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Publisher's Summary

With new technology, flatter organizations, far-flung virtual teams, and constant change, getting things done at work is tougher and more complex than ever. Managers and executives are trying harder than ever to keep up and stay effective, relying on cross-functional coordination, better planning and resource sharing, simplified processes, and speeded-up work. It's a herculean challenge, and people are struggling. Overcommitment grows and burnout looms. 

But even amid the seeming chaos of the matrix organization - where you are constantly being asked to do things by people who aren't your boss - there is always that special person who seems indispensable, who seems to thrive on complexity, and who is able to stay focused and positive and get the right things done: This is the go-to person. 

In this game-changing book, 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 organizations, Tulgan shows how go-to people not only behave differently, but also think differently, basing their decisions and actions on their own personal influence rather than on any formal designation of authority. At the heart of the go-to person's unique credo are the basics of "the ask" and the response - a powerful reimagining of how to say yes and when to say no.

©2020 Bruce Tulgan (P)2020 Gildan Media

What listeners say about The Art of Being Indispensable at Work

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  • Colin Priest
  • 30-07-2020

Shallow advice

The author has ignored the reality of organisations with cronyism, office politics, and sociopaths. He seems to think that businesses are meritocracies and the only problem is you.

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  • Roger
  • 26-07-2020

Does the author have anything to say?

I listened to 38 minutes of the book and then gave up. I think that is long enough to give the author a chance to provide some value. The author just rattled on. My summary would be that the author has observed that if you say yes to all you are being asked to do you will have too much to do, but if you say no people won't see you as a go to person. We are also told that there is just one type of authority (that given by organisational hierarchies). I wonder if the book is an attempt to see how bad a book can be and still get published. I thought that HBR would vet their books properly. I will be returning this but unfortunately can't get the time back.

1 person found this helpful

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