Extensive, engaging, and highly actionable business advice.
A CEO examines the importance of organizational core values.
This book tackles a topic that arguably addresses the most vital issue facing CEOs: how to inculcate their organizations with meaningful core values. In a firsthand account, Mirshahzadeh, a CEO who started several successful, high-growth companies, exhibits considerable mea culpa at the outset of his journey, asserting in the introduction: “I hate this company. I can’t believe I created this.” This sobering admission in 2007 led the author to pursue the art and science of creating and implementing worthwhile corporate core values. The book is organized in two parts, the first of which tears down mistaken notions about core values in order to build them up again in Part 2. In Part 1, Mirshahzadeh explores his own failure to develop appropriate core values for his company, his recognition that these values consist of critical elements, and his realization that they “must be authentic from top to bottom in the organization.” He introduces an equation that anchors the remainder of the volume: “CORE VALUES = DECISIONS = ACTIONS = RESULTS.” He also puts forth an intriguing notion—that if the equation is properly followed, core values effectively function as “the most powerful invisible manager in the world.” Part 2 is a comprehensive manual for how to build, refine, and fully implement core values in a company. The author first painstakingly dissects the steps involved in designing core values, citing examples from his own experience. He then discusses “The Art of the Rollout,” a remarkably thorough step-by-step plan for introducing core values to an organization. Next is a refreshingly creative chapter concerning how to make core values “sticky,” in which he reveals, through text and numerous uncredited black-and-white photographs, exactly how these values were brought to life in one of his companies. Finally, Mirshahzadeh explains in detail how to measure and assess results. There is much of value here at a level of detail necessary to do justice to the subject, even if the specifics may seem overwhelming to some. Visionary CEOs will surely embrace the author’s message and take it to heart.
Extensive, engaging, and highly actionable business advice. (appendix)Pub Date: Sept. 15, 2020
ISBN: N/A
Page Count: 205
Publisher: Lioncrest Publishing
Review Posted Online: June 24, 2020
Kirkus Reviews Issue: Aug. 15, 2020
Review Program: Kirkus Indie
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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