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LIVES OF THE STOICS

THE ART OF LIVING FROM ZENO TO MARCUS AURELIUS

At a time when public nobility is hard to come by, this is a good reminder of the power of ethical leadership.

An introductory guide to the luminaries of Greco-Roman ethical philosophy—and their checkered histories.

Stoicism is famously prescriptive: Marcus Aurelius’ Meditations is cherished for its aphoristic guidance on virtue and leadership, and Epictetus’ best-known work, Encheiridion, loosely translates to “handbook.” But Holiday and Hanselman, founders of the website the Daily Stoic, avoid a strict how-to approach, instead structuring the book as chronologically arranged pocket biographies of Stoic figures, from Zeno, a merchant who founded the school in Athens in the fourth century B.C.E., to Aurelius, who applied its tenets of calm resilience as Roman emperor in the second century C.E. The approach means there are many filler chapters on lesser-known thinkers like Panaetius, Porcia Cato (a rare woman Stoic), and Thrasea. (Some seem extraneous. The authors have little to say about Diotimus, who wrote some libelous letters. Bad form, but what of it?) The upside of their approach is that it thoughtfully complicates Stoicism. Rather than emphasizing Spock-like, unemotional rigor (as pop culture often does), the authors reveal how the philosophy often debated its identity and how many of the leaders fell short of its ideals. Cicero, for instance, gained fame as a statesman but ran aground thanks to his reputation for self-aggrandizement; Seneca’s seriousness gave him the thankless task of serving as counsel to Nero, who used him as cover for his own despicable actions as Roman emperor. Still, the authors see Stoicism as inherently inspirational, and there are plenty of examples, from corruption-fighters like Publius Rutilius Rufus to Epictetus, who rose from slavery to become a much-admired thinker. The finest Stoics, they write, were “able to focus in even the most distracting of situations, to be able to tune out anything and everything—even creeping death—so that we lock in on what matters.”

At a time when public nobility is hard to come by, this is a good reminder of the power of ethical leadership.

Pub Date: Sept. 29, 2020

ISBN: 978-0-525-54187-5

Page Count: 352

Publisher: Portfolio

Review Posted Online: June 25, 2020

Kirkus Reviews Issue: July 15, 2020

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THE 48 LAWS OF POWER

If the authors are serious, this is a silly, distasteful book. If they are not, it’s a brilliant satire.

The authors have created a sort of anti-Book of Virtues in this encyclopedic compendium of the ways and means of power.

Everyone wants power and everyone is in a constant duplicitous game to gain more power at the expense of others, according to Greene, a screenwriter and former editor at Esquire (Elffers, a book packager, designed the volume, with its attractive marginalia). We live today as courtiers once did in royal courts: we must appear civil while attempting to crush all those around us. This power game can be played well or poorly, and in these 48 laws culled from the history and wisdom of the world’s greatest power players are the rules that must be followed to win. These laws boil down to being as ruthless, selfish, manipulative, and deceitful as possible. Each law, however, gets its own chapter: “Conceal Your Intentions,” “Always Say Less Than Necessary,” “Pose as a Friend, Work as a Spy,” and so on. Each chapter is conveniently broken down into sections on what happened to those who transgressed or observed the particular law, the key elements in this law, and ways to defensively reverse this law when it’s used against you. Quotations in the margins amplify the lesson being taught. While compelling in the way an auto accident might be, the book is simply nonsense. Rules often contradict each other. We are told, for instance, to “be conspicuous at all cost,” then told to “behave like others.” More seriously, Greene never really defines “power,” and he merely asserts, rather than offers evidence for, the Hobbesian world of all against all in which he insists we live. The world may be like this at times, but often it isn’t. To ask why this is so would be a far more useful project.

If the authors are serious, this is a silly, distasteful book. If they are not, it’s a brilliant satire.

Pub Date: Sept. 1, 1998

ISBN: 0-670-88146-5

Page Count: 430

Publisher: Viking

Review Posted Online: May 19, 2010

Kirkus Reviews Issue: July 15, 1998

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THE CULTURE MAP

BREAKING THROUGH THE INVISIBLE BOUNDARIES OF GLOBAL BUSINESS

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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