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Pitching Ideas: Make People Fall In Love With Your Ideas
Pitching Ideas helps you convince your audience. You can have the best ideas in the world, but they will never become reality if you don't know how to pitch them. Pitching Ideas will take you on a journey through people’s minds and helps you find the core of what you want to tell.
As art directors, programmers or project managers we are good at designing beautiful products and we offer good services. We always know exactly what the user wants and we know dozens of methodologies. However, if we have to convince our customers and colleagues, we find it very hard. For one reason or another pitching ideas is one of the most undervalued practices in our field of expertise. From convincing a colleague to opt for a certain methodology to persuading a customer to go for a certain concept. You can have the best ideas in the world, but if you are not able to bring them across, they will never become reality. In this book Jeroen van Geel takes you inside the heads of the people you have to convince. You will find the essence of you want to get across and really convince the right people. The book is full of examples drawn from his experience in the creative field, which can just as easily be applied to different sectors.
As art directors, programmers or project managers we are good at designing beautiful products and we offer good services. We always know exactly what the user wants and we know dozens of methodologies. However, if we have to convince our customers and colleagues, we find it very hard. For one reason or another pitching ideas is one of the most undervalued practices in our field of expertise. From convincing a colleague to opt for a certain methodology to persuading a customer to go for a certain concept. You can have the best ideas in the world, but if you are not able to bring them across, they will never become reality. In this book Jeroen van Geel takes you inside the heads of the people you have to convince. You will find the essence of you want to get across and really convince the right people. The book is full of examples drawn from his experience in the creative field, which can just as easily be applied to different sectors.
- GenresBusinessDesignManagement
128 pages, Hardcover
Published June 15, 2018
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Displaying 1 - 14 of 14 reviews
December 1, 2022
Had to read it for school, but it was actually quite helpful
July 14, 2025
Автор в простій формі подає алгоритм, як правильно потрібно презентувати ідеї, на що звертати увагу, як представляти себе і проєкт. Після прочитання цієї книги, по іншому переосмислила значення цільової аудиторії, як потрібно адаптовуватися до клієнтів, досліджувати людей, ще перед презентацією своєї ідеї. Це можна робити завдяки зондуванню соц мереж, листуванню, відгуками колег.
Щоб розуміти клієнта, автор розказує про психологічні типи Карла Юнга, які й досі лежать в основі багатьох сучасних теорій поведінкової науки. Зрозумівши ці психологічні функції, можна знайти ключ до людини, спеціальний тип комунікації, який «зачепить» інвесторів.
Щоб розуміти клієнта, автор розказує про психологічні типи Карла Юнга, які й досі лежать в основі багатьох сучасних теорій поведінкової науки. Зрозумівши ці психологічні функції, можна знайти ключ до людини, спеціальний тип комунікації, який «зачепить» інвесторів.
May 2, 2023
Гарна книжка, для мене було багато цінної нової інформації. Можливо, тому що я невеликий експерт в даній темі. Тож дуже радий, що прочитав її. Тепер треба використовувати на практиці🤓
June 29, 2026
This is one of those rare business books that teaches real theory without ever sounding like a textbook. Van Geel's central argument, that a pitch is 90% people and 10% idea, runs through every chapter, and he backs it with genuine experience and practical, real-world scenarios rather than abstract lecturing. Everything is explained in an approachable, easy-to-follow way.
What I appreciated most is how the book smuggles in concepts I was taught in university business-presentation courses without ever using the jargon. There's a whole framework for setting what is essentially a SMART goal, yet he never calls it that. He just walks you through the thinking. He points out, for instance, that everyone throws around a word like "success" while quietly meaning something different by it. He also treats goals as moving targets rather than fixed points. One example stuck with me: over time, the same opportunity shifted from a future goal into a service, access to thousands of songs, say, and as it did, the goal and the outcome shifted with it. That dynamic lens echoes the Kano Model I learned in process improvement, where a feature that first wows customers as a "delighter" inevitably hardens into a baseline expectation. Beyond setting a goal, he reminds you to keep watching for when the goal itself needs to change. Where other writers might just name-drop a theory to show off, van Geel actually digests these ideas and applies them directly to pitching.
