Sensible yet overly familiar advice for potential leaders.
A collection of encouraging advice from the former commander of U.S. Special Operations Forces.
Books teaching leadership are typically thin, inspirational, packed with pithy anecdotes, and have—this being an overpopulated genre—a memorable yet gimmicky title (How To Win Friends and Influence People, Think Like a Horse, The Leadership Secrets of Genghis Khan, etc.). This one fits the bill. As he shows, McRaven is the bullfrog, “the longest-serving frogman and Navy SEAL on active duty.” The bestselling author of Make Your Bed, Sea Stories, and The Hero Code, McRaven begins by warning that good leadership is difficult but not complicated. “In its simplest form,” he writes, “leadership is ‘accomplishing a task with the people and resources you have while maintaining the integrity of your institution.’ A good leader knows both how to inspire the men and women that work for them and how to manage the people and resources necessary to complete the task. But leadership is not just about getting the job done. It is also about maintaining or advancing the reputation of your institution.” It’s a reasonable but hardly groundbreaking, repetitious definition. Each chapter begins with a pithy quote (“A Shepherd Should Smell Like His Sheep”) followed by an incident from military history that illustrates how to get the job done or an anecdote from the author’s life that recounts a slip-up, after which he learned an important lesson. All end with three succinct rules summarizing the lesson—e.g., “A. Have a vision that says what you are doing….B. Have a strategy that tells how you are going to do it….C. Have a plan that shows who is responsible.” Although mostly directed at the business community, McRaven’s knowledge owes a great deal to his military background—“Run to the sound of the guns,” “no plan survives first contact with the enemy”—but few readers will miss his points because they have been made so often by other writers.
Sensible yet overly familiar advice for potential leaders.Pub Date: April 4, 2023
ISBN: 9781538707944
Page Count: 224
Publisher: Grand Central Publishing
Review Posted Online: Jan. 31, 2023
Kirkus Reviews Issue: March 1, 2023
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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