A sometimes technical but ultimately stirring call to sing your own praises in the workplace.
Gillis presents a new game plan for enhancing employees’ value to employers.
At the heart of this book is a process dubbed QTNT (an abbreviation for “quotient”), described by its creator as “pure simplicity” (though it does involve some arithmetic). QTNT employs a tool called the Accomplishments Inventory, which employees at all levels can use to determine their Personal Value Calculation (PVC). This information in hand, they can then “land terrific jobs, pay increases, advancement, and bonuses commensurate with their performance by producing these ‘living’ documents at the appropriate time.” Central to this project is Gillis’ contention that workers can’t rely on other people speaking up for them—they must do it themselves, and they should use QTNT to quantify that act and have the figures ready to hand. “Maintain a professional inventory of your ‘wins,’” Gillis writes. “No matter how large or how small, over time they add up.” Using math in addition to case studies, the author breaks down ways in which employees can map their own activities onto a company’s profits and growth and use PVC to identify their own contributions, all with the goal of strengthening their positions when it comes to seeking advancement in the form of raises or promotions. The appearance of mathematical calculations might be daunting for some readers, but the tone of brisk confidence Gillis uses throughout will convince his audience that self-advocacy is the only kind that actually yields results. (The author bluntly dismisses traditional performance appraisals given by employers: “They don’t work.”) One canny and effective move he makes is to stress to employers that it’s in their own best interests to promote QTNT among their staff. “Let them know this is not a competition,” Gillis writes. “This is about adopting an accomplishment mindset with a potential payout on the other side.”
A sometimes technical but ultimately stirring call to sing your own praises in the workplace.Pub Date: March 11, 2024
ISBN: 9798218392864
Page Count: 150
Publisher: The Really Useful Job Search Company
Review Posted Online: May 14, 2024
Review Program: Kirkus Indie
BOOK REVIEW
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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