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The Right and Wrong Stuff : How Brilliant Careers Are Made and Unmade -Carter Cast
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THE RIGHT AND WRONG STUFF : How Brilliant Careers Are Made and Unmade

Carter Cast
BRAND NEW, PAPERBACK

RM24.00

Why High potential People Stumble In Their Careers Most Often Because Of A Lack Self-Awareness Of Their Own Strengths & Weaknesses

ISBN 9781541762404
Book Condition BRAND NEW
Format PAPERBACK
Publisher PublicAffairs,U.S.
Publication Date 25 Jan 2018
Pages 288
Weight 0.52 kg
Dimension 23.5 × 15 × 2 cm
Retail Price RM79.90
Availability: 1 in stock

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★★ Why do talented people experience career derailment?★★
 
★★ 80% of people spend most of their time working on the wrong stuff.★★
 
“Warning: Your career might be in danger of going off the rails. You probably have blind spots that are leaving you closer to the edge than you realize. Fortunately, Carter Cast has the solution. In this smart, engaging book he shows you how to avoid career derailment by becoming more self-aware, more agile, and more effective. This is the book you wish you had twenty years ago, which is why you should read it now.”
— Daniel H. Pink, New York Times bestselling author of Drive and To Sell Is Human
 
The source of most career problems boils down to personal blind spots, argues Cast, a professor at Northwestern’s Kellogg School of Management, in this accessible guide. Asking why some careers flourish and others stagnate or implode, he identifies five archetypes that personify common, and mistaken, mind-sets.
 
The Right — and Wrong — Stuff is a candid, unvarnished guide to the bumpy road to success. The shocking truth is that 98 percent of us have at least one career-derailment risk factor, and half to two-thirds actually go off the rails. And the reason why people get fired, demoted, or plateau is because they let the wrong stuff act out, not because they lack talent, energy, experience, or credentials. Derailment often afflicts talented people who are either unaware of a debilitating weakness or an interpersonal blind spot, or are arrogant enough to believe that feedback doesn’t apply to them.


Carter Cast himself had all the right stuff for a brilliant career, when he was called into his boss’s office and berated for being obstinate, resistant, and insubordinate. That defining moment led to a years-long effort to understand why he came so close to getting fired, and what it takes to build a successful career. Baffled, scared, and embarrassed, that defining moment led to Cast’s years-long effort to try to understand why he came so close to going off track, discovering that what he saw as idiosyncratic was actually widespread.
 
Cast’s experiences and research led to five defining archetypes–Captain Fantastic, the One-Trick Pony, the Solo Flyer, Version 1.0, and the Whirling Dervish–that express traits that cut across gender and every level of seniority and that play out everywhere, from big corporations to small law firms, from education institutions to raw start-ups. He shows how these archetypes fail and succeed, and how to recognize blind spots that can lead to downfall.
 
His wide range of experiences as a rising, falling, and then rising star again at PepsiCo, an entrepreneur, the CEO of Walmart.com, and now a professor and venture capitalist enables him to identify the five archetypes found in every workplace.
 
You’ll recognize people you work with (maybe even yourself) in Captain Fantastic, the Solo Flyer, Version 1.0, the One-Trick Pony, and the Whirling Dervish, and, thanks to Cast’s insights, they won’t be able to trip up your future.
 
The five archetypes of high potential people who stumble:
1. Captain Fantastic: high performer but terrible interpersonal skills
2. Solo Flier: high performer when working by himself but doesn’t know how to lead
3. Version 1.0: high performer but resistant to change
4. One-Trick Pony: high performance limited to one skill
5. Whirling Dervish: lots of potential but can’t manage time or projects

 
Cast provides detailed descriptions of each, and readers are likely to find that some of these hit uncomfortably close to home. However, Cast does not put the entire onus for misguided career-planning on individual employees. Partly at fault, he says, is the focus-on-the-positives development process adopted by so many organizations for their workers.
 
