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What They Don't Teach You at Harvard Business School: Notes from a Street-smart Executive Paperback – June 1, 1986

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Editorial Reviews

Review

“Incisive, intelligent, and witty, What They Don’t Teach You at Harvard Business School is a sure winner—like the author himself. Reading it has taught me a lot.”—Rupert Murdoch, executive chairman, News Corp, chairman and CEO, 21st Century Fox
 
“Clear, concise, and informative . . . Like a good mentor, this book will be a valuable aid throughout your business career.”—Herbert J. Siegel, chairman, Chris-Craft Industries, Inc.
 
“Mark McCormack describes the approach I have personally seen him adopt, which has not only contributed to the growth of his business, but mine as well.”—Arnold Palmer
 
“There have been what we love to call dynasties in every sport. IMG has been different. What this one brilliant man, Mark McCormack, created is the only dynasty ever over all sport.”—Frank Deford, senior contributing writer, Sports Illustrated

From the Inside Flap

"Business demands innovation. There is a constant need to feel around the fringes, to test the edges, but business schools, out of necessity, are condemned to teach the past.'

-- Mark H. McCormack, from "What They Don't Teach You at Harvard Business School" published by Bantam Books.

Mark McCormack is the founder of International Management Group, a multimillion-dollar, worldwide corporation that is a consultant to fifty Fortune 500 companies, a major producer of television programming and credited as the single most important influence in turning sports into big business.

Listen to McCormack as he tells you how to -- read people -- create the right first impression -- take the leading edge -run and attend meetings -- the secrets of successful selling and moving up within the organization.

McCormack shares his experience, technique and wisdom, his street smart insights and skills, in a practical, how-to manner. Business will never be the same! --This text refers to an out of print or unavailable edition of this title.

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Product Details

  • Paperback: 288 pages
  • Publisher: Bantam; Reissue edition (June 1, 1986)
  • Language: English
  • ISBN-10: 0553345834
  • ISBN-13: 978-0553345834
  • Product Dimensions: 6 x 0.7 x 9 inches
  • Shipping Weight: 12 ounces (View shipping rates and policies)
  • Average Customer Review: 3.9 out of 5 stars  See all reviews (47 customer reviews)
  • Amazon Best Sellers Rank: #54,702 in Books (See Top 100 in Books)

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Customer Reviews

Most Helpful Customer Reviews

19 of 21 people found the following review helpful By William B Hughes on December 12, 2000
Format: Paperback
This was one of the first business/management books I purchasd upon my graduation from college in 1988. Since that time, I find myself reading the book atleast once every 12 to 18 months to refreash my memory as well as my attitude. Mark's common sense straight forward approach is second to none! This book made such an impression on me that it is now required reading for all of my managemnet personnel and all new hires are given a copy on their start date of employment with my company.
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37 of 44 people found the following review helpful By Dagbone on February 29, 2000
Format: Paperback
I eagerly made my way through this book, in search of insights that might live up to the intriguing title of this book. What I found disappointed me: rather blasé anecdotes that seemed to be saying, "Look at me... see what I've done? Aren't I something?" Mark McCormack has obviously achieved great success, but his musings left me unfulfilled just the same. The basic premise of this book (listen to and take care of people, and beware arrogance) is sound, but for hard-hitting, meaty commentary, I'd look elsewhere.
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24 of 28 people found the following review helpful By Gerard Kroese on March 27, 2002
Format: Paperback
Mark McCormack is Founder, Chairman and CEO of sports marketing company International Management Group (IMG). He was named 'the most powerful man in sports' by Sports Illustrated.
In this book McCormack does not so much criticize Harvard Business School as the title suggests, but complements the traditional business school-education with 'street smarts' - "the ability to make active, positive use of your instincts, insights, and perceptions." (Funnily enough, McCormack did not even attend the HBS, he has a law degree from Yale.) "My main purpose in writing this book is to fill in many of the gaps - the gaps between a business school education and the street knowledge that comes from day-to-day experience of running a business and managing people." He splits the 'street smarts' and this book up into three parts: People, sales and negotiation, and running a business. With each part consisting of 4-to-6 chapters.
In the first part McCormack discusses matters related to people, such as reading people, creating impressions, preparation for business situations, and improving your career. "Business situations always come down to people situations. And the more - and the sooner - I know about the person I am dealing with, the more effective I'm going to be." In the second part of the book - Sales and Negotiation - the author dicusses sales, negotiations and marketing. Sales and negotiations are probably the strongest point of both the book and McCormack, he really excels here. ...The third part of the book - Running a Business - is probably the weakest part of the book. Although there are some great one-liners, it is clear that the author is not that much at ease with writing about organization structures, policies and procedures. In fact, it looks like he despises most of these subjects.
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6 of 6 people found the following review helpful By P. Gungor on April 23, 2004
Format: Paperback
This book is somewhat over-rated. Some of the chapters are just common sense. But there are also some tricks in 'sales'. The book emphasizes on silence and importance of the silence in negotiation.
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9 of 11 people found the following review helpful By Nannette Moran on May 29, 2005
Format: Paperback
It's an easy reader. It offers some valuable tips from this guy who has more money than me, right? He says things like "middle managers make the HUGE mistake of knowing what they shouldn't say and saying it anyway"; I used to do that. "Laughter in intense situations is key"; I made the whole group crack up at a corporate training. "Timing is everything so be aware of the benefit to you in timing". I'm paraphrasing of course but I love this book. I took notes, I highlighted, I memorized. I read it often and if I lost it I'd buy another. It's fun. Worth the money and the time.
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12 of 16 people found the following review helpful By scott_from_dallas on May 27, 2001
Format: Paperback
I really enjoyed reading this book and go back to it periodically and read sections. I think McCormick breaks everything down in a no-nonsense way. This is great for most things, but be on your guard. For example, McCormick says he runs his life by a series of legal pads with a line drawn down the middle: one page for each day, people to call on one side and things to do on the other side. I think some people might find that useful (and I used it for a while) but it is a little too simplistic. You can get a better feel for time management by reading Stephen Covey and Peter Drucker.
This is a good book for those running a division, a product line, or even a small company. One problem here is that McCormick doesn't realize that selling for him, a guy with contacts that make huge amounts of money, is a little different than those of us that have to beat the bushes to sell -- and establish those contacts. This isn't a book on sales, even though he has a section on it.
Get this book and his second edition and you have a start on a general management library. Your library isn't complete, however, without Stephen Covey's major works, some of Peter Druckers books, and maybe a tell all by one of the executives you like -- Iaccoca for example. But don't read Tom Peters.
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7 of 9 people found the following review helpful By A Customer on January 23, 2002
Format: Paperback
This is a good if over-rated book. If a lot of what he recommends here isn't already instinctive in you, you probably weren't meant to be an entrepreneur. He goes on endlessly about how you should be as silent as much as possible in negotiations. I went into negotiations after reading that thinking that's what I'd better do. Then I realized that's what I'd been doing the whole time without having to be told. An arrogance bleeds through the lines a bit too often. And being a sports agent, to me, is about as frivolous a profession as there could be. When I first heard the term "sports agent" I literally thought it was a joke. Bill Murray said the reason Mike Ovitz failed as an executive at Disney is, "He went from a simple commission business as a talent agent to the much more complex business of Disney. That's why he failed." And McCormack runs a talent agency, basically. And a lot of readers will probably be involved in much more complex businesses, for whom his advice will be dubious at best. But with those major reservations, I still think it's a book worth reading.
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What They Don't Teach You at Harvard Business School: Notes from a Street-smart Executive
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