A cleverly organized motivational collection brimming with wisdom and business acumen.
Charismatic leaders share the secrets of their success.
In this follow-up to The American Story: Conversations With Master Historians (2019), billionaire businessman and philanthropist Rubenstein highlights the contributions of distinctive leaders in six categories: “Visionaries,” “Builders,” “Transformers,” “Commanders,” “Decision-Makers,” and “Masters.” The author opens with Jeff Bezos, who discusses his career as Amazon founder, space travel enthusiast, and owner of the Washington Post. Since most of the interviews were conducted within the last decade, the advice about starting small, building gradually, and staying focused is mostly relevant. In other profiles, Rubenstein explores the careers and motivations of Bill Gates, Warren Buffett, Richard Branson, Phil Knight, Jamie Dimon, George W. Bush, Bill Clinton, Condoleezza Rice, Nancy Pelosi, Jack Nicklaus, Lorne Michaels, Ruth Bader Ginsburg, Yo-Yo Ma, and Oprah Winfrey, who was once terminated as a TV anchor and advises that “getting fired is an opportunity for something else to show up.” Though readers will be familiar with many of Rubenstein’s subjects, his interviews are filled with useful, probing queries on career challenges, ethical responsibilities, and even equality—as evidenced in an interview with Apple CEO Tim Cook. The author also questions the interviewees about the keys to their industry durability and longevity through volatile economic, social, and political instability and their humanitarian initiatives and philanthropic foundations. Rubenstein also shares his own personal history, emphasizing the indispensable nature of a solid work ethic and how, as a young New York attorney, he was immensely influenced by John F. Kennedy. Though the collection would have benefitted from a wider selection of racially diverse contributors—notwithstanding the inclusion of Winfrey, Ma, and PepsiCo. CEO Indra Nooyi—the profiles are worthwhile, especially for college students and both aspiring and established entrepreneurs eager to discover the unique perspectives of today’s distinguished leaders.
A cleverly organized motivational collection brimming with wisdom and business acumen.Pub Date: Sept. 1, 2020
ISBN: 978-1-982132-15-6
Page Count: 416
Publisher: Simon & Schuster
Review Posted Online: June 8, 2020
Kirkus Reviews Issue: July 1, 2020
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
© Copyright 2024 Kirkus Media LLC. All Rights Reserved.
Follow
Popular in this Genre
We can’t wait for you to join Kirkus!
It’s free and takes less than 10 seconds!
Already have an account? Log in.
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
Welcome Back!
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