He also provides ways to improve self-understanding–digging into topics like values, needs, and motives–and provides the reader with new ways to take charge of his or her career.
 
Key Takeaways :
◆ Many high performers are completely unaware of their weaknesses.
◆ The book has specific advice and tools to help address weaknesses that could derail a career.
◆ High performers: love learning, have high emotional intelligence, and have lots of perseverance.
◆ High performers have a growth mindset (Carol Dweck.)
◆ Understand what motivates you and find the right job and organization for you.
◆ Five key motivations: achievement, affiliation, power, autonomy, and purpose.
◆ No one is going to care as much as you about your own development. Seek knowledge, feedback, and mentoring.
 
In his telling, management is not being honest about workforce competencies and skills or the lack thereof, and therefore does not foster real improvement. Cast ends by providing a helpful guide to the kind of rigorous self-evaluation that can help readers avoid common pitfalls. This relatable career manual should inspire plenty of white-collar professionals to work on serious self-accounting, take responsibility for their own mistakes, and form support teams of friends, managers, and mentors.
 
—————————————————————-
KIRKUS REVIEW :
 
Choose wisely, grasshopper: in the workaday world, jobs and needs are changing, and everything rides on whether you forecast those changes correctly—and whether you listen.
 
At some point or another, writes venture capitalist and business professor Cast , more than half of all workers will be fired, demoted, or sidelined. There are many reasons: some workers are abrasive, some feckless, some overspecialized, some disorganized, some incapable of learning new skills.
 
Organizing such failings into office archetypes such as “Captain Fantastic” and “The Whirling Dervish,” Cast counsels that traits such as learning agility and active listening are more valuable than ever. “So try hard to stay flexible,” he writes, “try not to be too judgmental, and don’t become locked into your positions.”
 
By his account, some of that flexibility includes the recognition that professional skills require overhaul every five years or so, meaning that workers who are not on top of refreshing what they know how to do may find themselves part of that dispensable half.
 
Some of Cast’s recommendations seem obvious and a little squishy (“the best way I know to capture knowledge is by journaling”), and he seems to be a fan of the dreaded 360-degree review, but there’s plenty of hard-nosed and useful advice, too—e.g., “never miss a good chance to shut up, watch, listen, and learn.”
 
The best of the author’s counsel is quite specific, coming from industry leaders in various sectors: when the head of LinkedIn gives advice on job-skill refreshment and the former CEO of Twitter recommends that you dabble in new technology relevant to your work, pay attention.
 
Cast closes with the thought that what motivates us most in work is not primarily money but meaning: “achievement, affiliation, power, autonomy, and purpose.”
 
Solid, positively delivered advice for job seekers and job holders everywhere.
 
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About the Author
 
Carter Cast, a professor at Northwestern University’s Kellogg School of Management, was selected by his students three years running to receive the Faculty Impact Award. When not teaching, Cast is a venture partner at Pritzker Group Venture Capital, where he invests in early stage technology companies such as the Dollar Shave Club and Honest Company.
 
He is a lead mentor for TechStars Chicago, one of the country’s leading technology start-up accelerators, and has been featured in “The Accelerators,” a Wall Street Journal forum in which start-up mentors discuss strategies for and challenges of creating a new business.
 
Cast’s writings have appeared in the Wall Street Journal and New York Times. He has been a guest on shows on Bloomberg, CNN, CNBC and Fox. Prior to his academic and venture-capital career, Cast was the chief executive officer at Walmart.com. During his tenure, Walmart.com became the third-highest-volume e-commerce company, behind Amazon and eBay. Before his career at Walmart, Cast was an officer and part of the launch team for Blue Nile, Inc., the leading online diamond and jewelry retailer, now a publicly traded company.
 
Prior to that, he was vice president of product marketing for Electronic Arts, launching products such as The Sims. Cast started his career at PepsiCo, where he derailed early on before recovering to become director of marketing in the Frito-Lay division.

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