He's also good at making you see yourself in the failure modes. He labels them with names that sound fancy at first, like overcompensation mode, Rambo mode, best-idea-ever mode, and wrong-style mode, but each comes with an example vivid enough that you recognize the version of yourself who's been there.
The "know thy stakeholders" chapter reads a lot like stakeholder work in project management. He offers several angles for tailoring how you communicate: different roles process information differently, some people absorb things by seeing and others by hearing, and personality shapes how a message lands. He even suggests using MBTI as a quick, surface-level read on how someone processes information, and his stakeholder balance map is one of the most useful models in the book. He stresses, too, that different organizational stakeholders respond to different vocabulary. This is the part I connected with most: having recently started a new job, I've noticed that the supply chain directors and the sales director see me and my work very differently, and I'm realizing I need to learn to speak a different language to each of them.
There are other models I'll actually use, like the "meet the core idea sheet" for pressure-testing an idea. You fill in goal, context, idea, USPs, and requirements until you've built something that stands on its own. He shows how Spotify, Nespresso, even the Great Wall of China could be reasoned out through that same frame.
His chapter on preparation impressed me and exposed a real blind spot of mine. I'd never thought about how the room itself shapes a pitch, whether auditorium, cocktail, boardroom, U-shape, large crowd or small, or how where you physically stand changes the way you connect with people. He even argues time of day matters, naming roughly 1:30 to 3pm as the sweet spot. The same attention carries over to dress, body language (smile, keep your hands still, mirror the other person), arriving on time, reading the entrance and the feel of the interior, and choosing where to sit, whether opposite, side by side, mixed in, or at the head of the table, based on the atmosphere and the relationships in the room.
On delivery, he stacks up small, high-leverage moves: open with an attention-grabber, share a preview, make small talk beforehand, and keep the deck human and personal, with a photo, strong contrast, consistency, and short punchy copy, then close the loop by circling back to where you began. His advice on rehearsal is the opposite of memorizing: prepare a few versions so that if you slip, you recover naturally, and always leave room for improvisation, because there's always an ad-hoc moment like an unexpected question. And because a pitch is ultimately about impression, especially first impression, he doesn't stop at the talk itself. He covers asking for feedback, listening actively, recapping it without getting defensive, and closing the meeting without leaving important things hanging.
The point that surprised me most comes near the end: let others score. Having your credit taken is infuriating whether or not it happened in a pitch, and van Geel’s insight is that deciding when to claim a win and when to hand it over is actually a strategic call, not an emotional one. He maps it out in a “When to let others score?” flow chart that walks you through a few honest questions: Will the idea die without this person’s approval? Will your relationship improve if you let them take the win? Do they already see your value, and would they return the favour later? Depending on your answers, you land on one of three outcomes: score yourself, let the other person score, or “the choice is yours.” The logic is that you give away credit when it buys you something real, like goodwill, buy-in for an idea that needs their blessing, or a favour you can cash in later, but you hold onto it when your value isn’t yet recognized or when staying quiet would genuinely stall your career. He even tucks in a joke branch (“Is it your mom? She let you win every game until you were 12… let her score!”) that keeps the whole thing from feeling cynical. I found it genuinely useful, because it turns a petty, resentful moment into a deliberate choice.
It all loops back to that opening line: pitching is 90% people, 10% idea. As someone who studied business and now works in a corporate environment, I found this book refreshingly realistic, and I could map almost everything in it onto my day-to-day work. These are lessons I can actually take into real life.
What I appreciated most is how the book smuggles in concepts I was taught in university business-presentation courses without ever using the jargon. There's a whole framework for setting what is essentially a SMART goal, yet he never calls it that. He just walks you through the thinking. He points out, for instance, that everyone throws around a word like "success" while quietly meaning something different by it. He also treats goals as moving targets rather than fixed points. One example stuck with me: over time, the same opportunity shifted from a future goal into a service, access to thousands of songs, say, and as it did, the goal and the outcome shifted with it. That dynamic lens echoes the Kano Model I learned in process improvement, where a feature that first wows customers as a "delighter" inevitably hardens into a baseline expectation. Beyond setting a goal, he reminds you to keep watching for when the goal itself needs to change. Where other writers might just name-drop a theory to show off, van Geel actually digests these ideas and applies them directly to pitching.
