Mark H.Mc Cormack
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[justify]Mark McCormack shares the insights and acumen that helped him build a billion-dollar businessMark H. McCormack personally delivers a peak performance as often as physically possible. He rises at 4:30 a.m. to make overseas phone calls and dictate letters until 7 a.m. The rest of his day moves along in carefully orchestrated half-hour increments. Guided by a tight schedule, McCormack is never without his "list of things to do" and is never happier than when he is crossing things off it.
For years, McCormack's work as "the most powerful man in sports" (Sports Illustrated) has dictated that he move freely in international business circles and among the great sports champions of our time. He is a true insider and a keen observer of human nature. There is perhaps no one else on the American business scene today with the ability and knowledge to tell you more about 110 percent performance than Mark McCormack... the skilled negotiator... the elegant host... the hard-driving entrepreneur... the far-sighted businessman... the fascinating raconteur and?most important of all?the wise mentor.
Widely regarded as the creator of the sports marketing industry, McCormack is founder, CEO and chairman of International Management Group (IMG), of Cleveland, Ohio. The company, with 45 offices in 22 countries and over 1,000 employees, represents sports celebrities, creates sports programming for television, manages promoter sporting events, and is a marketing consultant to at least half of the Fortune 100.
IMG is also a publisher, a literary agency, manager of world renowned classical musicians, an international modeling and licensing agency, and a leader in providing personal financial planning.
McCormack is a graduate of William and Mary College and the Yale Law School. After accepting a position with a prestigious Cleveland law firm, he combined his business and legal skills with his lifelong passion for golf. In 1960, on a simple handshake agreement, he began managing the business affairs of a young golfer named Arnold Palmer, thereby launching IMG. McCormack is author of What They Don't Teach You at Harvard Business School, a best selling N-C audio program based on his book of the same title, and the follow-up audio program, What They Still Don't Teach You at Harvard Business School.
Dear Listener :
I used to believe that success in the corporate world was about all the success you needed. If you built a good career, earned enough money and enjoyed a solid business reputation, you had it made.
Well, I don't feel that way anymore.
Sure, I still believe in business success, but I see it as just one aspect of success in life. And it is success in life?comfort and confidence in dealing with others, enjoying a healthy self-esteem, knowing the joys of affection?that finally matters.
I hope you take that all-embracing definition of success seriously and?should you decide to do so ? devote 110 percent of your attention and energy to achieving it. You'll feel at your best when you're doing your best. With peak effort comes peak self-esteem. With peak concentration comes peak confidence. And with total involvement comes a sense of exaltation.
You can experience the thrill of 110 percent effort yourself. You can know the excitement and reward of holding nothing back. It just takes practice, discipline, a certain amount of knowledge, and a willingness to push yourself beyond what you think of as your personal limits.
To help you reach 110 percent performance, I'll share ideas, insights, approaches, do's and don'ts, strategies, tactics and examples with you. That's the avowed purpose of this audio-cassette program.
But in the final analysis, the 110 percent approach to life will only work if you love what you're doing. If you get great pleasure from your work, you'll achieve superlative performance both in business and in life. The key is to enjoy the process as well as the outcome.
Sincerely,
Mark McCormack
1. The 110% Difference
Experiencing the thrill of 110% effort. The fatal error. Success defined. Guidelines to a 110% approach to living. Without intensity, you can't experience "magic moments." Preparing yourself for the success that lies ahead.
2. Achieving the Most with Your Talents
The need to define and adjust for your weaknesses. Finding your strength. Reading results. How to check performance and decide if you're well suited for the job. Developing your talent for winning. Sacrifices. Skills that distinguish a winner.
3. Getting the Most from Your Ideas
The mind-set for solving problems. Open-ended ideas. Intangible ideas. The pipeline concept. Luck, your enemy or nemesis? The interdependence of ideas. Idea refinement. Taking moonshots. Knowing when to say yes or no to a good idea.
4. Getting the Most from Your Ideas (Cont'd)
Idea originators don't always win. Idea timing. Appraising ideas. Winning ideas have broad constituencies. Two ways to safeguard your ideas. Using incentives to promote idea abundance. Welcoming people to the creative process.
5. Making the Most of Your Time
Cherishing your time. Learning the rhythms of your
job. Guarding your stamina. Efficiency; knowing when enough is enough. The real first job to tackle daily. Facing up to dreaded tasks.
6. Making the Most of Your Time (Cont'd)
The first rule of getting organized Assigning a dollar value to your time. Tips on how to prevent others from wasting your time. Why being too time conscious is hazardous. The key to making slow decisions, which are usually better.
7. Maximizing Your Position at Work
How to be the boss. Three principles for keeping good employees. Why you'll always lose some good employees. The basics of being a good employee. Discerning and complying with veiled commands. Steps for becoming more influential.
8. Getting the Most Out of Other People
Selecting an ideal partner virtually assures you'll give 110%. The beauty of the 110% opponent. Four steps to help you get good advice. Making extraordinary gestures. Continuing gestures. Following up on a promise or invitation. Owning up to mistakes.
9. Making the Right Impression
The most important impression you make is the last one. Building solid relationships. The most dangerous first impressions. What to do when facing Goliath-Finding helpful mavericks and kindred spirits. Using candor to create trust. Name-dropping.
10. Gaining the Competitive Edge
Harnessing the power of your memory. The 50%, 75% and 110% solution to preparation. Subtle ways to criticize. The in's and out's of successful meetings. Writing proposals that get read.
11. Reaping the Most from Your Opportunities
The gentle art of persuasion and manipulation. Making the best sale. The Trojan Horse approach to selling. The Bakery Basket approach. Offering to absorb risk. Building loyalty. Tipping the scales in your favor.
12. The Art of Making Deals
The key elements of a negotiation. Persuading people to lower their defenses. Knowing what you want. Stumbling blocks in a negotiation. Handling tactics. The 110% concession. Playing hardball as a last resort. The 111% nonsolution.[/justify]