An arresting and inviting colloquy on the qualities of real leadership.
A pair of executives from different generations explores the concept of leadership.
In their debut nonfiction collaboration, von Seldeneck and Alexander draw on their very different experiences in the world of executive recruitment. In the 1970s, von Seldeneck founded Diversified Search Group (DSG), which Alexander later joined, and the book alternates between exchanges of dialogue between the two and a shared narration of their evolving leadership ideas informed by their pasts. Von Seldeneck got a job as a typist in President John F. Kennedy’s Department of Commerce and lived through the turmoil of the Vietnam War and the Civil Rights Movement; Alexander was on active duty in the United States Army during the September 11, 2001 terrorist attacks and entered a very different corporate world than that of her co-writer, one in which many glass ceilings for women had already been shattered. “If our stories prove anything,” they write, “it’s that there is no single right way to lead,” and yet the two authors agree on many commonalities of good leadership. “If you don’t leverage your position and power to do the maximum amount of good for the maximum number of people,” they write, “you’re ignoring one of your greatest assets – and a crucial component of true leadership.” Belying the fact that the book is a collaboration, the uniform tone throughout is very convincing. The sense of listening to two friends and colleagues hashing over the lessons of their lives is both vivid and enormously instructive. The give-and-take feels natural: “You used your power position to help me out, and I trusted you right away because of it,” says Alexander. “That’s a win for me, then,” von Seldeneck responds. Their shared leadership principles are wonderfully human: “Leaders shouldn’t be gatekeepers,” they write, “we should be gate openers.” Readers will want much more of this dialogue.
An arresting and inviting colloquy on the qualities of real leadership.Pub Date: Jan. 14, 2025
ISBN: 9798891382923
Page Count: 184
Publisher: Amplify Publishing
Review Posted Online: Oct. 22, 2024
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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