He's also good at making you see yourself in the failure modes. He labels them with names that sound fancy at first, like overcompensation mode, Rambo mode, best-idea-ever mode, and wrong-style mode, but each comes with an example vivid enough that you recognize the version of yourself who's been there.
The "know thy stakeholders" chapter reads a lot like stakeholder work in project management. He offers several angles for tailoring how you communicate: different roles process information differently, some people absorb things by seeing and others by hearing, and personality shapes how a message lands. He even suggests using MBTI as a quick, surface-level read on how someone processes information, and his stakeholder balance map is one of the most useful models in the book. He stresses, too, that different organizational stakeholders respond to different vocabulary. This is the part I connected with most: having recently started a new job, I've noticed that the supply chain directors and the sales director see me and my work very differently, and I'm realizing I need to learn to speak a different language to each of them.
There are other models I'll actually use, like the "meet the core idea sheet" for pressure-testing an idea. You fill in goal, context, idea, USPs, and requirements until you've built something that stands on its own. He shows how Spotify, Nespresso, even the Great Wall of China could be reasoned out through that same frame.
His chapter on preparation impressed me and exposed a real blind spot of mine. I'd never thought about how the room itself shapes a pitch, whether auditorium, cocktail, boardroom, U-shape, large crowd or small, or how where you physically stand changes the way you connect with people. He even argues time of day matters, naming roughly 1:30 to 3pm as the sweet spot. The same attention carries over to dress, body language (smile, keep your hands still, mirror the other person), arriving on time, reading the entrance and the feel of the interior, and choosing where to sit, whether opposite, side by side, mixed in, or at the head of the table, based on the atmosphere and the relationships in the room.
On delivery, he stacks up small, high-leverage moves: open with an attention-grabber, share a preview, make small talk beforehand, and keep the deck human and personal, with a photo, strong contrast, consistency, and short punchy copy, then close the loop by circling back to where you began. His advice on rehearsal is the opposite of memorizing: prepare a few versions so that if you slip, you recover naturally, and always leave room for improvisation, because there's always an ad-hoc moment like an unexpected question. And because a pitch is ultimately about impression, especially first impression, he doesn't stop at the talk itself. He covers asking for feedback, listening actively, recapping it without getting defensive, and closing the meeting without leaving important things hanging.
The point that surprised me most comes near the end: let others score. Having your credit taken is infuriating whether or not it happened in a pitch, and van Geel’s insight is that deciding when to claim a win and when to hand it over is actually a strategic call, not an emotional one. He maps it out in a “When to let others score?” flow chart that walks you through a few honest questions: Will the idea die without this person’s approval? Will your relationship improve if you let them take the win? Do they already see your value, and would they return the favour later? Depending on your answers, you land on one of three outcomes: score yourself, let the other person score, or “the choice is yours.” The logic is that you give away credit when it buys you something real, like goodwill, buy-in for an idea that needs their blessing, or a favour you can cash in later, but you hold onto it when your value isn’t yet recognized or when staying quiet would genuinely stall your career. He even tucks in a joke branch (“Is it your mom? She let you win every game until you were 12… let her score!”) that keeps the whole thing from feeling cynical. I found it genuinely useful, because it turns a petty, resentful moment into a deliberate choice.
It all loops back to that opening line: pitching is 90% people, 10% idea. As someone who studied business and now works in a corporate environment, I found this book refreshingly realistic, and I could map almost everything in it onto my day-to-day work. These are lessons I can actually take into real life.
