A conversational primer that offers calming, common-sense advice about a particularly stressful part of the job search.
A recruiter provides a how-to guide on preparing for a job interview.
Moster, a lawyer who now runs his own legal search firm, has coached hundreds of clients on how to get ready for an upcoming job interview. In chatty, relaxed fashion, he engages readers in a similar pep talk of what he willingly acknowledges are “basic” fundamentals, including doing background research on the company, making sure you bring a copy of your resume on the big day, and sending a follow-up thank-you note. He outlines red flags to watch out for, such as when a position lacks a detailed job description, and provides many rules of thumb drawn from his experience in the field, including the notion that candidates should arrive to their interview seven to 10 minutes early. Typical of the rather perky humor that runs throughout his narrative, Moster admits this time frame is “just one of those things that works!” The meatiest part of this book, an area that Moster expanded upon in this second edition, centers on preparing responses to interview questions, particularly the tough ones—“What salary are you looking for?” (Moster offers a variety of ways to sidestep); “Why are you leaving your current job?” (He says to focus as much as you can on the positives, even if you were fired)—as well as what he terms “substantive questions” about experience and qualifications. His legal background is put to good use here, as he ably demonstrates the importance of rehearsing as many answers as you can prior to your interview. In this updated edition, Moster provides an appendix of additional sample questions for further practice, although readers may wish for more sample responses to at least some of the new categories of questions provided. Still, the friendly tone and practical directives make for an effective combination that will help anyone combat the inevitable fear factors regarding the interview process.
A conversational primer that offers calming, common-sense advice about a particularly stressful part of the job search.Pub Date: Oct. 19, 2012
ISBN: 978-1478335313
Page Count: 198
Publisher: CreateSpace
Review Posted Online: April 29, 2013
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
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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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