • Android
  • Windows Phone
  • Android

Pour obtenir l'appli gratuite, saisissez votre numéro de téléphone mobile.

Prix Kindle : EUR 9,49

Économisez
EUR 2,95 (24%)

TVA incluse

Ces promotions seront appliquées à cet article :

Certaines promotions sont cumulables avec d'autres offres promotionnelles, d'autres non. Pour en savoir plus, veuillez vous référer aux conditions générales de ces promotions.

Envoyer sur votre Kindle ou un autre appareil

Envoyer sur votre Kindle ou un autre appareil

Cut to the Chase: and 99 Other Rules to Liberate Yourself and Gain Back the Gift of Time par [Levine, Stuart R.]
Publicité sur l'appli Kindle

Cut to the Chase: and 99 Other Rules to Liberate Yourself and Gain Back the Gift of Time Format Kindle

4.3 étoiles sur 5 3 commentaires client

Voir les 6 formats et éditions Masquer les autres formats et éditions
Prix Amazon
Neuf à partir de Occasion à partir de
Format Kindle
"Veuillez réessayer"
EUR 9,49
Relié
"Veuillez réessayer"
EUR 1,49

Longueur : 223 pages Word Wise: Activé Composition améliorée: Activé
Page Flip: Activé Langue : Anglais

Description du produit

Extrait

Start Now!

1. Cut to the Chase

The only rule I have repeated from my previous book, The Six Fundamentals of Success, is Cut to the Chase. Why the need to say more here? And why an entire book on the subject? Because I realized that my prior advice only scratched the surface of what cutting to the chase is all about.

We give our time away all day long, to emotions that gain us no advantages, to people who do not value our time, to inefficient habits. If you want to take back this time, you need to cut to the chase. The following are the underlying principles behind cutting to the chase, and, in fact, every one of the other ninety-nine rules in the book.

1. Define your purpose. Whether you’re planning a major project at work or thinking about where you want to be in ten years, a clear purpose is your true north by which to navigate as conditions change.

2. Know your world. Continuously seek to understand what’s happening in the world, the economy, your industry, and your organization. Recognize what motivates people. And most important, know yourself—and the world around you.

3. Concentrate. Shut out distractions. Set personal boundaries. Focus. Don’t let people steal your time and don’t give it away easily.


Cutting to the chase means approaching everything from your next phone call to the next five years of your career with clarity and focus. It’s about knowing what’s important and what’s not. It’s about spending time wisely—yours and others’. It’s about getting more done with less effort. And, yes, it’s also about work/life balance—about taking back the weekends and leaving work earlier so you can spend more time doing things you enjoy with the ones you love.

Cutting to the chase involves a commitment to thinking differently. It’s easy to blame change, intrusive technologies, or increasing expectations at work for our own lack of discipline. But wasting time is a personal choice. You can continue complaining that you never have enough time. Or you can put down your BlackBerry, switch off your e-mail alarm, close your office door, take a deep breath, turn the page … and just start.


2. Just start.

Whatever you can do or dream you can, begin it. Boldness has genius, power and magic in it! — Goethe

The longer you delay starting something, the more shadows you see. To paraphrase a famous Nike campaign, just start.

One CEO I know wanted to initiate a recognition program called “I Caught You Doing Something Good.” He created a committee to put the program together. But the people on it were busy with their regular jobs and had trouble finding the time to meet. The CEO was anxious to spend more time recognizing his people for their hard work. Realizing that the committee was too swamped to put the program together in a timely fashion, he just started. He sent an e–mail to the entire management team asking for nominations. When the results were in, he sent his high performers a personal thank-you note and a $100 gift certificate. The program is working beautifully. The energy it created has added momentum to the company.

Wouldn’t it be nice if life took a cue from horse racing and a gun went off when it was time for us to get moving? Life rarely sends us a signal as clear as a starter’s pistol. It’s up to us to recognize when it’s time to just start.


