An energetically delivered approach to revamping business leadership.
DeShields presents a multi-step process for revitalizing corporate leadership principles in this business guide.
Business books typically place a great deal of emphasis on the importance of people in making an organization successful; that starts with leadership, observes the author (a corporate consultant) in her nonfiction debut, but she stresses that things often aren’t so straightforward. “Our limited attention spans and needs for immediate gratification push us to simplify, simplify, simplify,” she writes. “But leadership is not simple.” In her view, while prioritizing leadership is the key to enduring growth, the concept of leadership itself needs to return to its roots as a process rather than a destination (she draws a distinction between real leaders and what she calls “bottom-line executives”). To address what she refers to as the “leadership crisis,” DeShields has devised a “Leader-First approach,” built around nine “leader touchstones”: emotional intelligence, courage, curiosity, integrity, authenticity, empathy, inclusivity, gratitude, and resilience, with the most important of these being the first (“When you develop EI,” she writes, “you become more adept at recognizing and understanding your emotions and those of others”). Each of the book’s chapters includes “Leader-First stories” to illustrate its points, as well as inset “Key Definition” boxes for handy reference. Readers already familiar with trends in corporate leadership (which sometimes seem to position CEOs and COOs as quasi-life coaches and cult leaders) will recognize many of the author’s concepts, all of which are clearly and enthusiastically presented. DeShields’ focus on building corporate culture, which she identifies as the most important growth strategy leaders should adopt to play “the long game,” may strike some readers as off-putting (some people just want to work at a company, not join a collective), but the call for greater intentionality in leadership is welcome.
An energetically delivered approach to revamping business leadership.Pub Date: Sept. 5, 2023
ISBN: 9798988514114
Page Count: 374
Publisher: Leader-First Publications
Review Posted Online: Oct. 26, 2023
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
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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