BUSINESS BOOK SUMMARIES
Stay on Top of Best in Business Knowledge
The Introverted Leader
Building on Your Quiet Strength
Jennifer B. Kahnweiler, Ph.D.
©2009 Jennifer B. Kahnweiler, Ph.D.
Adapted by permission of Berrett-Koehler Publishers, Inc.
ISBN: 978-1-57675-577-8
Introduction
In an outgoing, Type-A business culture, the introvert
may feel excluded, overlooked, and misunderstood.
Reticence can be mistaken for reluctance, arrogance, or
even lack of intelligence. These impressions can result
in stalled careers, lost opportunities for advancement,
and wasted talent and expertise. In The Introverted
Leader, Jennifer B. Kahnweiler has created a manual
for understanding the challenges and opportunities
introverted leaders face daily, as well as a proven four-
part process for managing one’s own introversion and
understanding the introversion of employees and col-
leagues. She believes that it is possible to capitalize on
a quieter, more reflective demeanor and still adapt to a
culture that rewards extroversion.
The list of famous introverted executives and leaders
includes Bill Gates, Warren Buffet, Andrea Jung, Kath-
erine Graham, Mother Theresa, Abraham Lincoln,
Business Book Summaries® May 19, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved
SM
May 19, 2010
Martin Luther King, Jr., and possibly President Barack
Obama. There are millions of people who experience
deep discomfort and inhibition in interpersonal situ-
ations. This is not because there is something wrong
with them. Introverts have a temperament that is
more inner-focused, and they must adapt to an extro-
verted world that is primarily driven by interpersonal
relationships. Kahnweiler points out that there is a dif-
ference between introversion and shyness: shyness is
driven by fear and social anxiety while introversion is
a preference and should not be considered a problem.
Introverts can become successful leaders by turning
what might be considered weaknesses into strengths.
Four Key Challenges
There are four key challenges that can result from
being an introverted professional:
1. Stress
The Introverted Leader Jennifer B. Kahnweiler, Ph.D.

2. Perception gaps
3. Career derailers
Key Concepts
4. Invisibility
Jennifer Kahnweiler’s The Introverted Leader
These challenges can be significant hazards along the is a handbook for understanding and chang-
path to leadership and success. ing the introverted behaviors that can result in
Stress factors that introverts face in the workplace stalled careers.
include: Introverts face four main challenges:
• Work overload resulting from the introvert’s 1. Stress
inability to say no.
2. Perception Gaps
• Physical symptoms such as headaches, stomach-
aches, back problems, and stuttering. 3. Career Derailers

• “People exhaustion” brought on by discomfort 4. Invisibility

with personal interactions, surprises, and forced Kahnweiler offers the 4 P’s Process to help intro-
role playing. verts overcome these challenges and turn them
Introverted professionals have to be self-aware on a into positive opportunities:
continual basis to protect themselves from stress. 1. Preparation – Having a game plan
There are often key differences between how a person 2. Presence – Existing fully in the moment
thinks people see him, and how they actually do,
resulting in perception gaps. It can be helpful for the 3. Push - Taking deliberate steps to stretch out
introvert to understand the nature and results of this of one’s comfort zone
disconnect between their intended message and what 4. Practice - Making these behaviors part of
comes across. Introverted behaviors can result in neg- one’s daily repertoire
ative impressions. For example, silence and sparse
words can create the impression that the person is
withdrawn, gruff, insensitive, or even rude. Another g g g g
misperception is that introverts lack quick thinking. Information about the author and subject:
If they do not share their opinion immediately they www.theintrovertedleaderblog.com
are seen as not contributing, procrastinating, or being
Information about this book and other business titles:
indecisive. Quieter people can also be seen as weak,
www.bkconnection.com
with no backbone, especially when many leaders
around them adopt more aggressive stances. Related summaries in the BBS Library:
It requires more than technical or subject matter Words that Work
expertise to get people motivated and achieve results. It’s Not What You Say, It’s What People Hear
Interpersonal skills are also required. Introverted By Dr. Frank Luntz
people inevitably hit a wall in their careers when they Talent Is Never Enough
do not attend to the relationship side of the equa- Discover the Choices That Will
tion. They are derailed by their lack of “soft skills.” Take You Beyond Your Talent
Introverts also tend to undersell themselves, failing to By John C. Maxwell
make their achievements known to others. This can
result in missed opportunities and career stagnation.
The introvert is disadvantaged by reluctance to net-
work and make connections with others. Professional