January 27, 2022
içerik hakkındaki düşüncelerimi paylaşmadan önce bilgi tasarımı yönünden çok başarılı bir eser olduğunu söylemem gerek. her chapter’a özetler eklenerek recap yapma fırsatı sunmanın yanında, her chapter’ın kendi içerisinde adım adım anlatım ve gerektiğinde görsel ve diyagramlarla desteklenmesi; okuyucunun konuya hakimiyetini artırmak için ideal şekilde dekore edilmiş bir kitap olduğunu gösteriyor.
ciddi şirketlerde çalışarak kurumsal hayatın içerisinde bulunmuş birçok kişi için yabancı olunmayan bir konu bu aslında. sunum hazırlamak bir kabus olmuştur her zaman. günlerce çalışma, revize edilen dosyalarda “rev_final3” gibi yaratıcılıktan uzak isimlendirmeler, unutulan bir şey kaldığını kontrol etmek için provalar… hepsi paydaşlardan istediğimizi alabilmek veya istediklerine uygun bir fikri sunabilmek adına yapılıyor. bütün bunların sebebi ise bu kitapta anlatılanların çoğunu bilmemize rağmen bunu bir şablon üzerinden yapmayı bilmememizden kaynaklanıyor.
ilk bölümde anlatılanlar aslında çok temel insan ilişkileri yönetimi yetkinliğine hitap ediyor. çözümünü bilsek dahi toplum olarak başarısız olduğumuzu düşünüyorum. her ne kadar başkalarını ikna etmede başarılı olmasam da, kendimi ikna etme konusunda gerçekten bu yaklaşımı uyguladığımı fark ettim. ikinci bölümü de hızlıca geçebiliriz, ürün yönetimiyle yakın teması olabilmiş herkesin aşina olabileceği türden bir sorunsal. bu anlarda spektrumun hangi noktasında olduğumuz belirlemek bile bir problem yaratabiliyor. inisiyatif veya vizyon olarak sunulan bir görüşü, hangi doğrultuda hangi detayda sunulmasının gerektiğini bilememek; tanımlamak için “yaşayan bilir” demek yeterli olacaktır. üçüncü bölüm haricinde kalan bölümlerde de aynı şekilde kurumsal hayatın parçası olanların bildiği konular işleniyor. mesela bir örnek olarak kime fikrimizi sunduğumuza göre değişecek şekilde sunumun evrilmesi gerektiği ya da vücut dili gibi konuları biliyoruz.
üçüncü bölüm bana kalırsa kitabın gurur duyması gereken bir yaklaşıma sahip. bu bölümde step-by-step olarak işlenen “core idea sheet” metoduyla yapısal olarak düzenli bir fikir zinciri oluşturulabiliyor. çin seddi, nespresso gibi örnekler konuyu anlamamızda da inanılmaz faydalı olmuş. “elevator pitch” kavramı ise, fikirlerimizin 60 saniyenin altında net şekilde özetlenebilmesini gerektiğine işaret ediyor. twitter kullanıyormuş gibi düşünülebilir, 280 karakterle derdimizi anlatmaya çalışıyoruz orada da.
fikirleriyle ne yapmak istediğini bilen ancak nasıl yapması gerektiğini bilmeyen herkese gerçekten faydası olacağını düşünüyorum. kitap güzel şekilde işlenmiş örneklerle, bir şablon üzerinden ilerlemenize faydalı yöntemler sunuyor tabii ki; ama bunun tek yolunun kitapta bahsedilenler gibi olmak zorunda olmadığına da eminim. bir de referanslarla desteklenen bir kitap olmasını beklerdim, ilk bölümde yüzdesel bir istatistik olarak paylaştığı bir iddia vardı mesela; bunun doğru olduğu biraz şüpheli çünkü %90-%10 gibi net bir oran verilmiş ve kaynak verilmemiş.
ciddi şirketlerde çalışarak kurumsal hayatın içerisinde bulunmuş birçok kişi için yabancı olunmayan bir konu bu aslında. sunum hazırlamak bir kabus olmuştur her zaman. günlerce çalışma, revize edilen dosyalarda “rev_final3” gibi yaratıcılıktan uzak isimlendirmeler, unutulan bir şey kaldığını kontrol etmek için provalar… hepsi paydaşlardan istediğimizi alabilmek veya istediklerine uygun bir fikri sunabilmek adına yapılıyor. bütün bunların sebebi ise bu kitapta anlatılanların çoğunu bilmemize rağmen bunu bir şablon üzerinden yapmayı bilmememizden kaynaklanıyor.