3. Get in early and go home on time.

Too many people get to work fifteen minutes late, thinking they’ll stay late to make up the lost time. They spend the first half hour getting coffee and catching up with colleagues on the hot new reality TV show. Once they sit down, they make a couple of personal phone calls, and if they’re lucky, they’ll get in an hour or so of “real work” before lunch. Of course, lunch itself is split between planning an upcoming meeting at their desks and catching up on office gossip. With the rest of the day spent returning emails, they might get in two or three hours of real work. So they stay late, inevitably chatting with the other night owls for another half an hour. But it’s okay—after all, they’re “off the clock.”

These people leave the office hours later than they should. They feel burned out because they’ve been there for almost ten hours, crammed in lunch at their desks, and still have so much left to do. Such people often feel ill–used by the organization and see themselves as martyrs. But the truth is, they have wasted hours of valuable work time and have accomplished far less than they could have.

The most effective executives and aspiring executives and managers get in early and stay focused all day. To regain control of your day, first get to work on time. Or, better yet, early. Work smart and hard the entire time you’re there. Visualize a stopwatch ticking away in your head, if necessary. At lunch, leave the office—if only for five or ten minutes—to clear your head so you can be productive in the afternoon. If you want to catch up with friends at the office, schedule lunch with them. When colleagues drop by your office, tell them, “I’m working on something right now, but I’d love to catch up. Why don’t we schedule lunch?”

Don’t confuse time spent at the office with time spent working productively. Working hard and smart will liberate you to spend more time outside the office with the people you care about most.


4. I got it.

As soon as you understand exactly what someone is explaining, tell them in one way or another, “I got it.” Doing so frees them to move on and cover more ground. Similarly, if someone else says “I got it” to you when you’re explaining a point, stop. Ignoring such feedback is a mistake, one that detail-oriented people are particularly vulnerable to. Because they value the details, they feel that others will, too. Of course, not everyone does.

I witnessed how costly this mistake can be in a recent planning session. The project manager continued answering a question long after the man who had asked it said, “I got it.” Even when he repeated, “I got it,” she calmly and insistently continued. As I watched him get angrier and angrier, I realized she had lost him.

If you’re not sure if someone got your point, listen care-fully to the person’s responses. If it’s clear there’s still a misunderstanding, suggest “I’m not sure we’re on the same page. Let’s make sure we understand each other.” If the other person gets it, continue with your next point. Be cognizant of the nonverbal cues that the other person offers. Is he or she growing impatient—nodding, looking away, shifting from side to side? These signals tell you whether or not you still have the listener’s attention. If you don’t, summarize your point quickly—and move on.


5. The first twenty minutes.

You would never see an NBA all-star casually toss a ball into the air and hope it hits the net. Before each jump shot, players pause, find their footing, set their sights on the net, and visualize a swoosh before the ball has even left their fingertips. You can take the same approach at work by visualizing a successful day before it officially begins. It all comes down to the first twenty minutes.

As soon as you get to work, before you turn on your e-mail or check your voice mail, take twenty minutes to plan the day ahead:

• Define your top priority for the day—the one that you would sacrifice all others to achieve—to help focus your energy.

• Update your “To Do” list. Allot time for everything you need to accomplish, including time to prepare for meetings and other conversations.

• Review your calendar. Determine the purpose of each meeting and appointment. If you don’t have one yet, think of one. If you can’t determine one, cancel.

• Consider whom you will see in meetings or other events throughout the day. Jot down any issues you need to address with them.

• Glance at your schedule for the remainder of the week and month to make sure you’re still focused on the right things.


Then check your e-mail and voice mail and start your day.


6. You’re killing me.

What do you do if you’ve said “I got it” to the person addressing you and they keep right on talking? You feel trapped. You know the clock is ticking. This is the third time you’ve heard the story. Everyone in the room is already in what I call “violent agreement.” Instead of getting angry or giving up, look at the other person, laugh, and say, “You’re killing me. I’ve got the point. Let’s move on.”

By being both direct and funny about it, you do two things: (1) you break the tension that everyone probably feels; and (2) by keeping things light, you move the conversation forward without offending. Odds are that the speaker is so wrapped up in the point being made that he or she has stopped observing what was going on around them. You’re offering him or her a graceful way out and helping to keep things moving.