Business Book Summaries® May 19, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved Page 2
The Introverted Leader Jennifer B. Kahnweiler, Ph.D.
advancement often depends on the relationships that
have been forged over time, both inside and outside of
work. Quieter people often avoid politics, preferring
to lay low and stay focused and productive. However,
politics is not always negative. Good politics is about
connecting with the right people who can provide
valuable information and career support. A person
who cannot learn effective ways of getting comfort-
able with people may come to work tense and geared
up for battle, which can be exhausting and negatively
affect job performance.
Not being front and center is another trait that can
create problems for the introvert. The key impacts of
being “invisible” are lost oppor-
tunities, ideas not heard, and lost The “shiny” extroverted person will often get the resources he
personal power. Management needs to do his job while the more introverted co-worker sits
tends to overlook the strengths, back in frustration. This can happen even if the extroverted
capabilities, and accomplish-
person is all show.
ments of introverted employees
because of their reluctance to call attention to them-
selves. Because introverts tend to be more laid back,
their insights, ideas, and solutions can fly below the
radar.
Unlocking Success: The 4 P’s Process
Kahnweiler believes that there are tangible steps that
can be taken by the introvert to address challenges
About the Author
Jennifer B. Kahnweiler, Ph.D., has been a cor-
porate consultant, speaker, and coach for more
than 25 years and is president of AboutYOU,
Inc. She co-wrote Shaping Your HR Role: Suc-
ceeding in Today’s Organizations and has been a
columnist for AARP the Magazine, The Society of
Human Resources, and the Atlanta Journal-Consti-
tution. She earned the Career Practitioner of the
Year Award from the national Career Develop-
ment Association, is a founding member of the
Leadership Executive Circle of the Women’s
Leadership Exchange, and is on the board of the
National Speakers Association – Georgia, and
the Workplace Learning Society of the Technol-
ogy Association of Georgia.
Business Book Summaries® May 19, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved
and turn them into opportunities. The 4 P’s Process
is an easy-to-remember road map to improve perfor-
mance, and a practical method for breaking out of the
status quo and effectively managing introversion. The
4 P’s are:
1. Preparation – Having a game plan
2. Presence – Existing fully in the moment
3. Push - Taking deliberate steps to stretch out of
one’s comfort zone
4. Practice - Making these behaviors part of one’s
daily repertoire
Together, they create a system for planning strategy in
a wide variety of leadership scenarios.
Preparation is the single best action step that a person
can take to avoid the problems caused by introver-
sion. When the introvert gives attention and focus to
strategizing for interpersonal interactions, stress is
reduced and the perception gap closes. Some tech-
niques include:
• Anticipating questions and writing down pos-
sible answers
• Role playing with a friend
• Preparing extensive notes
• Observing those who have great interpersonal
skills and integrating their approaches
Presence is defined as “a person’s bearing especially
when it commands respectful attention.” Being in the
moment is an effective way to demonstrate leadership.
It can close the perception gap between the intended
image and the perceived image while building rap-
port and personal power. Strategies for establishing
presence include:
• Focusing on the current moment
• Making eye contact
Page 3
The Introverted Leader Jennifer B. Kahnweiler, Ph.D.
• Listening
• Seeking to understand
• Being authentic
• Being prepared for unanticipated happenings
• Telling stories
• Remembering to breathe
Most experts on human behavior conclude that
ments are shaped by a combination of both genes and envi-
ronmental influences. It is not a question of nature or nurture,
but how these two elements interact with each other.
Pushing past fears to overcome them is easier said
than done, yet many of the introverted leaders inter-
viewed by Kahnweiler did take deliberate steps to
push themselves out of their comfort zones and into
uncomfortable interpersonal interactions, resulting in
careers getting back on track and even accelerating.
Pushing can make a person more visible, demonstrate
their potential, and open up new opportunities.
Practice is the final step in the 4 P’s Process. It increases
proficiency, incorporates more tools into the standing
repertoire, facilitates experimentation, and provides
the ability to recalibrate approach and demeanor
depending on the situation. Conscious repetition
teaches the introvert how to close the perception gap
and increase trust, credibility, and confidence.
Strengths and Soft Spots
When stretched to perform, introverted leaders
often discover capacities that they did not know
existed. They often see themselves as technically
competent but not as people who can profoundly
influence others. Yet when offered an opportunity
to take charge, introverted individuals can lead with
a presence more powerful than their more talkative
counterparts. Kahnweiler includes a “Quiz for Intro-
verts” that can be used to measure strengths and soft
spots and help the introvert focus on problem areas. It
can also be used as a baseline for measuring progress
over time and a springboard for coaching discussions
Public Speaking
To be an effective leader in an organization or pro-
fession, one must be able to educate, inform, and
Business Book Summaries® May 19, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved
persuade other people. The ability to present ideas
coherently in all kinds of situations is a powerful tool
in advancing one’s career. The introvert, however, is
often terrified of public speaking. Kahnweiler out-
lines a plan for using the 4 P’s Process to gain mastery
over presenting to groups and individuals.
In the preparation phase, the speaker must prepare
both the material and the presenter for maximum
impact. Suggestions on how to
our tempera- prepare the material include:
• Know the Purpose – Decide on
major messages and desired take-
aways.
• Tell a Story – Stories can engage
an audience, drive a point home, and humanize
the presentation.
• No More PowerPoint Karaoke – Replace rote slide
reading with photos, images, a single question,
key words, or audio.
The introvert can prepare himself for a presentation
by following these steps:
• Conquer fear using reflection, being in the
moment, and getting involved with the audience.
• Visualize a successful presentation.
• Get energized with breathing exercises, a brisk
walk, a good breakfast, and plenty of rest.
• Rehearse the presentation out loud with a tape
recorder, and in front of friends.
• Arrive early to avoid anxiety and deal with any
last-minute problems.
In the presence phase, the speaker must focus on
connecting with the audience using voice and body
language. To connect with the audience, Kahnweiler
suggests making eye contact with different people
in the audience, focusing on what the audience is
receiving, and giving the audience a call to action.
The speaking voice can form up to 85 percent of the
impression a person makes. Therefore, it is important
for the introvert to strengthen and improve the voice
through breathing and relaxation techniques. Body
language can make or break a presentation. Good
posture is very important in establishing stage pres-
