Download A Bull in a Glass House: A Former Marine's Manifesto on by Jose Astorga PDF

By Jose Astorga

During this new ebook, ‘A Bull in a tumbler House,’ writer Jose Astorga attracts from a deep good of sharp observations, witty perception, and customary experience to cross on his ardour, event, and truths discovered in company hell. It’s one ex-Marine’s conflict for sanity within the office and it finds compelling truths, certainly one of inclusive of: existence is simply too brief to spend each day operating in distress. Are Sunday evenings your own threshold to hell? if this is the case, learn on. whilst Jose Astorga left the Marines for a gradual stint in company the US, he had no notion what he was once in for.  administration that valued the buck and private perks greater than their very own staff. Life-sucking company bureaucracy.  And senseless tasks that wasted time, attempt, and funds. Is it even attainable to organize for this? Now, it really can be. Astorga’s smart manifesto is a examine at the human situation: embody switch, price these you're employed with, and the 3 uncomplicated human wishes - protection, belonging, and admire - may be chuffed. targeting the administrative as opposed to worker chasm he lurked in in the course of his 20-year-long occupation, Astorga’s message is apparent: good fortune originates no longer on an educational certificates, yet from self-discipline, tenacity, loyalty, and flexibility. Written for people with little tolerance for waste, stupidity, shameless groveling, and inefficiency, A Bull in a pitcher home is the last word manifesto for navigating the human, company situation. compliment for Bull in a tumbler condominium: ‘...informed, insightful, and encouraging examining that's steered for someone in business...’ -- Michael Dunford, ‘Dunford’s Bookshelf,’ Midwest booklet assessment; ‘...a useful consultant on how you can stay in that international, tips on how to reframe that international, the best way to achieve that global. No wasted phrases here...a fast learn full of insight.’ -- Michael LaRocca, writer and editor ‘Current place of work leaders and those that see themselves as destiny leaders may in particular make the most of analyzing this book.’ -- Winningworkplaces.org  : approximately José Astorga: In 1986, after 3 years within the Marines and a quick stint as an armed shield, this former Marine secured a role in a transforming into corporation. He got here armed with just a highschool schooling and no talents, except being knowledgeable marksman within the Marines. His final 10 years in administration supplied an in-your-face, functional view of the anomaly among company point expectancies and behaviour. ‘A Bull in a pitcher condominium’ is the 1st in a chain of books that may gain the earnest reader.

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Additional resources for A Bull in a Glass House: A Former Marine's Manifesto on Surviving the Corporate Jungle and Taking Control of Your Life

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Some think that because they are successful, their way is always the best way. This is not the case. This will never be the case. The business world and everything in it is very dynamic; consequently, flexibility and adaptability must be a part of every employee’s repertoire. ” Marines are flexible. They can adapt to the environment and blend in. ” If you cannot adapt your behavior to a situation, you will not succeed. When it came to self-defense, he recognized that flexibility and responsiveness were much more effective than rigidity and choreographed mechanical movements.

Competence can be defined as the ability to effectively complete one’s job requirements. As an operations manager, I have learned that there are basically three levels of competence. Practical competence is the ability of someone to complete basic tasks. There is minimal creativity required. If an employee is trained and can effectively follow basic processes and procedures, then the employee can be considered competent. Adaptive competence is the next level up from practical. At this level of competence, an employee has the ability to take fundamental business processes and procedures and adapt them to varying conditions.

The Bull in me simply could not be tamed. When it came to running the department, the team leader and I did not always see eye to eye. It was his approach that made me steam. The twist here is that outside of work, we had developed a strong bond. The deterioration of the relationship between this individual and me was one of my all-time disappointments. Had I quit, we probably would have remained good friends. Why didn’t I quit? To me it wasn’t an option. Why wasn’t it an option? Was it lack of preparedness, fear of the unknown, complacency?

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