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THE SELF-EMPLOYED LIFE

BUSINESS AND PERSONAL DEVELOPMENT STRATEGIES THAT CREATE SUSTAINABLE SUCCESS

Candid, refreshing advice for self-guided businesspeople.

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A book of inspiration and practical tips for self-employed business owners that goes beyond the usual.

Shaw, a photographer, podcaster, speaker, coach, and consultant, has been self-employed for his entire career—from age 14 through midlife—and works with clients who are also self-employed. In this debut guide he introduces a “self-employment ecosystem” with the aim of providing everything necessary to create a sustainable business and lifestyle for oneself. An introductory section describes the paradox of self-employment: wanting to control one’s own destiny, while finding oneself in uncontrollable circumstances. It goes on to list symptoms of work-life imbalance and to present his ecosystem concept. The main text is organized into three parts: “Personal Development,” “Business Strategies,” and “Daily Habits.” Each offers the author’s personal experiences and client success stories as well as useful explanations and pithy, practical advice. The “Personal Development” section covers such topics as one’s mindset regarding money and how to deal with obstacles and limiting beliefs. Clear, memorable explanations abound; for example, he encourages readers to think of letting go of one thing to reach another as like Tarzan swinging from vine to vine. “Business Strategies” includes an explication of what the author calls “hug marketing,” pictured as a series of concentric circles. Shaw offers a novel, step-by-step way to conceptualize a website that’s refreshingly easy to grasp, explaining it as an emotional journey. The section also covers such elements as defining one’s niche and inspiring referrals. “Daily Habits” suggests ways to sustain growth, creativity, and work-life balance through various techniques and how to handle rejection and self-employment in midlife. The book’s tone is immediately relatable; self-employed people in creative fields will feel seen. Throughout, the author’s style is personal, candid, and conversational, sometimes reading like a pep talk tinged with self-deprecating humor. Several brief exercises and worksheets will help readers think through the author’s principles, and an additional workbook (not seen) is available on the author’s website. Overall, this book will be worthwhile for anyone running their own business or thinking of starting one.

Candid, refreshing advice for self-guided businesspeople.

Pub Date: May 4, 2021

ISBN: 978-1-77458-004-2

Page Count: 220

Publisher: Page Two

Review Posted Online: May 17, 2022

Kirkus Reviews Issue: July 1, 2022

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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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