Page 4
The Introverted Leader Jennifer B. Kahnweiler, Ph.D.
ence, and stepping out from behind a lectern can help
connect the speaker to the audience.
The push phase of public speaking engages the intro-
vert in overcoming their dread and getting serious
about increasing their skills. Joining Toastmasters
can provide frequent opportunities to practice public
speaking in a nonthreatening atmosphere and get
thoughtful feedback. The introvert can push through
fear by using creativity, which can be mixed into the
presentation through humor, photos, stories, car-
toons, and audience participation.
The most effective phase for improving public speak-
ing skills is practice. The introverted leader can seek
out opportunities to speak in order to improve and
increase his comfort level.
• Offer to give a recap of a recent training class at a
staff meeting.
• Share information gained at seminars and confer-
ences.
• Volunteer to present a project status report.
It is helpful to ask a trusted colleague to observe the
presentation and provide candid feedback.
Managing and Leading
Successful leaders know that
people want to be treated as Learning how to delegate is not the hard part. It is a matter of
more than cogs in a wheel. They matching the right person to the right task, knowing the capa-
want to matter. A person who is
genuine and shows sincere inter-
bilities of that person, and coaching them.
est in others will build trust and
honest communication. The ability to be truly present
with another person is one of the marks of effective
leadership. In this regard, the introvert may have an
advantage. People who are considered introverted
are often more comfortable talking to others in a
one-on-one situation than in a group. They are also
considered to be excellent listeners who go for depth
rather than breadth in their conversations.
Preparing for a transition into management may
be daunting for the introvert who is accustomed to
working on tasks where there is some certainty, speci-
ficity, and clear answers. In comparison, management
can appear vague, unclear, and ill-defined. Once the
decision is made to accept an opportunity to move
Business Book Summaries® May 19, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved
up to management level, there are four points for the
introvert to consider in the preparation stage:
1. Self knowledge – When a person knows her
strengths and weaknesses, she can be more objec-
tive, show appropriate concern for others, and ask
for help when necessary.
2. Know the team – Get a handle on the styles, skill
sets, and preferences of each team member.
3. Build in motivation – Meet with people one-on-one
to understand who they are and what will moti-
vate them to be involved and engaged.
4. See the big picture – Prepare for the leadership role
by using both left and right brain powers.
Presence can be established by making a profound
impression on people. Successful leaders tend to
exhibit three strategies to establish presence:
1. Learn to delegate – Identify potential barriers to let-
ting go of tactical work.
2. Listen with attunement – Harness the power of lis-
tening with assertiveness.
3. Observe facial expressions – Become competent at
both demonstrating emotions and reading the
facial expressions of others.
The push phase of adapting to a new management
role involves five key strategies:
1. Self assertion – Ask for what is needed in a direct,
open and honest manner.
2. Conversations – Make time to talk to people, ask
questions, and get feedback.
3. Facing conflict – Use disagreements between
people as a lever for productive action.
4. Get information about the organization – Branch out
to learn more about the company and the indus-
try on a big picture level.
5. Keep learning.
Page 5
The Introverted Leader Jennifer B. Kahnweiler, Ph.D.
Practice strengthens leadership skills. Successful
leaders know that no one succeeds by themselves.
They continue to surround themselves with support
systems and advisors, and they are willing to seek
help by hiring a coach, enlisting a mentor, relying
on experienced team members, and enrolling in both
classroom and online seminars.
Successful technical professionals and other successful intro-
verted project leaders learn to segue between the extroverted
and introverted sides of their personalities in order to meet the
demands of this multifaceted project management role.
Heading Up Projects
The heart of project management is being able to
influence people – including those who are not direct
reports. Projects involve the efforts of people across
several functions who have different skills and per-
spectives on the task at hand. Introverted project
managers need specific people and leadership skills
to succeed. Three preparation strategies for success
are:
1. Coaching and mentoring the members of the team
2. Building credibility with team members
3. Communicating expectations clearly
Exhibiting the quality of presence in project manage-
ment can be categorized in three key ways:
1. Soliciting input – People need to feel that their
opinions count.
2. Matching the medium to the message – Consider the
appropriateness of using the phone, face-to-face
meetings, E-mail, text messages, or other technol-
ogies in different situations.
3. Learning to flip the switch – Use different techniques
for managing introverts and extroverts.
Push strategies for introverted project managers
include:
1. Sharing the limelight – Look for opportunities to
praise the team when milestones are reached.
2. Dealing with change – Provide information and
reassurance in times of uncertainty.
Business Book Summaries® May 19, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved
3. Appreciating the value of humor – Integrate some
lightness and humor into projects to engage both
the extroverts and the introverts.
A project manager has many opportunities to practice
all of these skills on a daily basis, and can also take
advantage of advanced learning opportunities for
project managers.
Managing Up
The introvert may be overly cau-
tious or tentative in approaching
management to request sup-
port, budget allocations, or other
changes. However, taking a wait-
and-see approach can be interpreted as weak. To
strengthen the partnership between employee and
manager, applying the 4 P’s Process can be an effec-
tive way to achieve the desired results.
In the preparation phase of managing up, Kahnweiler
suggests that the employee initiate a meeting to clarify
expectations after developing a list of intelligent and
open-ended questions to take to the meeting. This is
a powerful way to approach a supervisor or manager.
These questions fall into three categories:
1. Roles and goals – What are the boss’s goals, the
company’s goals, the employee’s goals? What role
can the employee play to achieve these goals?
2. Style – What are the boss’s preferences, interests,
and work habits?
3. Personal development – What are the strengths that
apply? What are the opportunities? What knowl-
edge or skills can be learned? Who might provide
coaching?
The introvert can succeed in managing up by devel-
oping presence, using three key factors:
1. Maintain one’s true personality – Be open and
honest and solicit feedback on what is and is not
working.
2. Pick low-hanging fruit – Create early results for a
new job or a new boss, and document successes.
3. No whining – The employee should approach the
boss with solutions, not just problems.
Managing upward requires initiating upward dia-
Page 6
The Introverted Leader Jennifer B. Kahnweiler, Ph.D.

