A straightforward guide to success that deserves a prime spot on the bookshelves of career women aspiring to reach the...
A variety of no-nonsense strategies for women who aspire to be leaders in business.
Well-suited to deliver these rules of the game, Packard began her career in HBO’s sales division, then joined NBC to help launch the cable-programming sector, including CNBC. She is the co-founder of Scripps Networks Interactive and the former COO of HGTV. In this book, the author outlines the rules of gamesmanship. Ambition rests easier on men than women, she writes, citing a study showing that “competent” women are often “perceived as unlikeable.” While being bossy is acceptable for men, it’s considered a negative for women. Early in her career, Packard blanched when a neighbor called her ambitious, but she learned to embrace the word. Women, she writes, bring plenty of advantages to the game—among others, intuitive brains, interpersonal skills, strong team management skills and observational listening skills. However, they need to build competitive muscle to succeed in business. (Message to mothers who want their daughters to grow up to be CEOs: High school and college sports are a great training ground for business success.) The author examines the skills, behaviors and strategies of gamesmanship in corporate settings, including mastering the brinksmanship to close or walk away from a deal, building rapport with your colleagues and keeping your cool. While the advice is not groundbreaking, Packard provides useful examples from her experiences and those of other female executives. Her concise book offers ways to level the playing field. If winning were the only theme, the book’s appeal would be limited, but Packard presents her ideas in the context of treating people, including competitors, fairly and respectfully. Great leaders, she writes, demonstrate good sportsmanship whether they win or lose, have the grit to move on from mistakes and defeats, and build a team with shared values.
A straightforward guide to success that deserves a prime spot on the bookshelves of career women aspiring to reach the highest corporate ranks.Pub Date: Feb. 3, 2015
ISBN: 978-0-7352-0537-6
Page Count: 256
Publisher: Prentice Hall/Penguin
Review Posted Online: Dec. 5, 2014
Kirkus Reviews Issue: Dec. 15, 2014
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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