ilk bölümde anlatılanlar aslında çok temel insan ilişkileri yönetimi yetkinliğine hitap ediyor. çözümünü bilsek dahi toplum olarak başarısız olduğumuzu düşünüyorum. her ne kadar başkalarını ikna etmede başarılı olmasam da, kendimi ikna etme konusunda gerçekten bu yaklaşımı uyguladığımı fark ettim. ikinci bölümü de hızlıca geçebiliriz, ürün yönetimiyle yakın teması olabilmiş herkesin aşina olabileceği türden bir sorunsal. bu anlarda spektrumun hangi noktasında olduğumuz belirlemek bile bir problem yaratabiliyor. inisiyatif veya vizyon olarak sunulan bir görüşü, hangi doğrultuda hangi detayda sunulmasının gerektiğini bilememek; tanımlamak için “yaşayan bilir” demek yeterli olacaktır. üçüncü bölüm haricinde kalan bölümlerde de aynı şekilde kurumsal hayatın parçası olanların bildiği konular işleniyor. mesela bir örnek olarak kime fikrimizi sunduğumuza göre değişecek şekilde sunumun evrilmesi gerektiği ya da vücut dili gibi konuları biliyoruz.
üçüncü bölüm bana kalırsa kitabın gurur duyması gereken bir yaklaşıma sahip. bu bölümde step-by-step olarak işlenen “core idea sheet” metoduyla yapısal olarak düzenli bir fikir zinciri oluşturulabiliyor. çin seddi, nespresso gibi örnekler konuyu anlamamızda da inanılmaz faydalı olmuş. “elevator pitch” kavramı ise, fikirlerimizin 60 saniyenin altında net şekilde özetlenebilmesini gerektiğine işaret ediyor. twitter kullanıyormuş gibi düşünülebilir, 280 karakterle derdimizi anlatmaya çalışıyoruz orada da.
fikirleriyle ne yapmak istediğini bilen ancak nasıl yapması gerektiğini bilmeyen herkese gerçekten faydası olacağını düşünüyorum. kitap güzel şekilde işlenmiş örneklerle, bir şablon üzerinden ilerlemenize faydalı yöntemler sunuyor tabii ki; ama bunun tek yolunun kitapta bahsedilenler gibi olmak zorunda olmadığına da eminim. bir de referanslarla desteklenen bir kitap olmasını beklerdim, ilk bölümde yüzdesel bir istatistik olarak paylaştığı bir iddia vardı mesela; bunun doğru olduğu biraz şüpheli çünkü %90-%10 gibi net bir oran verilmiş ve kaynak verilmemiş.
January 8, 2020
Pitching ideas ขายงานให้ได้งาน
- เยอโรน ฟาน กีล
หนังสือ แบ่งออกเป็น 6 บท ประมาณ 200 หน้า ไล่เรียงตั้งแต่
บท 1 พูดถึงว่า คนเราแม้ง ก็ขายกันอยู่ตลอดนั่นแหละ ขายงาน ขายไอเดีย ขายแรงงาน รวมถึงขายหน้าด้วยแม้ม
บท 2 ก็ไหนๆ จะขาย ก็จงตอบ Why มาซ่ะ ขายทำไม at the end of the day แกต้องการอะไร
บท 3 งานขายหรอ เปล่า เสนอไอเดียเฉยๆ Buy ไม่ Buy มันอยู่ที่ผู้รับ
บท 4 จะไปเล่าไอเดียเนี่ย รู้ไหมว่า ไม่มี one site fit all รู้จัก stakeholders ทั้งหมดแล้วหรือใคร Creative ไม่เหมือนกับ Account นะ
บท 5 ทำการบ้านดิ คน สถานที่ สิ่งแวดล้อม บริบทในการนำเสนอ
บท 6 การขายเนี่ย แม้งไม่มีวันจบ build measure learn วนลูปไปเรื่อยๆ จบ!
