Carefully researched, tightly written, and timely leadership advice.
A compact treatise advances the notion of servant leadership.
Harris, a former pharmaceutical executive and the author of Leader Board (2019), believes it’s time for “a new revolution” that revolves around something he calls “servant leadership.” Drawing on the writings of numerous leadership experts, including Jim Collins, Stephen R. Covey, and Patrick Lencioni, Harris weaves together their thinking with his own beliefs to make a case for servant leaders—those who listen intently, promote teamwork, and generously share credit for success. The book moves from defining servant leadership and identifying its principles to implementing the concept. This involves building personal leadership effectiveness, learning how to use influence and “positive psychology,” developing a strong team, defining the right mission, and becoming a model leader. Each of the first seven chapters is brief but packed with insightful advice and examples. Chapter 8 reviews the key points covered and relates them to other sources. This is as much a motivational work as it is instructional. Harris frequently encourages readers to embrace servant leadership as the best way forward: “You will gain more energy, enthusiasm, positivity, proactivity, intensity, and resilience to take on greater challenges and reap the rewards of doing so.” Given the plethora of books on leadership, it is no easy task to break the mold, and many of the maxims in this volume will no doubt be recognizable to readers. Still, the author’s enthusiasm for the subject is infectious, and some of his observations are noteworthy, such as “Exceptional leaders…know where they are going, and what it will take to get there.” In addition to strongly promoting the development of effective teams, Harris correctly suggests that leaders and their companies should be laser-focused on serving customers: “Creating customer value is the key to sustainable, long-term performance.…Remember: the people who serve the customer are precious.” In an age where some may view leadership as increasingly autocratic, if not dictatorial, the humanistic view expressed by the author is reassuring.
Carefully researched, tightly written, and timely leadership advice.Pub Date: April 11, 2020
ISBN: 978-1-73488-150-9
Page Count: 110
Publisher: Intent Books
Review Posted Online: May 18, 2020
Kirkus Reviews Issue: July 15, 2020
Review Program: Kirkus Indie
BOOK REVIEW
BOOK REVIEW
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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