An engaging read for professionals, creatives, and anyone else interested in reexamining their aspirations.
A thoughtful and empowering self-help guide that aims to let readers redefine success on their own terms.
Life coach and public speaker Oneto offers a refreshing alternative to the hustle culture that defines much of modern professional life and can often lead to feelings of burnout. While drawing on personal experience and her own coaching insights, she challenges readers to reconsider how ambition is defined, what it means in practice, and how it can support, rather than sabotage, one’s well-being. The book, at its core, is both radical and comforting in its assertion that ambition isn’t inherently unhealthy, but simply needs recalibrating. To that end, Oneto introduces readers to the Sustainable Ambition mindset, which reframes ambition as something not directed at a specific target, but as a kind of personal compass; this, in turn, leads into her Sustainable Ambition Method, which suggests “aligning the right ambition at the right time with the right effort.” The author’s tone is neither prescriptive nor preachy, which sets the book apart from some others in the genre; instead, she invites readers into a place of reflection on their senses of truth and purpose, while providing prompts, exercises, and practical tools throughout. A particularly resonant aspect of the work is her call to “reclaim” ambition as a source of fulfillment, rather than one of self-erasure. Oneto doesn’t promise easy answers, nor does she make claims that seem too good to be true about her mindset or method, but she does offer a clear roadmap for sustainable growth that respects individuality. The book shows a clear intention to guide and support, and it may allow readers to develop a new way of thinking about one’s goals—especially at times when their motivation is low.
An engaging read for professionals, creatives, and anyone else interested in reexamining their aspirations.Pub Date: June 10, 2025
ISBN: 9798886452945
Page Count: 344
Publisher: Greenleaf Book Group Press
Review Posted Online: June 11, 2025
Kirkus Reviews Issue: Aug. 1, 2025
Review Program: Kirkus Indie
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
BOOK REVIEW
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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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