Dr. Frankel clearly identifies common mistakes –101 in all—that women commit unconsciously to sabotage their careers. This book provides revolutionary guides to help women of today eliminate girl-like behaviors they became accustomed with, which hold them back professionally.

How You Play Game Unfortunately, women are not as trained to participate in competitive sports. It is only recently that women started making their marks in this field. Thus, most women do not know rules of game of business. They simply do not know how to play it—and more importantly, how to win it.

Some of common mistakes women commit as they play game of business are: pretending it isn't a game; playing game safely and within bounds; working hard; doing what you want; avoiding office politics; being conscience; protecting jerks; holding your tongue; failing to capitalize on relationships; and, not understanding needs of your constituents.

How You Act Being successful in world of business is not only dependent on your knowledge of how to play it. It is also important to know how to act, professionally. Dr. Frankel enumerates some unlikely behaviors in workplace that can be hard career busters.

These are: polling before making a decision; needing to be liked; not needing to be liked; not asking questions for fear of sounding stupid; acting like a man; telling whole truth and nothing but truth (so help you God); sharing too much personal information; being overly concerned with offending others; denying importance of money; flirting; acquiescing to bullies; decorating your office like your living room; feeding others; offering a limp handshake; being financially insecure; and, helping.

How You Think Changing way you think can greatly impact a change in your career. Note beliefs and thought patterns you learn early in girlhood that you need to reconsider and then eventually forget.

Some of these are: making miracles; taking full responsibility; obediently following instructions; viewing men in authority as father figures; limiting your possibilities; ignoring quid pro quo (something that‘s exchanged in return for something else); skipping meetings; putting work ahead of your personal life; letting people waste your time; prematurely abandoning your career goals; ignoring importance of network relationships; refusing perks; making up negative stories; and, striving for perfection.

How You Brand and Market Yourself

Marketing oneself is as important as marketing a specific brand. Think of yourself as a brand that’s needs to be marketed effectively. Alongside these come some important points that women need to particularly remember.

A lot of effort has been carried out in last years to re engineer processes in order to automate all or parts of them. A great number of companies have changed their processes as a result of introduction of new software systems, aimed to streamline management of back and front office. Companies have even taken care of processes crossing company boundaries in order to optimize communications with clients, providers and partners. A characteristic of this interest is that is has been driven by technology.

In last years we have seen introduction of ERP and CRM systems, Content and Document Management systems, Workflow Automation Applications, etc... that have (or hopefully will) help companies achieve a more efficient use of their resources. It seemed that CIOs believed that an impressive IT portfolio would directly result in better processes.

However less interest has been directed at human side of process optimization. A lot of money is spent on paying a team from a world class consultancy firm, best of breed software products licenses, etc... and it is usual that importance of deploying new processes effectively is underestimated. Designing and documenting enhanced processes does not create value for company. It is only when these new processes are carried out in real world that value is created.

If we use popular metaphor that compares a business with an orchestra, you can have best musicians (employees) playing best instruments (software systems) with music scores (processes) in order. Value appears when they start playing together in a coordinated manner.

The objective of most Business Process Reengineering (BPR) projects is to increase quality of products and services produced, to lower costs, to reduce development time, to increase client satisfaction, etc... At bottom line what you need to achieve is that people work in a new and more efficient way.

The success of a BPR effort, specially when process are carried out by people, is therefore highly dependent on people's understanding of following concepts:

"Who does what, how, when and where"