A trove of insightful parables for anyone who has struggled in a managerial role.
Real-life lessons on how managers can maximize their employees’ potential by recognizing the power of seemingly everyday moments.
The boss is always being watched—his or her employees ponder every word and discuss every deed. Wasserman and Katz call this the “invisible spotlight,” and getting the most from employees depends on how managers conduct themselves and their relationships under its ceaseless glare. The authors argue that managers commonly underestimate the impact they have on their employees. Well-crafted encouragement can set the stage for improvement, while a callous demeanor can undermine the management relationship. Like an architect designing a building, the effective leader deliberately creates conditions that enable subordinates to achieve goals. Distilling decades of consulting work into a slim, potent text, Wasserman and Katz sidestep the buzzwords and management “formulas” that have overrun the genre. Instead their book teaches by example through war stories from the corporate front lines. A case study about a caustic yet capable trucking manager in Ohio reveals how a boss can improve the bottom line but demoralize his workforce in the process, putting longer-term success in jeopardy. The story of a nitpicking boss who tried to artificially create a “Caring Culture” in her department underscores the importance of credibility. The successful transformation of a former superstar employee to a behind-the-scenes leader offers a lesson in how to adapt to a new role. Whether dealing with an office diva or apologizing for an outburst, managers at all levels can find guidance in these succinct pages. The authors could have done more to address how carelessly composed emails and text messages—those imperfect modes of communication essential in today’s workplace—can damage relationships as easily as the spoken word. Still, the book’s authenticity makes up for this oversight, and makes it a welcome addition in cubicles and executive suites alike.
A trove of insightful parables for anyone who has struggled in a managerial role.Pub Date: June 25, 2011
ISBN: 978-1460926017
Page Count: 154
Publisher: CreateSpace
Review Posted Online: July 20, 2011
Review Program: Kirkus Indie
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
Occasionally wonky but overall a good case for how the dismal science can make the world less—well, dismal.
“Quality of life means more than just consumption”: Two MIT economists urge that a smarter, more politically aware economics be brought to bear on social issues.
It’s no secret, write Banerjee and Duflo (co-authors: Poor Economics: A Radical Rethinking of the Way To Fight Global Poverty, 2011), that “we seem to have fallen on hard times.” Immigration, trade, inequality, and taxation problems present themselves daily, and they seem to be intractable. Economics can be put to use in figuring out these big-issue questions. Data can be adduced, for example, to answer the question of whether immigration tends to suppress wages. The answer: “There is no evidence low-skilled migration to rich countries drives wage and employment down for the natives.” In fact, it opens up opportunities for those natives by freeing them to look for better work. The problem becomes thornier when it comes to the matter of free trade; as the authors observe, “left-behind people live in left-behind places,” which explains why regional poverty descended on Appalachia when so many manufacturing jobs left for China in the age of globalism, leaving behind not just left-behind people but also people ripe for exploitation by nationalist politicians. The authors add, interestingly, that the same thing occurred in parts of Germany, Spain, and Norway that fell victim to the “China shock.” In what they call a “slightly technical aside,” they build a case for addressing trade issues not with trade wars but with consumption taxes: “It makes no sense to ask agricultural workers to lose their jobs just so steelworkers can keep theirs, which is what tariffs accomplish.” Policymakers might want to consider such counsel, especially when it is coupled with the observation that free trade benefits workers in poor countries but punishes workers in rich ones.
Occasionally wonky but overall a good case for how the dismal science can make the world less—well, dismal.Pub Date: Nov. 12, 2019
ISBN: 978-1-61039-950-0
Page Count: 432
Publisher: PublicAffairs
Review Posted Online: Aug. 28, 2019
Kirkus Reviews Issue: Sept. 15, 2019
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