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Books > Business & Economics > Business & management > Management & management techniques > Time management
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No
(Paperback)
Augusto Pinaud
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R192
Discovery Miles 1 920
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Ships in 18 - 22 working days
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If you are like me, you have probably read that you should learn to
say no to others in order to increase productivity. This is a very
good idea, but it is not enough. In my opinion, there is more than
one type of NO that we should learn to use. There is one we should
avoid, one we should learn to use appropriately, and one that we
need to use. We don't know how to use this word appropriately with
ourselves or with other people. The result is that we end up saying
NO when we should say YES and YES when we should say NO. Only when
we learn to use NO correctly with ourselves can we apply it to
other people. My intention is to show you the distinction between
the three types of NO and your adventure will be learning to use
them properly.
As a former training partner of multi-Olympic gold medal champion
Mo Farah, Adam Strong knows what it takes to transform 'good'
athletes into world-class top 1% winners. Adam Strong works with a
variety of organisations from up-and-coming SMEs to major
companies. By applying those same elite athlete time-management,
team-building and physical and mental health training techniques to
the business world, he helps 'good' performers transform themselves
into 'Gold Medal' enterprises and dominant forces within their
field. This book will provide you with the techniques that will
help ANY business, large or small, improve. Discover how a little
physical fitness can result in a lot of business fitness by
enabling you and your employees to generate more energy and focus.
Discover how your organisation can become faster, more agile, more
efficient and more competitive. Reach new heights you never thought
possible by implementing the same goal-setting techniques that
elite world-class champions use to achieve top 1% record-breaking
performance levels.
1 billion strong worldwide we must help each other.
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