A useful, reassuring guide to midcareer course correcting for attorneys.
Lawyers tired of the rat race should take responsibility for crafting a more fulfilling career, according to this spirited self-help book.
Lefkowitz, an attorney and career coach, aims her advice mainly at other lawyers who feel as if they’re stuck in a rut, endlessly overworked, underpaid, and trapped by law school debt or family obligations. All is not lost, she contends, if readers are willing to shape their careers by “design” rather than by “default.” She lays out 10 principles of successful career change that can help readers assess their circumstances and prospects, collect data to use in making choices, let go of past decisions that aren’t working instead of doubling down on them, get along with colleagues, bring in more revenue that will boost their clout within their firms, shift their mindsets from pessimism and caution to hopefulness and confidence, and gird themselves for the risk and discomfort that come with making major career changes. Lefkowitz illustrates these principles with anecdotes from her coaching practice, wherein she gently coaxes clients past their neurotic roadblocking and toward career breakthroughs in which they demand free time to have a life, refuse thankless administrative work so they can increase billable hours, claim credit due, reach for a partnership, take a pay cut and leave their soulless corporate firm to work at a nonprofit that defends people against the powerful, or jump off the legal hamster wheel altogether to pursue the dream of teaching. Lefkowitz knows this terrain well—“I’ve experienced the pounding heart and sweaty palms at the utterance of two words by a judge, ‘Ms. Lefkowitz?’ ”—and writes about it in vivid, earthy prose. (“ ‘So,’ I asked Marjorie, ‘what exactly makes you feel so loyal to these douchebags?’ ”) Her advice is as straight to the point as a well-written legal brief—“dread, sadness, or crying at the thought of going to work” is a sure sign that a change is needed—and sometimes pithily aphoristic. (“Here’s the thing about people pleasing. It’s never enough….If you can’t say no, you will find yourself buried in a pile of yesses.”) Lawyers in particular will appreciate the author’s lessons, but others will glean important insights as well.
A useful, reassuring guide to midcareer course correcting for attorneys.Pub Date: Sept. 1, 2022
ISBN: 978-1-63905-130-4
Page Count: 163
Publisher: American Bar Association
Review Posted Online: Aug. 17, 2022
Kirkus Reviews Issue: Oct. 1, 2022
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
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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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