If you’re not comfortable saying “You’re killing me,” try “Time out.” Ask a leading question to direct the conversation in a new direction. Or even suggest a brief break. The point is, find a phrase or method that works for you. If you simply put up with needless repetition, everyone in the room suffers.


7. Get over it.

When someone cuts you off when you’re driving, you may feel a surge of anger. Such anger can turn into road rage, fast. The first bump of adrenaline is a healthy response to a threat. It gives you the energy you need to respond promptly and protect yourself–in this case, by slamming on the brakes. But road rage is anything but a healthy reaction. When someone “cuts you off” at work, acknowledge it to yourself, then let it go. Holding on to anger costs time, energy, and focus. If you feel yourself slipping into “office rage”:

• Don’t take any precipitous action until you’ve calmed down.

• Take a walk, or talk behind closed doors with someone you trust so that you can let off a little steam. Don’t let your anger cause you to take action in a way that you will regret later.

• Make sure you do not take out your anger in other ways. If you’re upset that a colleague was promoted over you, don’t allow it to affect your relationship with everyone around you.

• Let your anger go. You cannot change the past. Learn what you can from it and move on.


In some cases, it’s important to confront a situation that makes you angry. Did your colleague really do something wrong? Respectfully challenging a new proposal that you presented is his or her right. If, however, he or she ridiculed your ideas rather than constructively responded to them, meet with this person one-on-one. Tell him or her how their action affected you, and ask that it not happen again. Then put it behind you.

Anger steals time and energy. Reacting inappropriately when you are angry makes it even worse and can undermine your career. Just move on.


8. It’s not always about you.

When my colleague recently arrived for a sales call with the CEO of one of the world’s largest ad agencies, the CEO met him at the elevator, looking rushed and preoccupied. He said, “I only have fifteen minutes.” Many people would have instantly deflated, thinking, “He doesn’t really want to talk to me—I might as well give up right now.” Instead, my colleague said, “No problem. We’re prepared—we’ll move fast.” The CEO’s mood instantly brightened. They had a great meeting that did, in fact, end in less than fifteen minutes. My colleague was smart enough to realize that the CEO’s mood had nothing to do with him. Because of that he was able to stay focused and on point.

Whether you’re dealing with a boss, colleague, client, customer, or spouse, the other person’s mood often has nothing to do with you. As human beings we tend to think the other person’s mood reflects something we did or didn’t do—that it’s all about us. Or, as a friend of mine puts it, “We’re all the stars of our own movies.” But putting ourselves in the center of every situation can distract us unnecessarily. We waste time wondering what we did wrong or how we can fix someone else’s issue, when it’s not necessarily our fault or concern. Don’t.

If you’re genuinely concerned that you’ve offended someone without realizing it, ask them. If the person tells you it has nothing to do with you, offer your support. Give your friend or colleague the space needed to deal with whatever is bothering him or her.

Everyone has a bad-hair day every now and then. It’s not always about you, so don’t assume it is.

From Publishers Weekly

While everyone's heard the phrase, author and former CEO Levine (The Six Fundamentals of Success) contends that few really understand the power of his title. In more than 99 short but simple rules, Levine helps readers "speed up," "be direct," "meet smarter," "move forward" and "cut back," among other imperatives. Practicing what he preaches, Levine makes his points with concise, direct advice and short chapters: Levine backs Rule 78, "Weed out your reading pile," with a primer on developing a "core reading list"; in Rule 37, "Tell them if the baby is ugly," he demonstrates why readers shouldn't put criticism on the back burner; and he allows Rule 58, "Recognize when it's all been said," to speak for itself. In other areas, Levine provides snappy ways to deal with toxic coworkers, find more balance in work and home and confront all the distractions and time wasters of daily life. Though much of Levine's advice amounts to good common sense ("Look at the big picture"), and some to cliché ("Trust your gut"), Levine's breezy, humorous take makes these reminders genuinely memorable.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