คหสต น่ะ คือมันเป็นหนังสือที่ดีมากๆ คือเขาไม่สอนวิธีขาย แต่สอนให้ทำการบ้าน และติดตามผล เพราะ ทำการบ้านดี ก็เหมือนนั่งจิบชา คุยกัน
- เยอโรน ฟาน กีล
หนังสือ แบ่งออกเป็น 6 บท ประมาณ 200 หน้า ไล่เรียงตั้งแต่
บท 1 พูดถึงว่า คนเราแม้ง ก็ขายกันอยู่ตลอดนั่นแหละ ขายงาน ขายไอเดีย ขายแรงงาน รวมถึงขายหน้าด้วยแม้ม
บท 2 ก็ไหนๆ จะขาย ก็จงตอบ Why มาซ่ะ ขายทำไม at the end of the day แกต้องการอะไร
บท 3 งานขายหรอ เปล่า เสนอไอเดียเฉยๆ Buy ไม่ Buy มันอยู่ที่ผู้รับ
บท 4 จะไปเล่าไอเดียเนี่ย รู้ไหมว่า ไม่มี one site fit all รู้จัก stakeholders ทั้งหมดแล้วหรือใคร Creative ไม่เหมือนกับ Account นะ
บท 5 ทำการบ้านดิ คน สถานที่ สิ่งแวดล้อม บริบทในการนำเสนอ
บท 6 การขายเนี่ย แม้งไม่มีวันจบ build measure learn วนลูปไปเรื่อยๆ จบ!
คหสต น่ะ คือมันเป็นหนังสือที่ดีมากๆ คือเขาไม่สอนวิธีขาย แต่สอนให้ทำการบ้าน และติดตามผล เพราะ ทำการบ้านดี ก็เหมือนนั่งจิบชา คุยกัน
This entire review has been hidden because of spoilers.
December 14, 2021
Learned alot from this book! Ive read it when I was pretty new with pitching creative ideas and I was just in a transition from working in tech support to working as a ux designer in tech so the book came in quite handy. Its also easily written and easy to understand so its easy to remember things without writing it down. The size is also really convenient. Back in the days, pre-corona, i used to read it when I was travelling with public transport. Reading a couple of pages each time I was sitting in the bus or train.
March 30, 2022
قرأت النسخة العربية من الكتاب، التي طبعتها دار عمان ناشرون تحت عنوان: "عرض الأفكار"
معظم أفكاره عادية، وبعضها ممتازا.
الفصل الرابع فيه أفكار لطيفة عن اللغة التي تخاطب بها الأشخاص حسب وظائفهم/أدوارهم.
الفصل الأخير أعجبني فيه مخطط ترك الآخرين يأخذون أفكارك في الاجتماعات أم تردها لنفسك.
معظم أفكاره عادية، وبعضها ممتازا.
الفصل الرابع فيه أفكار لطيفة عن اللغة التي تخاطب بها الأشخاص حسب وظائفهم/أدوارهم.
الفصل الأخير أعجبني فيه مخطط ترك الآخرين يأخذون أفكارك في الاجتماعات أم تردها لنفسك.
July 26, 2022
الكتاب مركز على نقطة نغفلها عند عرض افكار مشاريعنا استفدت منه في كيف اعرض الفكرة واعدها بشكل جيد قبل العرض الكتاب خفيف ولطيف محدد في موضوعه وتصميم الكتاب جذاب الاجزاء الاخيرة خاصة بوقت الالقاء والعرض اغلبها نصائح معروفة لي . الكتاب جيد لمن عندهم افكار لمشاريع وبرامج
December 17, 2022
Книга про те як будувати презентацію і подавати свою ідею залежно від того з ким ви говорите. Більше про мистецтво презентації. Ну в трохи психології. Але , там є структура, висновки розділу і пункти.
April 30, 2018
Super boekie. Leest snel, makkelijk en geeft echt goede tips om beter te pitchen.
