A satisfying handbook for future moguls.
A readable study of the habits of mind of successful corporate leaders.
Ever since In Search of Excellence was released in 1982, there’s been a surge of books, good and bad, on how to run businesses better. Falling toward the good-to-middling part of the spectrum, this book takes a familiar tack: interview CEOs (refreshingly, not just the usual suspects), find out what makes them tick, and formulate a set of maxims and observations: “the best CEOs…are exceptional futurists,” for instance, studying the commercial landscape closely and even obsessively to forecast trends and shifts. “Doing so enables them to place bets before these trends become conventional wisdom and to maintain conviction when others inevitably criticize their choices,” write the authors, who worked from a list of some 2,000 CEOs and narrowed it to exclude leaders with terms of fewer than six years. Former Secretary of the Treasury Paul O’Neill increased Alcoa’s revenues fivefold during his tenure as CEO not just by pushing the company’s products, but by giving employees a sense of ownership and “creating a habit of excellence.” Brad Smith of Intuit did much the same thing by broadcasting meetings with his dozen-odd direct reports to the “top 400 leaders in the company,” giving them an opportunity to buy into the organizational culture and goals of the firm. Gail Kelly, former CEO of Westpac, emphasizes the importance of building strong relationships with the company’s board members, especially its chair, while many other leaders struggle to balance time spent within the company and with external stakeholders, with an average of about 30% spent on the latter, “but with a high standard deviation.” Several leaders insist that work can’t be all-consuming but also that leadership has to center on things that can be controlled, especially where one devotes time and effort. The authors include practical worksheets and bios of the contributors, which include the heads of Mastercard, General Motors, and Duke Energy.
A satisfying handbook for future moguls.Pub Date: March 15, 2022
ISBN: 978-1-982179-67-0
Page Count: 384
Publisher: Scribner
Review Posted Online: Dec. 20, 2021
Kirkus Reviews Issue: Jan. 15, 2022
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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