logue, which can be difficult for the introvert. 4. Plan where to sit in a meeting to be noticed, and
Kahnweiler suggests three push strategies that will stand when participating in conference calls to
make it easier over time: make the voice more robust.
1. Speak up – Give feedback that is focused on making Effective ways of establishing presence while playing
constructive change, not assigning blame. the meeting game include:
2. Know when not to manage up – In some situations it 1. Setting ground rules – Get the group to agree on
may not be safe to provide unwelcome feedback. guidelines to follow.
3. Stay on top of change – Know the boss’s current pri- 2. Using creative techniques to involve members.
orities and provide valuable information that will
3. Separating brainstorming from decision making.
help him stay on the cusp of change.
Kahnweiler recommends these push considerations
Managing upward is a combination of science and
to take the meeting to the next level:
art. By meeting regularly, asking questions, and pro-
viding valuable feedback, it is possible to ensure that 1. Weigh the pros and cons of using and allowing
mutual goals are met. By keeping up with organiza- technology in the meeting.
tional knowledge, the introvert can become a valued 2. Get involved in the meeting and stay engaged.
partner by ensuring personal goals are consistent
with the goals of the company. 3. Be prepared with facts and be ready to jump in
when needed
The Meeting Game
Mastering the meeting game is possible with prac-
Meetings are an important opportunity for recogni-
tice. Take advantage of every opportunity to practice
tion and advancement. However, the introvert may
meeting skills within the organization, in volunteer or
tend to clam up and feel intimidated, especially in a
sports organizations, and even at family gatherings.
group of extroverts. When her ideas and input do not
get recognized, she can lose out
by: What is your next step? Maybe it is to learn new skills, get
1. Not being credited for her exposed to a new area of the company, or even step into a
contributions. completely different career path. You need to help your boss
2. Having her ideas preempted know how to help you. Make it easy for him to mentor you
or hijacked by others. with thorough preparation.
3. Being perceived as not adding
much value to the group. Building Relationships
There are a multitude of ways to make oneself heard In today’s corporate world, the golf course, the com-
in a meeting, and tactics for heading up successful pany gym, or the local coffee shop often serves as the
meetings. The first step is preparation in advance of backdrop for informal pre-meetings. Sponsored com-
the meeting. munity events, conferences and trade shows are other
venues where deals get made out of the official lime-
1. Know the purpose and desired outcome of the light. Networking is the building of relationships for
meeting. mutual exchange. It is necessary, but it does not come
2. Have an agenda that provides a frame of refer- naturally to most introverts. However, they can still
ence and a way to measure progress. be strong relationship builders by working at it, fol-
lowing the 4 P’s Process.
3. Be heard in the room by planning strategy and
comments, and make a comment no more than In preparation, it is important to know the purpose
five minutes into the meeting. of the networking opportunity. Identifying the net-
working targets, writing down a personal agenda,

