| Table of Contents |
 | Staying Power—30 Secrets Invincible Executives Use for Getting to the Top And Staying There |
| Introduction—"Most Unlikely to Succeed" |
| Part I - The Invincible Career Path |
| Rule 1 | - | Do Not Map Out Your Career |
| Rule 2 | - | Discover Your Talents Early, and Discard Your Fantasies Immediately |
| Rule 3 | - | Maintain Pervasive Professional Flexibility |
| Rule 4 | - | Get Lucky |
| Rule 5 | - | Promote the Organization, Not Yourself |
| Rule 6 | - | Connections Get You a First Chance, but Never a Second One |
| Rule 7 | - | When You Suffer a Setback, Come Clean and Bounce Back |
| Rule 8 | - | Learn to Take a Punch |
| Rule 9 | - | Work is a Member of the Family |
| Rule 10 | - | Find a Job that You Look Forward to Every Day |
| Part II - The Invincible Personality |
| Rule 11 | - | Anger is a Tactic, Not an Emotion |
| Rule 12 | - | Harness Your Fear to Sharpen Your Professional Judgment |
| Rule 13 | - | Respect Ambition, but Destroy Opportunism |
| Rule 14 | - | Value Loyalty, but do Not Depend on It |
| Rule 15 | - | Put a Very Fine Line between Yourself and Your Subordinates |
| Rule 16 | - | Wield a Spiritual Shield, but Not a Spiritual Sword |
| Rule 17 | - | You do Not Have to be Good-Looking, but You Have to Look Good |
| Rule 18 | - | Take the High Ground and Never Give it Up |
| Rule 19 | - | Don't Lose Your Confidence for Very Long |
| Rule 20 | - | You Can and Must Develop Professional Charisma |
| Part III - The Invincible Management Style |
| Rule 21 | - | You Can Only Micromanage Ten Employees and About Six Hundred Square Feet |
| Rule 22 | - | The Invincible Executive Delves into Specific Problems at Great Depth |
| Rule 23 | - | Intimidation Chases Away Talent, Opportunity, and Creativity |
| Rule 24 | - | Spend More Time on Information Inflow Than Information Outflow |
| Rule 25 | - | Wring the Emotion Out of Risk Analysis |
| Rule 26 | - | Take Decisive Action to End Discord |
| Rule 27 | - | Get Results Through Alignment and Adjustment, Not Democracy |
| Rule 28 | - | Minimize Meetings |
| Rule 29 | - | Negotiate the Opening and Closing Ceremonies, but Leave the Games to Others |
| Rule 30 | - | Put the Interests of the Organization over the Interests of Individuals—Very Carefully |
| Conclusion |
| Appendix A | - | List of Those Profiled |
| Index |
| List of Snapshots |
