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ddejong's review
2.0
While the premise of the book is certainly timely and important (managing across power gaps/differences between genders, generations, and cultures) I really disliked this book-- it was a fluffy HR-ish read that didn't present anything new and was generally not a value-add. At all. So many lame hypothetical stories, overly "familiar"/informal language, overly politically correct switching between gendered pronouns constantly in a dumb distracting way... ugh. I had to read it for work or would have put it down post-haste.
skybalon's review
4.0
Maybe really 3.5 stars.
Another good business book that probably could have been summarized in a much smaller package. "People are all different and today's workforce is used to be treated like individuals." So do that.
If you need more background as to why that's true, it's all there, but felt a little bloated. Worth at least a casual read.
Another good business book that probably could have been summarized in a much smaller package. "People are all different and today's workforce is used to be treated like individuals." So do that.
If you need more background as to why that's true, it's all there, but felt a little bloated. Worth at least a casual read.
amygo's review
2.0
A friend of mine and I have recently taken on more leadership roles in our careers, so we thought we would give this book a try. However, this is not a book geared towards anyone in the education field. There is one teacher mentioned, Rafe Esquith, who is already highly publicized, and it seemed out of place. This is definitely more for people who work in places where CEOs are involved. Still, there was some food for thought.
I liked the chapter on Culture and Communication: Flexing Across Styles.In this part of the book, a series of spectrums are described and you have to think about where you tend to fall on it. Spectrums include: The Direct vs. Indirect Spectrum, The Expressive vs. Restrained Spectrum, and The Task vs. Relationship Spectrum. The authors describe how different cultures generally approach each spectrum too. It made me think about how my tendency to be one way, say task oriented, may not take into account how important it is for others to focus more on relationships on the job. While I may want to just get started on the meeting agenda and connect to people while accomplishing tasks, other people need to have those team building ice breakers first in order to work well, and both are valid. The emphasis on acknowledging differences is always a good reminder.
I liked the chapter on Culture and Communication: Flexing Across Styles.In this part of the book, a series of spectrums are described and you have to think about where you tend to fall on it. Spectrums include: The Direct vs. Indirect Spectrum, The Expressive vs. Restrained Spectrum, and The Task vs. Relationship Spectrum. The authors describe how different cultures generally approach each spectrum too. It made me think about how my tendency to be one way, say task oriented, may not take into account how important it is for others to focus more on relationships on the job. While I may want to just get started on the meeting agenda and connect to people while accomplishing tasks, other people need to have those team building ice breakers first in order to work well, and both are valid. The emphasis on acknowledging differences is always a good reminder.
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