A lean and bracingly straightforward look at the core paths to the executive suite.
A debut guide delivers insights into what it takes to move into the much-coveted corner office in the business world.
In this compact book, Frangos focuses on the holy grail of the C-suite, which sits at the pinnacle of every professional career, and lays out not only a variety of reasons why people might want to achieve that goal, but also an assortment of methods for attaining it. The author has coached businesspeople for years, and in that time she’s noticed a comparative lack of literature on the philosophy and strategy of climbing to the executive level (as opposed to becoming a boss, about which there’s abundant reading matter available). In this volume’s clearly written, fast-paced chapters, she breaks down the characteristics of the four “core paths” to the C-suite: the Tenured Executive, who rises steadily through the corporate ranks in the traditional way; the Free Agent, who’s recruited from outside the firm but otherwise fulfills most of the same expectations; the Leapfrog Leader, an “internal or external candidate” who possesses an unconventional mindset or approach to the business; and the Founder, who succeeds by creating a company or vision, bypassing the establishment entirely. Frangos examines each of these paths in detail, providing examples from the business world, citing other motivational books and authors frequently, and listing accelerating and derailing factors endemic to each track. In all cases, the author demands of her readers a fairly high degree of brutal self-awareness; anyone looking primarily for feel-good motivational pep talks will find very little of such material here. Instead, the key idea running through all of the C-suite breakdowns in these pages is one of managed sacrifice: Reaching the peaks of their professional careers requires readers to know who they are and what they are willing to do. Do they have the managerial elements that are needed? Frangos summarizes it all with a disarmingly simple question: “Is this the right plan for you?”
A lean and bracingly straightforward look at the core paths to the executive suite.Pub Date: March 6, 2018
ISBN: 978-1-61363-084-6
Page Count: 134
Publisher: Wharton Digital Press
Review Posted Online: Aug. 2, 2018
Kirkus Reviews Issue: Sept. 1, 2018
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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