An entertaining romp through corporate life that covers pithy truths in a sugar coating of funny, memorable anecdotes.
An executive coach by trade, Martin, in his debut, takes a look at the lighter side of leadership.
As Martin explains in the first chapter, busy executives and business leaders don’t have time to plow through yet another dense academic tome about how to succeed as a coach or leader. Instead, Martin chooses to teach by storytelling. The book is a collection of strange-but-true tales collected during his years as an accountant, a manager and finally as an executive coach. While the names may have been changed to protect the guilty, the stories are, for the most part, too bizarre to be fictional. There’s Alfred Wang, the CFO who called to cancel a meeting because he’d just remembered he was getting married that day; Stefan the Spreadsheet King, who was bogging down a crucial labor negotiation, until the police arrived to arrest him for failing to pay alimony, car insurance and speeding fines; and Charlotte, whose passionate affair with a co-worker tanked her career when she emailed him a love letter and accidentally sent it to the entire company. Not meant merely as entertainment, the stories come packaged with a few words of wisdom for any executive. For example, Charlotte’s story emphasizes the importance of double checking every business email before hitting send. In Alfred’s case, he was a resident of Hong Kong, where marriage tends to include so many wedding ceremonies that forgetting one is a distinct possibility. Martin uses this anecdote as an example of what can happen when different cultures clash and there’s a lack of understanding on one or both sides. In each chapter, the parables provide a clear, and usually amusing, example of the business realities Martin is trying to impart. His nonlinear approach results in a book that can be picked up and put down and read in bits and pieces without losing any of the material’s benefits. As Martin puts it, “[R]eal leadership is much more of an art than a science....This book is just a gentle ramble through the buzzing, steamy global business jungle.”
An entertaining romp through corporate life that covers pithy truths in a sugar coating of funny, memorable anecdotes.Pub Date: Feb. 18, 2014
ISBN: 978-1-4905-4405-2
Page Count: 268
Publisher: CreateSpace
Review Posted Online: March 24, 2014
Kirkus Reviews Issue: May 1, 2014
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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