Détails sur le produit

  • Format : Format Kindle
  • Taille du fichier : 609 KB
  • Nombre de pages de l'édition imprimée : 223 pages
  • Editeur : Cornerstone Digital (20 mars 2010)
  • Vendu par : Amazon Media EU S.à r.l.
  • Langue : Anglais
  • ASIN: B003D87PR2
  • Synthèse vocale : Activée
  • X-Ray :
  • Word Wise: Activé
  • Lecteur d’écran : Pris en charge
  • Composition améliorée: Activé
  • Moyenne des commentaires client : 4.3 étoiles sur 5 3 commentaires client
  • Classement des meilleures ventes d'Amazon: n°219.087 dans la Boutique Kindle (Voir le Top 100 dans la Boutique Kindle)
  • Voulez-vous nous parler de prix plus bas?

click to open popover

Commentaires en ligne

4.3 étoiles sur 5
5 étoiles
1
4 étoiles
2
3 étoiles
0
2 étoiles
0
1 étoile
0
Voir les 3 commentaires client
Partagez votre opinion avec les autres clients

Meilleurs commentaires des clients

Par Olivier Roland MEMBRE DU CLUB DES TESTEURS le 22 décembre 2008
Format: Relié
J'irai droit à l'essentiel et vous dirait que ce livre est un excellent recueil de règles dont plusieurs m'ont parues absolument excellentes et m'ont fait beaucoup réfléchir. Comme pour d'autres recueils de règles, je pense toutefois que beaucoup d'entres elles seront du type j'y pense et puis j'oublie.

Je m'interroge sur la pertinence des recueils de règles. Ce sont avant tout des collections de courts textes reliés entre eux par un thème commun, et cette forme empêche souvent ces livres d'entrer vraiment en profondeur dans le sujet.

Je crois que le meilleur usage que l'on puisse avoir de ces recueils est de les poser sur son bureau et de relire une règle chaque jour, puis d'essayer de l'appliquer durant cette journée. Ainsi, nous pourrons commencer à prendre possession des règles et astuces qui nous sont le plus utiles. Ces livres sont aussi pertinents si nous rencontrons un problème spécifiquement traité par une de ces règles - à condition de s'en rappeler le moment venu.

Le livre en lui-même est bon. Rempli d'images, d'humour et même d'un peu de poésie. L'auteur est visiblement un fana de foot américain et utilise ce sport pour plusieurs de ses images, ce qui pourra rebuter certains lecteurs - et pas d'autres. Les règles oscillent pour la plupart entre le très bon et l'excellent.
Remarque sur ce commentaire 2 personnes ont trouvé cela utile. Avez-vous trouvé ce commentaire utile ? Oui Non Commentaire en cours d'envoi...
Merci pour votre commentaire.
Désolé, nous n'avons pas réussi à enregistrer votre vote. Veuillez réessayer
Signaler un abus
Format: Relié
"The gift of time" !!!
Je crois que tous les conseils sont bons, mais bien sûr il faudra travailler pour les appliquer à la vie de tous les jours.
J'ai déjà commencé, et c'est extraordinaire: j'ai l'impression d'être en vacances !
Remarque sur ce commentaire Une personne a trouvé cela utile. Avez-vous trouvé ce commentaire utile ? Oui Non Commentaire en cours d'envoi...
Merci pour votre commentaire.
Désolé, nous n'avons pas réussi à enregistrer votre vote. Veuillez réessayer
Signaler un abus
Format: Broché Achat vérifié
I was pretty skeptical at first, because I read a lot of books about being better organized.
But some rules really helped me finding great tricks to act smarter at work, home or else. And it is an easy read, which is also a good point for me. Get it!
Remarque sur ce commentaire Avez-vous trouvé ce commentaire utile ? Oui Non Commentaire en cours d'envoi...
Merci pour votre commentaire.
Désolé, nous n'avons pas réussi à enregistrer votre vote. Veuillez réessayer
Signaler un abus

Commentaires client les plus utiles sur Amazon.com (beta)

