The “PIN Code” analogy, while a bit gimmicky, should still resonate with managers.
A psychologist/management consultant offers advice to business leaders in this how-to guide.
In this solid debut, Solheim distinguishes up front between “entitled” and “engaged” leaders. This simple yet meaningful distinction underlies a guide that delivers useful counsel on how to become a more engaged leader by remembering an equation: “Persuade, Influence, Negotiate = PIN,” likened to a “PIN Code.” The concept gains traction as the book progresses. Solheim relies on the so-called rule of three to suggest a simple way to put PIN into practice; she employs the letters ABC to represent three concepts that she examines: approach and advance planning, body language and behavior, and conversation. An early chapter could disconcert inept managers—it features an overview of inferior if not damaging leadership styles—though its descriptions of “dysfunctional” entitled leaders and “enlightened” engaged leaders are likely to strike home for employees who have worked for them. Solheim then advocates for “emotional intelligence”—a topic that may be overfamiliar by now to some readers—as a linchpin of effective, engaged leadership. The bulk of the book elaborates on how leaders can develop the “ABC” areas, offering detailed examples and advice, much of it based on the author’s background in psychology. For example, a section in a chapter on a leader’s “approach” discusses the roles of fantasy and visualization in decision-making. “Fantasy” is an intriguing topic that, for leadership purposes, can be defined as “a learned thought process that allows individuals to create a type of mental picture” and can help managers “think strategically about the end goal or big picture…and identify the road map to the execution of the goal.” Such insights set this work apart from more conventional perspectives on leadership. Also illuminating is its material on body language, the “physical environment” in which business interactions occur, and “six types of questions” that “Socrates posed” that can help leaders better understand the views of people with whom they work.
The “PIN Code” analogy, while a bit gimmicky, should still resonate with managers.Pub Date: Feb. 4, 2020
ISBN: 978-1-5445-0718-7
Page Count: 236
Publisher: Lioncrest Publishing
Review Posted Online: April 17, 2020
Review Program: Kirkus Indie
Cogent, well-timed ideas for meeting today’s biggest challenges.
Helping liberals get out of their own way.
Klein, a New York Times columnist, and Thompson, an Atlantic staffer, lean to the left, but they aren’t interrogating the usual suspects. Aware that many conservatives have no interest in their opinions, the authors target their own side’s “pathologies.” Why do red states greenlight the kind of renewable energy projects that often languish in blue states? Why does liberal California have the nation’s most severe homelessness and housing affordability crises? One big reason: Liberal leadership has ensnared itself in a web of well-intentioned yet often onerous “goals, standards, and rules.” This “procedural kludge,” partially shaped by lawyers who pioneered a “democracy by lawsuit” strategy in the 1960s, threatens to stymie key breakthroughs. Consider the anti-pollution laws passed after World War II. In the decades since, homeowners’ groups in liberal locales have cited such statutes in lawsuits meant to stop new affordable housing. Today, these laws “block the clean energy projects” required to tackle climate change. Nuclear energy is “inarguably safer” than the fossil fuel variety, but because Washington doesn’t always “properly weigh risk,” it almost never builds new reactors. Meanwhile, technologies that may cure disease or slash the carbon footprint of cement production benefit from government support, but too often the grant process “rewards caution and punishes outsider thinking.” The authors call this style of governing “everything-bagel liberalism,” so named because of its many government mandates. Instead, they envision “a politics of abundance” that would remake travel, work, and health. This won’t happen without “changing the processes that make building and inventing so hard.” It’s time, then, to scrutinize everything from municipal zoning regulations to the paperwork requirements for scientists getting federal funding. The authors’ debut as a duo is very smart and eminently useful.
Cogent, well-timed ideas for meeting today’s biggest challenges.Pub Date: March 18, 2025
ISBN: 9781668023488
Page Count: 320
Publisher: Avid Reader Press
Review Posted Online: Jan. 16, 2025
Kirkus Reviews Issue: Feb. 15, 2025
BOOK REVIEW
PERSPECTIVES
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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