Years of business wisdom distilled into an entertaining and useful narrative.
The book version of the popular NPR podcast.
As Raz explains it, his titular radio show, which features in-depth interviews with entrepreneurs from across the business landscape, is less a how-to-succeed-in-business program than a storytelling hour. Lectures have their place, but a good story will keep listeners tuned in. Featuring his probing yet welcoming narrative voice, Raz presents stories that serve as solid lessons in entrepreneurship. While the syntheses of the lessons are useful, it is the learning curve—the story-by-story building of business acumen—that imparts the most wisdom. The comments from the entrepreneurs are consistently candid and practical. For example, begin with a concrete, unique idea that lies “at the intersection of personal passion and problem solving.” From dozens of on-the-ground stories, Raz gathers countless business pearls: Don’t quit your day job; do your homework; find a co-founder since humans thrive when we work together; prioritize the funding of the business, whether through bootstrapping or other people’s money, such as a relative’s or venture capitalist’s. The narrative then moves on to business-building—all the tests that you will have to confront and overcome with a new business—and Raz introduces new characters and continues to follow entrepreneurs we have met in the earlier chapters, thus enabling readers to grasp the path to their success. In the concluding part of the book, the author tackles what he feels most profoundly about: passion and decency. Kindness, generosity, and respect are critical to a long-lasting business (plus a shared purpose and values); without passion—“it’s about finding and fulfilling a deeper purpose”—look forward to a lifetime of disgruntlement. Among the businesses included in the book: Dell Computer Corporation, Boston Beer Company, FUBU, Method cleaning products, Chicken Salad Chick, Allbirds, Stacy’s Pita Chips, and Carol’s Daughters.
Years of business wisdom distilled into an entertaining and useful narrative.Pub Date: Sept. 15, 2020
ISBN: 978-0-358-21676-6
Page Count: 320
Publisher: Houghton Mifflin Harcourt
Review Posted Online: July 13, 2020
Kirkus Reviews Issue: Aug. 1, 2020
BOOK REVIEW
BOOK REVIEW
BOOK REVIEW
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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