An articulate, passionate, and illuminating work that makes a sound contribution to leadership literature.
A debut business leadership book emphasizes balance.
An overabundance of leadership books may evoke a jaundiced reaction from business executives to anything new, but Heflich’s effort is not a throwaway. His theme revolves around the notion that balance, in the broadest sense of the word, makes for effective leadership. The author recognizes the nuances of the word, suggesting: “Balance does not imply compromise or a middle-of-the-road approach.…Do you see the importance of balance and the trade-off of cost with benefit involved in each decision? The trade-off is inescapable, and the balance that you choose is defining!” With that premise in mind, the volume addresses balance in somewhat lengthy chapters that are, at least, nicely subdivided into manageable chunks of information. Each chapter concerns balance as it applies to leadership attributes, such as directing others, communicating, facing management challenges, and making decisions. Heflich, whose background is in manufacturing, offers astute observations that apply generally across all forms of business, and they are both well-founded and experience-based. The author draws on other sources, employs good examples, and writes with a keen sense of perspective. The advice he doles out to the individual leader is particularly on-target. The chapter “Balance in Leading Yourself,” while encompassing such traditional components as mission, vision, and values, speaks directly to an executive’s personal qualities. For example, Heflich writes eloquently about emotional intelligence, which he says “is about accepting responsibility for our behaviors.” His view of wisdom is also meaningful. While “smart” people may consider the facts, writes the author, “wise” ones size up “a situation by considering the facts on hand, but in addition, they consider their values and goals.” Other intriguing sections in this particularly engrossing chapter include “Risking Your Job to Save It,” “Adequacy and Inadequacy,” and “Work-Life Balance.” Throughout the well-conceived book, Heflich exudes a quiet competence and calmness, writing from the viewpoint of someone who has critically scrutinized the behaviors of himself and other executives. “The balance you strike,” concludes the author, “defines you as a leader and a person.”
An articulate, passionate, and illuminating work that makes a sound contribution to leadership literature.Pub Date: June 8, 2018
ISBN: 978-1-5320-4427-4
Page Count: 250
Publisher: iUniverse
Review Posted Online: Aug. 27, 2018
Kirkus Reviews Issue: Oct. 1, 2018
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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