A concise, upbeat guide for women who have grown bored or impatient with their positions as well as for those new to the...
Leadership coaches counsel professional women on how to free themselves from unproductive patterns of behavior that sabotage their career advancement.
Helgesen (The Web of Inclusion: Architecture for Building Great Organizations, 2005, etc.) and Goldsmith (Management/Dartmouth Tuck School of Business; Triggers: Creating Behavior that Lasts—Becoming the Person You Want to Be, 2015, etc.) team up in this self-help guide to getting ahead as a woman in male-dominated executive circles. The authors argue that men and women typically present different self-limiting behaviors in business, with women more likely to take on too much work and take too little credit for their achievements. True to the self-help genre, the work assures its readers that they need no outside help or special skills beyond their eagerness to advance. The practical approach encourages women to develop a greater self-awareness of their worst behaviors and then stop doing them. The list of errors to eradicate range from the predictable (negativity) to the unexpected (“overvaluing expertise”), and the authors emphasize that some of the behaviors, including perfectionism, might have served women well earlier in their careers. Helgesen and Goldsmith’s collective coaching style abounds with positive energy, and the brisk lessons alternate with anonymous anecdotes from real-life clients. Of the 12 bad habits holding women back, they suggest that readers take aim at two or three of their own most damaging tendencies rather than address them all. Stopping short of suggesting how women might proceed differently than men once they become leaders, the authors advise the ambitious to begin with what lies solely under their control, eliminating the negative consequences of habitual, often unconscious behaviors in order to gain the power to affect much larger conversations. They offer the kind of advice that women further along in their careers might wish they had known, from sidestepping the pitfalls of negative office culture to leveraging alliances with co-workers.
A concise, upbeat guide for women who have grown bored or impatient with their positions as well as for those new to the professional world and its leadership roles.Pub Date: April 10, 2018
ISBN: 978-0-316-44012-7
Page Count: 256
Publisher: Hachette
Review Posted Online: Feb. 5, 2018
Kirkus Reviews Issue: Feb. 15, 2018
BOOK REVIEW
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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