Comaford has experienced undeniable success in the business world, but she fails to adequately translate her methods into a...
Standard techniques from the fields of self-help and salesmanship, repackaged as neuroscience and presented as a method to build effective teams.
Business consultant Comaford (Rules for Renegades: How to Make More Money, Rock Your Career and Revel in Your Individuality, 2007) claims to offer a way to grow businesses into their next phase of activity by focusing on what she calls the brain's “smart state,” rather than its opposing “critter state.” These states are derived from her view of the functions of different physical parts of the brain, brain stem/reptilian part, mammalian limbic system and neocortex. The prefrontal cortex, where “everyone from quantum physicists to voodoo doctors knows there is a huge untapped potential,” is responsible for advanced behaviors. From these divisions, Comaford proceeds to discuss how to mobilize the powers of the smart state to take advantage of inflection points that arise in the course of a business' development. Like the exponents of sales and closing techniques marketed in real estate, the author offers herself as “your scout and your coach, not your professor.” Her emphasis is on the practical, and she concludes each section with a wrap-up, featuring action points and expected returns—but little substantiation for her claims. Meanwhile, such techniques as “mirroring” and “matching,” which involve copying physical movements and postures of others, adopting their tones of voice and inflection, and inferring personality types from word use, are neither new nor related to neuroscience but rather are established parts of a salesman’s repertoire. Not surprisingly, creating more effective marketing and sales messages is one of the projected results of adopting these techniques, along with closing deals faster.
Comaford has experienced undeniable success in the business world, but she fails to adequately translate her methods into a compelling narrative.Pub Date: June 1, 2013
ISBN: 978-1-59184-648-2
Page Count: 272
Publisher: Portfolio
Review Posted Online: May 3, 2013
Kirkus Reviews Issue: May 15, 2013
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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