Chapter 1: Hello readers!

Have you ever wondered why others are so successful and

if you can be as successful as them?

Do you want to know how many ways of behaving in a given situation,

and is there a mindset that makes acting

in those situations more likely to be successful?

Many of us believe that our success will come

if we have a relatively complete set of knowledge,

and the willpower to pursue our goals to the end.

That’s true, but is that enough?

How do you see the relationship

between luck and success,

between intuition and experience:

Can people create their own luck

instead of waiting for it to happen?

Can people have enough?

bravery and alertness to know that you are making the right decision

based on intuition,

or are you making a safe

but not groundbreaking decision

due to too much reliance on information data?

Did you know that “fear of failure” is the biggest

and most positive motivator in business?

What Harvard doesn’t teach you will give you a lot of answers

to questions you’ve always wondered.

Going further, this is really a handbook

that gives readers very practical advice in improving their own skills

(the root factor that determines all human behavior),

developing negotiation skills

(foundational skills in social communication),

and finally practical applications in managing a business

(a miniature society that depends on one’s own talents and skills leader).

Those are also the three basic parts of this book.

What Harvard Doesn’t Teach You is a book

that simply presents the experiences of Mark H. McCormack,

a successful businessman who was trained in law

but started in a very new field a few years or half a century ago,

the field of sports management and marketing.

In the process of setting up and managing his company,

he was very concerned with the question:

whether the knowledge gained in school is correct

and sufficient for a business leader

as well as for employees that I recruited?

His 20 years of experience in driving the company has given him

a lot of practical experience

that he can share with others,

going beyond

what they think they already know in the knowledge they receive

from the school or in the real world.

struggling with the marketplace.

These are valuable experiences that any of us can find ourselves in,

seemingly things we already know but are startled to realize

why under similar circumstances we wouldn’t act managed to do so,

and therefore did not achieve the optimal effects of success.

Here, you will find out

do you really know how to observe actively or just observe?

Do you know how to use active silence,

or do you know how to use a sensitive statement

“I don’t know” in the right place?

Is there a way to overcome rejection in negotiation

and turn threats into opportunities with instinctive sensitivity?

The book shows many false illusions that an individual

or a manager has without realizing,

such as the illusion of effective meetings

(the law that the effectiveness of a meeting is inversely proportional

to the number of participants expert),

the illusion of an effective management philosophy

(only one effective management philosophy is to recognize

that no philosophy really works: be flexible),

or the illusion of effective intervention

(managers often consider themselves experts

to interfere too deeply in the work below

without understanding that their real job must be to manage professionals).

What Harvard doesn’t teach you tells us the missing part of

what we have been and are gaining from real life,

experience in gold and even the gold prices

that the author has gone through

and shared with you,

you read.

The things Mark H. McCormack has respectfully summed up

and shared with us will also be the things you will cherish

and share with others.

I recommend this very gentle

and helpful handbook to you.

When I was at Yale Law School,

I learned that, in terms of the business education system,

a law degree is a little bit as valuable

as a Master of Business Administration (MBA)

Later, when teaching at Harvard

and several other business schools,

that convinced me

despite the fact that the spheres of activity

of the two fields are clearly demarcated.

When you’re new to the business world,

work hard to get a well-deserved MBA

or LLB (Bachelor of Laws) degree.

But from the perspective of education,

on the one hand,

those degrees are the best foundation in the learning process,

but on the other hand,

they make learners become blind arrogance.

The best lesson anyone can learn from business school is

to be aware of what the school

He can’t teach you all the features

and intricacies of everyday business life.

The experience of those

who have experienced

it can help you learn these things faster,

easier and with much less fatigue,

but the most important thing is the individual learning process.

In the early 1960s, I founded a company with less than $500 in capital

and it was also the beginning of a new line of business

sports management and marketing.

Today, the company has grown into an International Management Group (IMG),

with offices in all countries,

with annual sales in the hundreds of millions of dollars.

I’m probably better known

as “The Man Who Made Arnold Palmer Millions of Dollars” more than my real name.

Although I also contributed to Arnold Palmer’s success,

it was actually he who made a “million-dollar Arnold Palmer”.

Sports star management has always been very important to us,

as with more than 500 sports stars on our client list.

