Grab the Next Rung On Your Career Ladder
Bullets and Bosses Don’t Have Friends, How To Navigate Tough Challenges at Work by Toni Crowe is a book about learning to be the best you can be at work.
Discover how to handle tough peers and tougher bosses from one of America’s top Executives.
With a honest, compelling look at relationships with peers and bosses alike, discover a pragmatic approach to mastering your trek through management. You will navigate common challenges in the workplace and conquer them with your personal style.
What Will YOU Learn
In Bullets and Bosses Don’t Have Friends, you’ll discover:
– A behind-the-scenes peek at corporate America that shows you what it’s really like at the top
– Which skills and attitudes you need to scale to the top of the business world
– How to cultivate a relationship with your boss that benefits both of you
– What you can do when confronted with difficult peers so you maintain control
– How you can and should deal with workplace treachery, and much, much more!
Bullets and Bosses Don’t Have Friends is a series of true stories from Toni Crowe’s life in the corporate world, each with a practical lesson and a set of exercises you can apply to your own career. If you like the personal approach of a mentor, tales of hard-won success, and real-world advice from a CEO with an amazing record of achievement, then you’ll love Toni Crowe’s latest book. third installment in the five-part My Journey from a Lady of the Night to the Lady of the Boardroom memoir!
Excerpt from Bullets and Bosses ***
Many people believe that being the boss is easy. It is not. There are numerous activities that are hidden from the everyday employee that would shock them.
I was working for a toxic boss on a large, important project. The project involved castings, which are made by pouring liquid metal into a mold. Manufacturing parts with precision dimensions using this process is something of a magic trick. To add to the challenge, we didn’t have molds for this project.
Normally, from start to finish, a casting takes about thirty weeks. We had to make the part samples ourselves, check them, send them to a supplier for machining, check them again, and then send them to a supplier for painting.
We developed a plan for the parts to travel from one supplier to the next, cutting us out as the middleman and bringing the lead time down from thirty weeks to twenty-five. On this project, those five weeks could make a huge difference to the production team, which wanted to get the sample parts back in-house as fast as they could to build up, first, the production prototype and then the units themselves.
Both the production team and the parts procurement team reported directly to me. Despite enormous effort on my part and theirs, the parts did not come in at twenty-five weeks. They came in at twenty-six weeks.
They were one week late.
The day the parts were due but did not show up, my boss stormed into my office. His face was red, he was breathing hard, and his hands were clenched into tight fists. He walked straight toward me, and for a moment, I thought he might punch me.
He climbed up on my desk and started kicking. He kicked my phone off the desk, then my paper clips, then my calendar.
I didn’t get out of my seat. I just rolled my chair back against the wall while he was up on my desk kicking things around, hoping I didn’t get hit by anything. I was stunned into silence. He was not a skinny man. How upset was he to climb on my desk?
When he had finally kicked everything off, he stared at me. “What was the timeline for this project?”
I told him, “The schedule was thirty weeks.”
He didn’t like that answer. “What did you tell me you and your team could do?”
“I told you we could get it down to twenty-five weeks.”
“Did you get it down to twenty-five weeks?”
“No,” I told him, “I did not. I got it down to twenty-six weeks. I apologize for missing the plan by a week and only being four weeks ahead of the original schedule.”
This appeared to calm him down a bit. He climbed off my desk.
“Engineering is now behind twelve weeks, and you have only made up nine. I want you to see what you can do to make up the last three weeks we need to be on schedule for this project.”
I stood up and pretended that my desk items were not scattered about on the floor.
“Sure. I’ll make that happen.”
My ability to “make that happen” was one of the reasons I did so well in my career. My second ability to stay calm and take the heat was the second. If you work in manufacturing, operations, or supply chains, there are multiple problems you must solve every day. When you are responsible for all of the parts that are needed to produce revenue products, 99.9% is not good enough. If the plant needs one million parts and you and your team provide 999,999, you have failed.
Manufacturing and Operations are tough gigs. Sometimes, no matter what you achieve, it is never enough.
End Excerpt ***
Toni Crowe, BSEE, MSM, CLA, PE is the bestselling author of the $7 Journey series.
She is an award winning and accomplished executive with 30 years of experience as a CEO/President, Vice-President, Director, Engineer, and Manager across multiple sectors including high tech, consumer and nuclear sensors, Aerospace, film production and glass.
Toni has extensive experience in P&L, Manufacturing, Operations Management, and Lean. She has participated in a number of mergers and acquisitions.
Toni is currently the CEO of Just One, her company which is dedicated to changing lives, one life at a time, by insuring that no one has to make the same mistakes she made.
Buy Bullets and Bosses Don’t Have Friends to grab hold of the next rung on your career ladder today. https://smile.amazon.com/Bullets-Bosses-Dont-Have-Friends-ebook/dp/B07JH6W8XH