Chock-full of smart advice, deftly organized, and rich in leadership wisdom.
A business-advice book that explores the four most important “levers” for leading an organization.
Alliteration can occasionally be overdone in business books, but sales and marketing professional Lipuma (Lead from the Front, 2014) puts it to good use in serving up “the four Ps…People, Passion, Proposition, and Process.” In four parts, the author nimbly crafts a work replete with first-person narrative, lots of examples, short chapters, and plenty of boldfaced type and bullet points. All these elements make for an exceedingly readable text, but the breezy style also reveals real substance. Not surprisingly, “the absolute most important factor” for success, Lipuma writes, is people (or “talent”); the book’s first section offers a wealth of good advice on this subject, including defining the desirable attributes of employees, showing what it means to build a personal brand, and explaining how to rank those who work for you. Less experienced managers will be particularly interested in the author’s discussion of graded “A, B, and C performers,” who he says roughly make up 20 percent, 60 percent, and 20 percent, respectively, of a company’s workforce. The author’s wise suggestions on how to elevate talent from “B” to “A” should prove especially helpful. The second and third sections (“Passion” and “Proposition”) continue in the same instructive, upbeat vein, but they’re not nearly as detailed as the fourth (“Process”). In this section, Lipuma addresses numerous critical elements, including establishing KPIs (key performance indicators), recruiting new talent, and “topgrading,” (identifying and developing A talent and coaching B and C talent). The weighty chapters on “onboarding” (formalized employee orientation) and training should prove quite valuable for human resources professionals. Several other chapters, such as “Best Practices” and “Standards and Accountability,” offer solid, experience-based intelligence for senior managers. A final chapter does an excellent job of summarizing key points. This work succeeds in emphasizing the development of a positive, meaningful corporate culture while also achieving measurable results.
Chock-full of smart advice, deftly organized, and rich in leadership wisdom.Pub Date: Aug. 3, 2016
ISBN: 978-1-5335-1257-4
Page Count: 194
Publisher: CreateSpace
Review Posted Online: Oct. 19, 2016
Review Program: Kirkus Indie
BOOK REVIEW
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
SEEN & HEARD
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