A winningly personal and uplifting call to believing in your own inner underdog.
Pham discusses the benefits of setbacks and being underestimated in this business/motivation guide.
The author, a U.S. Marine Corps veteran and pharmaceutical CEO, observes that “being an underdog means people don’t expect much from you—certainly not a success story.” To be an underdog is to be counted out and to be equated with failure; drawing on his own history as a refugee from war-torn Vietnam, a trailblazing Vietnamese-heritage U.S. military figure, and a successful entrepreneur, Pham makes a convincing argument for the familiar business-literature notion of failure as a blessing in disguise. “If failure makes you more resilient, then it becomes a source of gratitude,” he writes. “If failure teaches you the greatest lesson of your career, then it becomes a source of gratitude.” In the author’s view, underdogs enjoy an unexpected creative latitude because they free themselves from the ways other people define success—they’re free to chart their own courses, using the tools that failure has sharpened. “None of your own experiences are wasted if you see them as resources for confidence and credibility,” Pham asserts, referencing, among many other personal memories, the traumatic loss of his father to cancer. “For him to fight and survive the prison camps for so long only to succumb to the world’s top killer—without an alternative treatment,” he writes, “felt like an immense injustice”; this experience fostered a sense of mission that helped to push the author into achieving pharmaceutical breakthroughs. The moving personal stories intertwine very effectively with the more generalized insights Pham draws from them; he’s got the on-page charisma of a born storyteller, and his example will doubtlessly encourage other underdogs. “If I could fly into an active combat zone,” he writes, “I could certainly walk into a doctor’s office and handle a difficult receptionist.” Readers will feel they can do likewise.
A winningly personal and uplifting call to believing in your own inner underdog.Pub Date: April 15, 2025
ISBN: 9798891882157
Page Count: 199
Publisher: ForbesBooks
Review Posted Online: April 21, 2025
Review Program: Kirkus Indie
BOOK REVIEW
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
IN THE NEWS
IN THE NEWS
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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