What's the secret to being indispensable, being a true go-to person in today's workplace?
With new technology, flatter organisations, far-flung virtual teams, and constant change, getting things done at work is tougher and more complex than ever. We're in the midst of a collaboration revolution, working with everyone, all the time, across silos and platforms. But sometimes it feels like we're stuck in a no-win cycle — dealing with an overwhelming influx of asks, with unclear lines of communication and authority. Overcommitment syndrome looms larger than ever before.
But even amid the seeming chaos, there's always that indispensable go-to person who thrives on their many working relationships with people all over the organisation chart. How do they do it? Go-to people consistently make themselves valuable to others, maintain a positive attitude of service, are creative and tenacious, and take personal responsibility for getting the right things done.
In this game-changing yet practical book, talent guru and bestselling author Bruce Tulgan reveals the secrets of the go-to person in our new world of work. Based on an intensive study of people at all levels, in all kinds of organisations, Tulgan shows how go-to people think and behave differently, building up their influence with others — not by trying to do everything for everybody but by doing the right things at the right times for the right reasons, regardless of whether they have the formal authority.
This book will teach you to:
Understand the peculiar mathematics of real influenceLead from wherever you are — up, down, sideways, and diagonalKnow when to say "no" or "not yet," and how to say "yes"Keep getting better and better at working togetherAnd much more. The Art of Being Indispensable at Work is the new How to Win Friends and Influence People for an era in which the guardrails of traditional management have been pulled away.
'This could be the most practical and immediately usable book I've ever read. Tulgan has found a way to boil down the most complicated and delicate balance inherent in saying yes and no, making commitments, and managing expectations.' — Eric Hutcherson, Executive Vice President and Chief Human Resources Officer, National Basketball Association
