“I like books that get to the point. I like tiny snippets of information that communicate BIG ideas quickly. I like books that make me think. I like books that make me want to do better. If you're like me, then read this book!!!”
Larry Winget, Television personality and six time
NYT/WSJ bestselling author.
“How to Kill Your Company is a short and wonderful romp of a book. Ken Kirsh provides us with the fastest way I’ve ever seen to help every leader become more self-aware, and in turn, build companies that thrive rather than fail.”
Robert Sutton, Stanford Professor and author of the New York Times
bestsellers Good Boss, Bad Boss and The No Asshole Rule.
“Ken Kirsh’s book, How to Kill Your Company, is an intellectual shot in the brain. If you buy it, read it, study it, and put it into action, it will prevent you from shooting yourself in the foot and in the wallet.”
Jeffrey Gitomer, New York Times bestselling author of
Little Red Book of Selling
“When it comes to building a successful business or career, knowing what to do is only half the game. The other half is knowing what not to! That's exactly what Ken Kirsh reveals, with precision and in-your-face clarity.”
Barbara Corcoran, Star of Shark Tank,
Business Expert, Real Estate Mogul
“Never have I seen so many good, actionable thoughts in so few pages.”
Peter Ricchiuti, Assistant Dean
A.B. Freeman School of Business, Tulane University
“For small businesses or big, Kirsh delivers 50 punchy and powerful don't do's that apply to CEOs, clerks and every employee in between.”
Chris Altizer, Senior Vice President Human Resources
"Direct and intelligent.
I dare you not to read it." James Carville
Coaching. Consulting. Seminars.
|Next seminar to be announced.|
|Fairleigh Dickinson University||March 2, 2015|
|Wharton Club of New Jersey||January 21, 2015|
Your job requires you to be political.
You must angle for your next promotion, project, raise, or bonus.
You must also navigate waters made murky by others—and engage or circumvent people to assist you or approve your projects.
You're being too political. You are obstructing the natural flow of information, process, and interaction that your company requires.
If you're politicking for a subordinate or coworker, good for you. Politics should be about the greater good—not just as it relates to you.
While some people are not politically assertive enough, the bigger problem I've observed is that most are too political. For your company's sake, you need to strike the right balance; more often than not, this means toning it down a bit, not up.
If you're guilty of this behavior, you know exactly what I'm talking about. If you're not, don't get too comfortable. Chances are you're more than a little guilty of what comes next.
Currently available for seminars. Learn more about them or book one now!
Contact Ken at firstname.lastname@example.org