But that’s just part of my job and everyone in the company.

Our television division produces

and delivers hundreds of thousands of hours of programming

ordered by organizations such as Wimbledon,

the National Football League (NFL),

the tennis and golf associations of the United States,

World Ski Federation, College Athletic Association of America (NCAA),

Royal and Ancient Golf Club.

More than 50 major companies

around the world have used our marketing consulting services.

Hundreds of senior leaders of companies come

to us for financial planning and management.

In addition, we have three fashion companies and we represent,

or have represented, many international organizations

such as the Nobel Foundation, the Vatican,

the Catholic Church of England.

In 1988, we were television advisors to the Organizing Committee

of the Winter Olympics in Calgary

and the Summer Olympics in Seoul, South Korea.

Over the past 20 years,

I think I’ve been through most of the situations,

as well as most of the typical figures in the business world.

My job is to decipher the complex egos of superstar athletes in relation

to their spouses, parents, lovers, neighbors or fans.

I have interacted with heads of state,

business owners, international bankers, amateur advisors,

bureaucratic sports organizations and industry mafias.

I have approached each stage and each aspect of the entertainment,

communication and entertainment industries.

And at some point,

I have dealt with all the nationalities on this earth.

Because of my relationships

with many major companies around the world,

I have walked into countless executive offices and meeting rooms,

witnessed the activities of many companies,

of all styles, cultures, theories and philosophies

and understand why many companies fail to function.

From my experience and observations, in this book,

I give advice on the areas of sales,

negotiation,

starting a business,

setting up

and running a business,

managing people,

promoting

and perfecting a business into everything.

But in a way, this classification is misleading

because this book is actually about “experience”

– the ability to make active and active use of one’s own instincts,

sensitivities,

and perceptions friend.

Use them to get what you want,

by the shortest way.

Can you learn to apply gritty reactions to business?

Maybe not completely,

but what you can learn is the result of thinking through experience.

Much of what I say and do in business,

from humble suggestions

to intentional comments,

is intended to give me a psychological advantage over others,

or to help me get the most out of them.

That is the wisdom of experience

applied knowledge about people.

Whether it’s closing a deal or asking for a raise,

driving a 5,000-person sales force or negotiating one-on-one,

buying a new company or converting an old one,

most business situations Business is always a human situation.

It is the managers who are attuned to people and know

how to apply that who gain the edge.

To be fair to Harvard Business School,

what they don’t teach you is exactly what they can’t teach

how to understand human psychology

and how to use that knowledge to get what you want.

That’s exactly what this book can teach you!

Of course, business cases are just situations.

But with practical experience and observations,

I offer many specific methods

that can be applied directly to bring immediate and clear results.

Much of this advice is unconventional,

because I believe that reliance on common sense

old ideas and outdated methods

is the biggest problem facing American business today.

Running a company is an ongoing process disrupt systems

and defy conditioned, counter-trend responses.

My main purpose in writing this book was

to bridge the gap between business school education

and the practical knowledge gained from day-to-day experience in running businesses and managing people.

Over the years, we have hired many MBAs from Harvard and elsewhere.

You must take personal responsibiity.

You cannot change the circumstances, the seasons,

or the wind, but you can change yourself.

That is something you have charge of.- Jim Rohn

This is one of those conditioned reflexes:

if you have a problem, hire an MBA.

When we enter areas with little confidence or expertise,

I think that because of education,

MBAs are the best people for us.

But I’ve also discovered that a master’s degree in business can sometimes impede the ability to master the experience.

Some of the masters we recruited initially were either inherently naive,

or were victims of business training.

As a result, they don’t have the capacity to learn practically

they can’t get an accurate understanding of people or assess situations.

Their “forte” is always perceiving things wrong.

To be fair, some of the masters we worked

for were able to adjust to the real world quite easily.

But it must be admitted that it is wrong to equate a degree

or a high IQ with “business wisdom.”

I have no prejudice against knowledge,

intelligence and degrees.

However, they cannot replace cognitive capacity,

human sensitivity and wisdom and experience.

I think Harvard Business School is also aware of this.

I hope they find it necessary to read this book.

Unwillingness to do what no one else wants

to is why people lack money. – Grant Cardone