Cover image for Staying street smart in the internet age ; what hasn't changed about the way we do business
Staying street smart in the internet age ; what hasn't changed about the way we do business
McCormack, Mark H.
Personal Author:
First American edition.
Publication Information:
New York : Viking, [2000]

Physical Description:
xvii, 286 pages ; 25 cm
Giving yourself a reality check -- Speed, the defining factor -- Giving the workplace a reality check -- Office politics -- Acquiring a power base -- Promotions, demotions, and other career hiccups -- Rules for deal makers -- When you are in charge -- Etiquette for the new millennium.
Format :


Call Number
Material Type
Home Location
Item Holds
HD30.37 .M388 2000 Adult Non-Fiction Central Closed Stacks

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From the author of the landmark bestselling business book, "What They Don't Teach You at Harvard Business School", comes a new protocol for business people, managers, and anyone involved in company life or with clients in the internet age. McCormack's premise is simple: regardless of the fact that correspondence is by e-mail and the product or service sold may be digital, human communication and contact - how you actually conduct your day, your life, your office, your employees, and your dealings with clients and competitors - are still the key factors to creating a successful, profitable, and stable business. In ninety-one short-take chapters, each illustrating one practical rule of thumb, McCormack outlines the basic business strategies, operating principles, and good o1' fashioned common sense that he's used to build the most prestigious and profitable sports management agency in the world.

Author Notes

Mark H. McCormack is the founder & CEO of International Management Group (IMG), the world's dominant sports marketing organization, whose clients include Tiger Woods, Derek Jeter, Venus & Serena Williams, & Arnold Palmer.

(Bowker Author Biography)

Reviews 3

Booklist Review

Anyone giving out business advice today seems compelled to explain how technology and the Internet have changed the ways of doing business. McCormack, though, seems even more compelled to argue for what has not changed. "Street smarts" --or the ability to deal with people, good judgment, and common sense--are what count. McCormack first touted street smarts with What They Don't Teach You at Harvard Business School (1984). McCormack also has written books on selling, negotiating, and "getting results"; and he is even a regular contributor to the journal New Zealand Management. People heed him because he exemplifies his own advice. McCormack has been credited with inventing sports marketing. In 1960, he was a lawyer in Cleveland when he signed his college pal Arnold Palmer as a client. Now his firm, IMG, grosses $1 billion annually and employs 2,000 people in 25 countries. Here, in 91 short chapters, McCormack offers tips on loyalty, office politics, resumes, and establishing a reputation. His constant and overriding theme, though, is that one must "find the human moment in every transaction." --David Rouse

Publisher's Weekly Review

The head of a huge worldwide sports-marketing organization, McCormick has a very simple answer to the question he poses in his subtitle: the Internet hasn't really changed anything. Oh, sure, he argues, it has made communication faster, but the basics of business are still the same; taking care of customers and employees remains paramount. McCormick, who cheerfully admits to not using a computer, provides these points and others in 91 mini-essays, most of which go on a bit longer than they need to, especially given such illustrative chapter titles as "People Who Count on Luck Rarely Get Lucky"; "Control Your Story Before Others Control It for You" and "A Crisis Doesn't End Until You Learn from It." While his remarks are not always consistent (e.g., in one chapter, he dismisses potential clients who are rude as not worth doing business with, and in another characterizes them as exactly the kind of tightly focused people one wants to work with), McCormick drops enough real-world tipsÄfrom noting when people call so as to find out the best time to reach them to recommending that we "unlearn at least one habit a year"Äto more than compensate for the flaws. 100,000 first printing; 6-city author tour. (Sept.) (c) Copyright PWxyz, LLC. All rights reserved

Library Journal Review

McCormack, author of the very popular What They Don't Teach You at Harvard Business School, recycles much of that work in his latest management title. He is skeptical of Internet hype and believes that the ability to understand, manage, and supervise people is the most important business skill. McCormack divides his lessons into 91 short chapters (of five pages or less) and further subdivides many chapters into easy-to-review lists. Each chapter emphasizes one concept, such as "the best ideas cannot be stolen." Chapters are grouped into nine areas, each focusing on a particular set of situations, for example, office politics, giving yourself a reality check, or acquiring a power base. McCormack is a facile writer who incorporates many examples from his decades running the International Management Group, the world's largest sports management agency. The Internet is hardly mentioned. With lots of commonsense advice in a short, easy-to-read package, this is sure to be popular with management types who read one book a year. Recommended for public libraries or college libraries that don't have any of McCormack's other works.DPatrick J. Brunet, Western Wisconsin Technial Coll., La Crosse (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.

Table of Contents

Introductionp. vii
Part I Giving Yourself a Reality Checkp. 1
Part II Speed, the Defining Factorp. 41
Part III Giving the Workplace a Reality Checkp. 65
Part IV Office Politicsp. 97
Part V Acquiring a Power Basep. 135
Part VI Promotions, Demotions, and Other Career Hiccupsp. 161
Part VII Rules for Deal Makersp. 179
Part VIII When You Are in Chargep. 211
Part IX Etiquette for the New Millenniump. 257