May 1, 2022
Başlangıç seviyesinde faydalı olabilir.
June 17, 2022
كتاب جيد في فصولة الثلاثه الاولى
August 18, 2024
Вірусні ідеї. Як захопити людей своїм проектом автор Єрун ван Гел, міжнародний спікер і письменник в області UX, дизайну.
Весь креатив цієї книги вкинули в назву 😅 ну, що ж увагу мою привернули... але я обурена😒
Варто було назвати книгу, як створити презентацію і не боятись виступити. Це весь максимум від автора😐.
Той момент, коли ні назва, ні тема, ні мета не мають нічого спільного із суттю книги.
Нічого про ідеї і тим більше про креатив, бо все ж таки, щоб запустити вірусні тренди, за якими всі слідують, потрібно бути генератором нового або тонко відчувати психологію потреб людей (чи я щось не так розумію🤔).
Загалом книга написана гарно і легка подача. Тільки от все, що описує автор годиться як поради менеджера для адаптації в новому колективі, трішки прикладів із нетворкінгу і про роботу в великій компанії, коли ти тільки прийшов і потрібно з чогось починати🫣. Бути уважним, поважати ієрархію і структуру, вчитись розуміти людей, не поспішати і якісно виконувати роботу. Принаймні я це так бачу і більшість із сказаного для мене банальні і очевидні речі, які були б корисні десь після школи ну і на курсі першому, коли робила перші самостійні кроки в роботі.
У творчій роботі повсякчас доводиться когось у чомусь переконувати/та ми щодня когось в чомусь переконуємо, таке вже наше соціальне життя.
В наш час важливо вміти презентувати себе, свої ідеї блог і т.д, не тільки щоб показати власну унікальність/експертність, чи зібрати якомога більше підписників, вступити в конкурентну боротьбу за увагу... Сьогодні як ніколи раніше потрібно бути толерантним, уважним та враховувати інтереси і болі всіх учасників розмови/проекту/компанії. Тільки нічого з цього ви там не знайдете🫠 Книга дуже застаріла хоча і видана 5років тому.
Ця книга годиться якщо ви ще зовсім юні чи трішки не впевнені у собі.
Весь креатив цієї книги вкинули в назву 😅 ну, що ж увагу мою привернули... але я обурена😒
Варто було назвати книгу, як створити презентацію і не боятись виступити. Це весь максимум від автора😐.
Той момент, коли ні назва, ні тема, ні мета не мають нічого спільного із суттю книги.
Нічого про ідеї і тим більше про креатив, бо все ж таки, щоб запустити вірусні тренди, за якими всі слідують, потрібно бути генератором нового або тонко відчувати психологію потреб людей (чи я щось не так розумію🤔).
Загалом книга написана гарно і легка подача. Тільки от все, що описує автор годиться як поради менеджера для адаптації в новому колективі, трішки прикладів із нетворкінгу і про роботу в великій компанії, коли ти тільки прийшов і потрібно з чогось починати🫣. Бути уважним, поважати ієрархію і структуру, вчитись розуміти людей, не поспішати і якісно виконувати роботу. Принаймні я це так бачу і більшість із сказаного для мене банальні і очевидні речі, які були б корисні десь після школи ну і на курсі першому, коли робила перші самостійні кроки в роботі.
У творчій роботі повсякчас доводиться когось у чомусь переконувати/та ми щодня когось в чомусь переконуємо, таке вже наше соціальне життя.
В наш час важливо вміти презентувати себе, свої ідеї блог і т.д, не тільки щоб показати власну унікальність/експертність, чи зібрати якомога більше підписників, вступити в конкурентну боротьбу за увагу... Сьогодні як ніколи раніше потрібно бути толерантним, уважним та враховувати інтереси і болі всіх учасників розмови/проекту/компанії. Тільки нічого з цього ви там не знайдете🫠 Книга дуже застаріла хоча і видана 5років тому.
Ця книга годиться якщо ви ще зовсім юні чи трішки не впевнені у собі.
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