A fresh rethinking of a crucial process in today’s world.
A self-help business book that challenges conventional wisdom about networking.
As a business professor and contributor to TED and the Harvard Business Review, Burkus (Under New Management: How Leading Organizations Are Upending Business as Usual, 2016, etc.) has compiled plenty of anecdotes and case studies about how successful people have networked to form successful alliances, and he backs these stories with some theoretical underpinnings from the social sciences. Perhaps the most counterintuitive but convincing advice he offers is that your network’s weaker ties, the people with whom you have rarely connected for years or even decades, might prove more valuable than your closest connections. The reason? The people you know best usually know the same people and also know what you know. “Our weak ties often build a bridge from one cluster to another and thus give us access to new information,” writes the author. “Even though the strong ties in our life are more likely to be motivated to help us, it turns out that our weak ties’ access to new sources of information might be more valuable.” Each chapter ends with a set of exercises, “Practicing Online,” including a link to a template to download. In providing an overview of “how social networks operate and how they create opportunities in work and in life,” Burkus stresses the fluidity that a business landscape that changes so rapidly requires: how teams work best when they have a short shelf life, how positioning yourself to connect seemingly disparate camps pays dividends, and how important it is to know how to work inside your silo and when to step outside. The author extends his argument beyond career pragmatism, suggesting that networking events with the goal of expanding those networks are less effective than opportunities to do something together and really get to know each other. Furthermore, many prosperous business relationships begin as personal friendships, with those who like and trust each other looking for something they could accomplish together.
A fresh rethinking of a crucial process in today’s world.Pub Date: May 1, 2018
ISBN: 978-0-544-97126-4
Page Count: 256
Publisher: Houghton Mifflin Harcourt
Review Posted Online: March 18, 2018
Kirkus Reviews Issue: April 1, 2018
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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