So Smart But.... How Intelligent People Lose Credibility - and How They Can Get it Back

  • ID: 2243962
  • Book
  • 224 Pages
  • John Wiley and Sons Ltd
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Praise for So Smart But . . .

"Credibility is the foundation of leadership, and Allen Weiner has now offered leaders the tools for building a foundation that is strong and secure. Full of examples, assessments, research, and practical tips, So Smart But . . . is required reading for all leaders who want to protect and extend the most valuable personal asset they have."
—James Kouzes, coauthor of the best–selling books The Leadership Challenge and Credibility: How Leaders Gain and Lose It, Why People Demand It

"Try this: Open this book three times at random and read one page. I′ll bet you will encounter a communication nugget or an insight on increasing credibility that applies directly to you. Allen Weiner is one of those rare individuals capable of packaging deep communication principles in easy–to–implement tips and ideas. This book is not a hard–to–digest meal, but rather a succession of tasty communication hors d′oeuvres. Take a bite and enjoy!"
—Aart de Geus, CEO and chairman of the board, Synopsys

"I believe credibility is the key ingredient for success in one′s personal, professional, and social life. Projecting yourself, communicating your message, and relating to others all center on credibility, and the results show in how you are received, whether people understood your message, and if they believed you. Allen is a master of putting things in the proper prescription to build a credible, successful communicator. I would recommend this book to be included as part of the curriculum at business schools."
—Anand Nallathambi, president, First Advantage Corporation

"The challenge that Human Resources professionals face is to foster an environment of good will in the workplace. Allen Weiner′s book, most especially the chapter with Lloyd Loomis, validates that harassment and discrimination are alive and well; communication is not just the words one speaks, but the actions that accompany them."
—Jane D. Jones, vice president, Human Resources, Service Corporation International

"Allen Weiner understands those unsuccessful executives who are "so smart but" can′t help themselves from self–destructing; he knows what makes them tick and offers practical advice on how to make sure you don′t become one. He speaks from experience. A worthwhile read!"
—Jeffrey S. Klein, chairman, 101communications

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Foreword vii
Don Robert

Introduction xi

1. The Look and Sound of Credibility 1

2. So Smart, But Can’t Tailor the Message to the Audience 13

3. So Smart, But Doesn’t Get It 33

4. So Smart, But Sounds Like She Lacks Executive Presence 49

5. So Smart, But Looks Like He Lacks Executive Presence 73

6. So Smart, But Thinks He Knows It All 89

7. So Smart, But Isn’t a People Person 109

8. So Smart, But Lacks Energy and Passion and Drive 121

9. So Smart, But Has It Out for Some People: How Management Styles Can Cause Compliance Issues 127
with Lloyd Loomis

10. Assessing Your Own Credibility: <a href="[external URL] 141

11. Sixteen Mind–Sets: And Five Seminars You Shouldn’t Take 147

12. Parting Thoughts 175

Appendix A: Essessnet Question Sets 177

Appendix B: The Test for Machiavellianism 191

References 193

Acknowledgments 195

The Author 199
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Allen N. Weiner
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