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8 Obras 474 Miembros 6 Reseñas 1 Preferidas

Sobre El Autor

James M. Citrin is the managing director of Spencer Stuart's Global Communications and Media Practice. The coauthor, with Thomas Neff. he has a regular column in eCompany Now, has written for The New York Times and Strategy and Business, and has appeared on CNBC, CNN, Fox Cable News, and many other mostrar más national business forums. He lives in Connecticut. (Bowker Author Biography) mostrar menos

Obras de James M. Citrin

Etiquetado

Conocimiento común

Nombre legal
Citrin, James Michael
Fecha de nacimiento
1959-11-02
Género
male
Ocupaciones
management consultant

Miembros

Reseñas

Enh.

The advice is ok. Not terribly earth-shattering (have a plan! know what you're worth! try to develop the skills that employers are looking for!), but largely sensible. However, the authors didn't really make their case; in the introduction they promised to reveal the patterns that anyone can apply to their careers, and show that luck had nothing to do with the extraordinary careers of the people they surveyed and interviewed.

They then spent a few hundred pages talking about how the privileged, wealthy, white, male sons of executives and CEOs also managed to have pretty great careers. There was one female excecutive--she showed up about 2/3 of the way through the book--and there were one or two people who weren't born to wealth. But I wasn't seeing, say, the ex-child soldier from Nigeria implementing their career plan to defy the odds and become a business success. Frankly their book more makes the case for luck, than otherwise.

They also didn't establish cause and effect. So, for instance, they surveyed a few thousand workers at different levels and found (surprise surprise!) that executives answered "yes" to the question "I add significant value to my company" more frequently than regular employees did. OK, swell. But where is the proof that their belief is correct? And how do we know that it was their belief (or as the authors discuss it, knowledge of what they are worth and how to add value to their companies) that led to their career success, rather than successful executives determining that they must have done something great to deserve their position in the company, and so therefore assuming that they add significant value to the company's bottom line? I mean, which way is causation moving here? Maybe the executives are dead wrong, and overconfident, and their higher-ups responded to the overconfidence with an undeserved promotion.

The best I can say about the book is that it wasn't terribly offensive, and also not so challenging that I couldn't polish it off in a couple of hours.
… (más)
 
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andrea_mcd | otra reseña | Mar 10, 2020 |
 
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MountHolyoke | Aug 10, 2018 |
This quick read is packed with good advice for a new leader to follow in their first 100 days and the prep period leading up to the official start. I liked the 8-point framework and the many practical examples. My only substantial criticisms are that they relied very heavily on a small set of top CEOs and all of their scenarios involved the most senior roles of organizations. Their ideas are equally applicable to other levels of leadership, where the need is arguably greater.
 
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jpsnow | otra reseña | Oct 26, 2011 |

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Estadísticas

Obras
8
Miembros
474
Popularidad
#52,001
Valoración
½ 3.3
Reseñas
6
ISBNs
25
Idiomas
2
Favorito
1

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