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GIVE FIRST

THE POWER OF MENTORSHIP

An inspiring, generous life and business philosophy treatise that deserves a wide audience.

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A prominent entrepreneur and investor shares his philosophy of generosity.

Feld is a prolific author, tech entrepreneur, early-stage investor, and co-founder of Techstars, a venture fund and startup accelerator that matches founders with experienced mentors. His book focuses on how mentorship is implemented at Techstars and how it fits into Feld’s “Give First” philosophy in business and other contexts, sharing stories that highlight the ways in which he has applied it in his life. The text presents and elaborates upon the “Techstars Mentor Manifesto” created by founder David Cohen, a set of 18 guiding principles including “be authentic,” “listen, too,” “guide, don’t control,” and “know what you don’t know.” The book is organized in four sections. “Part 1: Give First” is an overview of the concept’s meaning and origin, the author’s professional background, and how to use the book. “Part 2: Mentoring,” the longest section by far, provides a series of detailed discussions of each of the key principles in the manifesto. “Part 3: Navigating Give First” covers some of the difficulties mentors may encounter and offers advice for dealing with them, such as setting firm boundaries. Finally, in “Part 4: Entrepreneurial Tzedakah,” Feld places the practice of “Give First” within the larger context of charitable giving, calling angel investing “for-profit philanthropy.” Each chapter includes a definition and description of a specific point illustrated by anecdotes and lessons drawn from the author’s personal experience. The author defines the Give First philosophy as the “willing[ness] to put energy into a relationship or a system” without a specific expectation of reward, distinguishing it from pure altruism (where one expects no reward), “transactional” notions such as “paying it forward” or “giving back” (where one has already received something), and simply doing favors. He stresses the many ways the practice is, in fact, rewarding, even though the form of the reward may not be foreseeable.

Feld’s writing is clear and direct, conveying a wealth of material in less than 150 pages. The stories taken from his experiences include frank admissions of mistakes, burnout, and bouts with depression as well as impressive successes; they are easy to relate to, even for those without tech-startup experience or hundreds of millions of dollars to throw around. The author’s guidance on mentorship, focusing on listening, empathy, honesty, being a role model, and supporting mentees (without solving their problems for them or telling them what to do) will undoubtedly be useful to coaches, managers, advisors, and other mentors in contexts far beyond Silicon Valley or Wall Street. While much of the counsel is common sense, there are a few surprises, such as the author’s flat refusal to sign on to nondisclosure agreements, which he calls “lightweight fiction,” writing, “a legal document doesn’t create trust or meaningful recourse.” Feld is a passionate and persuasive evangelist for the Give First philosophy, calling it “a guiding principle in my life” and asserting, “I strongly believe that giving without expectation of return is the most effective way to achieve many goals.”

An inspiring, generous life and business philosophy treatise that deserves a wide audience.

Pub Date: June 24, 2025

ISBN: 9781646871322

Page Count: 154

Publisher: Ideapress Publishing

Review Posted Online: June 6, 2025

Kirkus Reviews Issue: Aug. 1, 2025

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THINKING, FAST AND SLOW

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

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THE CULTURE MAP

BREAKING THROUGH THE INVISIBLE BOUNDARIES OF GLOBAL BUSINESS

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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