| Foreword |
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xiii | |
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| Guest Introduction I |
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xv | |
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| Guest Introduction II |
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xvii | |
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| Guest Introduction III |
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xix | |
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| Preface |
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xxi | |
| Acknowledgments |
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xxiii | |
| About the author |
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xxv | |
| Introduction and Summary |
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1 | (12) |
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Engineers Are Potentially Better Positioned as Executives |
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1 | (1) |
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Categorization of Smart Soft Skills |
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2 | (1) |
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Rules for Mastering Smart Soft Skills |
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3 | (5) |
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Relationships among the Soft Skills |
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8 | (5) |
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Part One Communications: The Absolutely Necessary |
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Chapter 1 communications smart |
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13 | (18) |
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Rule 1 Being always ready for elevator pitches/speeches |
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14 | (2) |
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Rule 2 Mastering a presentation by mastering the onset |
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16 | (2) |
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Rule 3 Using three diagrams to simplify complexity |
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18 | (2) |
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Rule 4 Sizing up and resonating with the audience |
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20 | (3) |
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Rule 5 Being careful of careless comments |
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23 | (1) |
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Rule 6 Using plain language |
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24 | (2) |
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Rule 7 Using jokes and self-deprecating humor |
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26 | (5) |
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Part Two Dealing with People: The Essential |
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31 | (18) |
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Rule 1 Getting accepted by accepting others first |
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32 | (2) |
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Rule 2 Winning by understanding both ourselves and our counterparts |
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34 | (2) |
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Rule 3 Being aggressive by being nonaggressive |
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36 | (2) |
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38 | (3) |
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Rule 5 Successful networking by networking less |
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41 | (5) |
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Rule 6 Being heard by listening |
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46 | (3) |
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Chapter 3 marketing smart |
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49 | (10) |
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Rule 1 Sizing up and resonating with our "customers" |
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51 | (2) |
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Rule 2 Putting a positive spin on our "product" |
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53 | (1) |
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Rule 3 Making a convincing presentation with a well-crafted presentation |
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53 | (1) |
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Rule 4 Inciting enthusiasm with enthusiasm |
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54 | (5) |
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A Marketing Role Model: Steve Jobs (and His Embodiment, Apple) |
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55 | (4) |
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Part Three Dealing with the Self: The Basic |
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59 | (6) |
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Rule 1 Achieving outstanding results by not seeking perfection |
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60 | (2) |
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Rule 2 Avoiding blunders of overconfidence |
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62 | (1) |
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Rule 3 Focusing on self-examination, not on blaming others, when things gone awry |
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63 | (2) |
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65 | (12) |
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Rule 1 Investing time with the same zeal as venture capitalists investing money |
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66 | (2) |
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Rule 2 Killing two birds with one stone |
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68 | (2) |
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70 | (1) |
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Rule 4 Making nonproductive time productive |
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71 | (2) |
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Rule 5 Turning spare time into opportunities |
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73 | (1) |
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Rule 6 Keeping the mind sharp by taking catnaps |
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74 | (3) |
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77 | (12) |
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Rule 1 Opting to be a big fish in a small pond |
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78 | (2) |
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Rule 2 Hopping to a more opportune pond at opportune moments |
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80 | (4) |
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Rule 3 Never polishing a sneaker |
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84 | (2) |
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Rule 4 Making a good lasting impression by making a good first impression |
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86 | (3) |
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Part Four Dealing with the Boss: Earning Trust and Recognition |
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Chapter 7 Job-Interview Smart |
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89 | (12) |
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Rule 1 Being well prepared by collecting relevant information |
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90 | (1) |
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Rule 2 Putting a positive spin on our qualifications |
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91 | (1) |
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Rule 3 Preparing targeted elevator pitches/speeches |
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91 | (1) |
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Rule 4 Sizing up and resonating with the interviewer |
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92 | (1) |
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Rule 5 Winning interviewers' confidence in us by exhibiting confidence |
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93 | (1) |
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Rule 6 Avoiding gaffes by avoiding overconfidence |
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93 | (8) |
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Stories of Failed Interviews |
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93 | (5) |
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A Successful Interview Story |
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98 | (3) |
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101 | (10) |
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Rule 1 Winning trust by showing loyalty |
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102 | (2) |
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Rule 2 Gaining gratitude by sharing credit and taking blame |
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104 | (1) |
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Rule 3 Being astute by watching for nuances |
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105 | (2) |
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Rule 4 Being proactive and farsighted |
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107 | (1) |
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Rule 5 Showing enthusiasm for challenging assignments |
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108 | (3) |
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Part Five Dealing with Staff: Inspiring Loyalty and Productivity |
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Chapter 9 motivating smart |
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111 | (6) |
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Rule 1 Winning loyalty by being loyal |
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112 | (2) |
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Rule 2 Getting credit by not taking credit |
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114 | (1) |
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Rule 3 Motivating by complimenting |
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115 | (2) |
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Chapter 10 delegating smart |
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117 | (10) |
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Rule 1 Getting more done by doing less |
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118 | (1) |
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Rule 2 Delegating successfully by matching tasks with staff |
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119 | (3) |
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Rule 3 Making controversial decisions by not making them |
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122 | (5) |
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Part Six Being Visionary: Leading to the C-Suite |
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Chapter 11 Beyond the Box |
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127 | (14) |
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Rule 1 Examining the big picture to identify opportunities |
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128 | (3) |
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Rule 2 Forming a visionary plan |
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131 | (1) |
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Rule 3 Marketing the vision |
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131 | (10) |
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Successful Fast-Tracking Stories |
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132 | (5) |
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137 | (1) |
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137 | (1) |
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"Soft Skills" and "Rules" Outside the Scope of This Book |
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137 | (2) |
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High Achievers' Soft Skills |
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139 | (1) |
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140 | (1) |
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Appendix Tables for Principles, Strategies, and Rules |
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141 | (10) |
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Table A.1 Principles and Strategies |
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141 | (1) |
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Table A.2 Communications Smart |
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142 | (1) |
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143 | (1) |
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Table A.4 Marketing Smart |
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144 | (1) |
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145 | (1) |
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146 | (1) |
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146 | (1) |
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Table A.8 Job-Interview Smart |
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147 | (1) |
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148 | (1) |
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Table A.10 Motivating Smart |
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149 | (1) |
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Table A.11 Delegating Smart |
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149 | (1) |
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Table A.12 Beyond the Box |
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150 | (1) |
| Abbreviations |
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151 | (2) |
| Index |
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153 | |
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