Amazon.com: 3.7 étoiles sur 5 25 commentaires
2.0 étoiles sur 5 On and on ... 17 octobre 2011
Par jcshuLT21 - Publié sur Amazon.com
Format: Relié Achat vérifié
There are a few really good general time-saving ideas here ... like organizing your reading every day. But this is designed for curmudgeons who don't have time for people ... and the people who fear them. If you want some generally OK ideas, fine. You probably shouldn't do things that annoy the boss. If you ARE Ebenezer Scrooge, this is a fine Christmas gift for employees. In any case, you don't need to spend the price of a new book to figure that out. If you buy, buy used. You can read it all and finish while you're watching an episode of Survivor.
2.0 étoiles sur 5 Where is the beef? 17 juin 2008
Par C. Lafond - Publié sur Amazon.com
Format: Relié Achat vérifié
If you are new to management or do not have any books - This may be the first one to own. It is a quick read of timeless points - do not expect any answers. It gives you perspective and that is about it. Nothing in the book is wrong - if you are looking for ways to lead a company or even get back your time there are better books with more meat. He does give a concise retrospect on individual performance that in some ways beats even Covey. If you own any other personal management book - this is probably not the one you want.
5.0 étoiles sur 5 Excellent Content 12 juin 2014
Par Dean O'Brien - Publié sur Amazon.com
Format: Format Kindle Achat vérifié
Allows a formal approach to getting the required work done in an efficent and professional approach.
We'll worth taking the time to read
4.0 étoiles sur 5 Cut To The Chase 30 mars 2012
Par Bluebag - Publié sur Amazon.com
Format: CD Achat vérifié
I have found this extremely informative and would recommend it to all and sundry, I have always procrastinated now I have some strategies to change my past habits.
4.0 étoiles sur 5 Readable. Helpful or not? Depends 25 mars 2011
Par ServantofGod - Publié sur Amazon.com
Format: Relié
Although I had read quite a number of self help books, I still find this one interesting and somehow useful. It's short, yet with valuable and digestable advice which you can absorb well in an hour's transportation. Some reviewers argued that the rules are common sense. I agree so. Neverthless, one cannot expect all rules discussed are insightful and original. So, for those who had read at most two or three self help/time management books, this is good. For those who see yourself as a veteran in the business world and/or had read a lot, I suggest you to give it a pass.

p.s. Below please find some of my favorite passages for your reference.

You would never see an NBA all star casually toss a ball into the air and hope it hits the net. Before each jump shot, players pause, find their footing, set their sights on the net, and visualize the swoosh before the ball has even left their fingertips. You can take the same approach at work by visualizing a successful day before it officially begins. It all comes down to the first twenty minutes. pg9
As human beings we tend to think the other person's mood reflects something we did or didnt do - that's all about us. Or, as a friend of mine puts it, "We're all the stars of our own movies." But putting ourselves in the center of every situation can distract us unnecessarily. We waste time wondering what we did wrong or how we can fix someone else's issue, when it's not necessarily our fault or concerns. Dont. pg16
Begin each meeting and project by letting everyone know what you want to achieve. The clearer you are about your objectives, the more likely people will work to help you accomplish them. pg22
Show others how your plan serve their own interest. (Sell benefits, not features) pg57
Measure twice, cut once. - Old carpenter's adage pg58
When people dont close the loop, they leave the other person hanging. Not only is it distracting, it can subtly erode the relationship. Anyone can follow up. It's a simple matter of beign conscientous and disciplined....Make a habit of closing the loop in everything you do. Tell the people you work with to do the same. pg60
If there's a fear of falling, the only safetyconsists in deliberately jumping. - Carl Jung pg64
Know what's being asked of you. pg73
Every conversation should have a purpose. pg97
Know your weaknesses, but play to your strength. pg123
Think three moves ahead. pg125
A well seized opportunity can take you farther in a few minutes than months of planning and execution. Throw yourself in its path. Get those to people who've had good things happen to them. Learn from them. If you see a problem, be part of the solution. pg129
I believe more in the scissors than I do in the pencil. - Truman Capote pg147
Offering a conclusion after making your case is a bad habit we all picked up in school. In the real world, people want the bottom line up top. pg158
Procastinations take years off your life....The stresses that are most hazardous are those "Nagging Unfinished Tasks" that authors of You: The Owner's manual call NUTs. pg183
Dont confuse being busy with being productive...Work = Force x Distance. Your team can spend the whole day pushing agains tthe Empire State Building, but if they dont move it, they didnt do any work. pg185
Know when to put the book down. (Take your time off) pg201
Ces commentaires ont-ils été utiles ? Dites-le-nous