Business Book Summaries® May 19, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved Page 7
The Introverted Leader Jennifer B. Kahnweiler, Ph.D.

and drafting questions to break the ice and advance 3. Schedule visits or call customers even when there
the conversation will give the introvert more confi- is no immediate business to conduct.
dence. By having valuable information to offer and a
4. Start up organized table top conversations at din-
willingness to share experiences, ideas, and interests,
ners or luncheons.
the introvert will avoid the panic of suddenly having
nothing to say. Social networking can be used as a way 5. Stay close to comfortable socializers.
to create a warm relationship in advance of, but not 6. Volunteer for a professional, business, or commu-
in place of, personal contact. Introverts are more apt nity organizations.
to have negative and self-defeating thoughts, which
should be replaced with positive ones. The introvert should first practice networking skills in
safe environments to improve techniques and build
Presence can be established in networking situations confidence.
by listening. Because introverts focus on depth versus
breadth and listen well, they can build on this strength Wins from Using the 4 P’s Process
and segue into a conversation that reveals genuine When the 4 P’s Process is used to change behaviors,
interest in the other person. Conversations may start there are benefits for both the introvert and the orga-
out small, such as talking about the weather, but they nization. For the introvert, even a small amount of
can be segued into a topic of mutual interest that has preparation can boost confidence and reduce anxiety,
valuable outcomes. while creating a positive impression. Being present
in the moment helps the introvert manage stress and
Learning and teaching names is an extremely valu-
close the perception gap. Becoming more visible and
able skill in establishing presence, and one that many
engaged through push techniques results in more per-
introverts lack. Some techniques for remembering
sonal power and influence. Finally, practice addresses
names include:
all the challenges of being an intro-
On a macro level, as more individuals intentionally step out verted leader: stress, perception
gaps, career derailers, and invis-
of the prison of ineffective behaviors...and develop ways to use ibility. The 4 P’s Process can open
the quiet strength of introversion, organizations draw from the up career opportunities, create
collective talent of their entire organization. visibility, and build a tremendous
sense of confidence.
• Use the person’s name repeatedly.
There are also advantages for the organization. A con-
• Associate the name with someone else by that fident leader with a game plan performs at a higher
name. level and gets better results for the company. Lead-
ers who have presence are able to relate to employees
• Connect the name with a tangible object.
more effectively. Companies get a better return on
• Remember what a name rhymes with or sounds investment when leaders contribute their ideas and
like. do not remain silent. Leaders who continue to refine
• Use these techniques to teach others one’s own their people skills help their employees gain resilience
name. during inevitable organizational changes. However,
Kahnweiler cautions against trying too hard, which
The introvert must learn to step out of his com- can lead to exhaustion and self-defeat.
fort zone in order to win over new prospects and
strengthen ties with existing customers. Here is a What’s Next? Moving Toward Success
list of six practical tips to help introverts build and Applying the 4 P’s Process is not a onetime event
manage relationships: but an ongoing commitment to overcoming the chal-
lenges that introverts are faced with. Kahnweiler
1. Act the part – pretending lessens the nervousness.
recommends using this book as a basis for creating
2. Strike up conversations in random places. a 4 P’s action plan and writing down clear goals for
Business Book Summaries® May 19, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved Page 8
The Introverted Leader Jennifer B. Kahnweiler, Ph.D.

