Some frank talk and guidelines for decision-making in the executive's personal sphere, from the psychiatrists to the Harvard Business School and the Harvard Law School, respectively. Of course, ""personal"" is not really a pure thing here; the individual's needs and values invariably overlap with those of the organization to which he or she belongs, not to mention those of the family caught up in a relocation or dual-career-conflict crunch. By means of case histories and sample dialogues, the authors bring typical dilemmas to earth: a married couple, both graduates of business school, assess their career options to determine which partner has an offer most beneficial to both; a mother frankly discusses the pros and cons of a potential move with her young son. Whatever the problem, the authors stress the value of sitting down and determining one's priorities realistically, rather than simply choosing the same tradeoff over and over again (if it's family for organization, the former will inevitably suffer). They also offer plenty of personal observations on the corporate scene as they perceive it, and some defy conventional wisdom: they haven't found many older executives willing or able to play the mentor role to younger protegÃ‰s, for example, despite the prevalent belief in such relationships. Though this book doesn't cover nearly the ground that it might have, it does cover most of the basics (starting out, executive travel, career changes, etc.), and in a succinct, no-nonsense way that executives will appreciate.