An on-target, well-organized manual for branding and marketing one’s expert knowledge.
A comprehensive strategy for becoming a “thought leader.”
Farmanfarmaian (The Patient as CEO, 2015) defines a thought leader as “A person whose views on a subject are taken to be authoritative and influential.” The author appears to qualify, herself, as she not only invests in medical technology, but is also an internationally successful professional speaker. In this highly informative book, she offers a solid formula for thought leadership that draws on her own experience. Some of the general advice regarding goal setting, personal branding, and networking will be familiar to business-book readers, but the author competently packages her content in a novel way. For example, she targets her book at people with special expertise, such as corporate executives, entrepreneurs, or educators, which may be useful to others. Her clearly stated, overarching theme is how it’s important “to become visible” and to treat one’s expertise as a business: “You, Inc.” She advises prospective thought leaders to understand their unique skill set and how they may use it to achieve a larger goal. She also makes a compelling case for “Creating Multiple Revenue Streams” by being a keynote speaker, hosting an online or in-person event, or even creating a high-priced consulting event called a “mastermind.” Farmanfarmaian cleverly demonstrates how she conceived a platform for her “Thought Leader Formula” that she could then leverage into a book, a workbook, an online learning program, an hourly consulting package, a keynote speech or workshop, and, potentially, an online conference, an in-person conference, or a mastermind conference; she believes that “people pay for packaging and delivery, not content.” Another engaging aspect of the book is Farmanfarmaian’s discussion of the gender bias that she faced during her journey. She also ably addresses other topics, such as how to build confidence and credibility, how to create valuable content, and how to prepare and present material onstage. Each chapter closes with clearly written “Workbook Action Steps” detailing exactly what the reader needs to do to implement the author’s suggestions.
An on-target, well-organized manual for branding and marketing one’s expert knowledge.Pub Date: Feb. 28, 2019
ISBN: 978-1-948080-80-4
Page Count: 284
Publisher: Indigo River Publishing
Review Posted Online: May 29, 2019
Kirkus Reviews Issue: July 1, 2019
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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