improvement. By gaining new perspectives and prac- Contents

tical tools, introverts can build on their quiet strength, Introduction: What Is an Introverted Leader?
take hold of leadership roles, and gain confidence and
courage as they step out of the shadows. Chapter 1: Four Key Challenges

g g g g
Chapter 2: Unlocking Success: The 4 P’s Process
Chapter 3: Strengths and Soft Spots
Features of the Book Chapter 4: Public Speaking
Reading Time: 4 - 4.5, 128 pages
Chapter 5: Managing and Leading
The Introverted Leader is organized in a practi-
Chapter 6: Heading Up Projects
cal structure that lays out four key challenges for
introverted leaders: stress, perception gaps, derailed Chapter 7: Managing Up
careers, and invisibility. Each challenge is then stud- Chapter 8: The Meeting Game
ied through a focused and practical method for
effectively managing introversion by applying the 4 Chapter 9: Building Relationships
P’s: preparation, presence, push, and practice. Chapter 10: Wins From Using the 4 P’s Process
Each chapter contains tools, specific examples, and Chapter 11: What’s Next? Moving Toward Success
practical steps that present Kahnweiler’s ideas of
Notes
how to manage one’s own introversion, and also
understand, coach and maximize the contributions Acknowledgements
of introverts in the workplace. Kahnweiler includes
Index
a Quiz for Introverts and interpretive charts that can
identify behaviors that need attention and form a
baseline for measuring progress.
The book is intended for mid-level or aspiring man-
agers; project leaders; professionals in technical,
scientific, or technical fields; women in male-dom-
inated fields; and everyone who faces challenges in
having their voice heard. It is clear, concise, and cen-
tered on results. Readers are also referred to the Web
site www.theintrovertedleaderblog.com for ongoing
dialog on these topics.

Business Book Summaries® May 19, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved Page 9
The Introverted Leader Jennifer B. Kahnweiler, Ph.D.

A Note to Our Readers

We at BBS encourage our readers to purchase the business books we summarize.
BBS Summaries are intended as a service to busy professionals, as we recommend only those books
that are worth your time to read in their entirety. We apply stringent criteria in selecting only the best
business books, and in that selection process, strive to help you make informed book-purchasing decisions.

This book is available at bookstores and online booksellers.

Business Book Summaries® is a service of EBSCO Publishing, Inc.

For more information about BBS, to subscribe to BBS,
or to provide us feedback, visit our Web site.
www.businessbookreview.com

EBSCO Publishing Inc.

10 Estes Street
Ipswich, MA 01938 USA
www.ebscohost.com

Copyright of Business Book Review and Business Book Summaries is property of EBSCO Publishing Inc. and its
content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s
express written permission. However, users may print, download or email articles for individual use.

Business Book Summaries® May 19, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved Page 10
Copyright of Business Book Review Library is the property of EBSCO Publishing and its content may not be
copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written
permission. However, users may print, download, or email articles for individual use.