Chris Guillebeau makes a living traveling (he visited every country in the world before his 35th birthday), writing (his blog and several New York Times bestselling books) and only pursuing work that is personally meaningful to him. He has definitely hit the career lottery, and in his new book Born for This: How to Find the Work You Were Meant to Do, he explains how you can also find the work you were born to do.
Hitting the career lottery is not a far-fetched dream like matching all six Powerball numbers. It’s not a matter of luck but a matter of knowing yourself and engineering the right set of circumstances. Guillebeau points out that this is not a book designed to tell you how to quit your job and become your own boss (he already wrote that book — The $100 Startup). Whether you want to become an entrepreneur or find meaningful work within an established company, Guillebeau will help you identify your own personal intersection of joy, money and flow. Joy is what you love to do, money supports you and flow is the Zen-like state you experience when working on something you are exceptionally good at. The work you were born to do will hit all three targets.
There will be no precise syllabus to follow because the work that you were born to do is a path that only you can chart. However, the book contains exercises to help you identify what you’re best at and what makes you happy, checklists and stories of real people who have found unconventional routes to their dream jobs.
Guillebeau is also the author of The Happiness of Pursuit: Finding the Quest That Will Bring Purpose to Your Life and The Art of Non-Conformity: Set Your Own Rules, Live the Life You Want and Change the World.
From its curious inception as an emulation of American postwar Ivy League attire to its evolution into countless worldwide labels, Japanese menswear has pioneered the world’s most popular looks of leisure. W. David Marx’s Ametora: How Japan Saved American Style is a fantastic look at the history of men’s fashion in Japan.
According to Marx, the concept of fashion was never prevalent in male life in Japan before World War II. Caring about one’s appearance was viewed as effeminate; instead, men dressed in functional, traditional raiment. After the bombs fell and the war ended, many people were forced to make their own clothes out of leftover military surplus like parachutes and fatigues. It wasn’t until the imminent arrival of the 1964 Olympics that men began to ponder their looks and shirked survivor chic.
Marx traces the origins of some of Japan’s earliest men’s fashions back to a couple of standout individuals who would all live on to create, control and influence the country’s leisure fashion industry throughout the second half of the 20th century. It began with the “ivy” look, Japan’s best attempt at manufacturing clothing reflective of what students at northeast American colleges were wearing. In the late 1960s, Ivy relaxed into the “heavy duty” look, which brought denim jeans to Japan and elevated American outfitter companies like L.L. Bean to cult status. Fueled by a bubble in the economy, fashion hotspot Harajuku popped up overnight and exploded into Japan’s most frenetic fashion district, housing imports and original brands men couldn’t buy quickly enough.
Over time, Japan’s fashion endeavors evolved from emulation into innovation, leading to greater exports and global brand presences. The story is incredibly interesting, and Marx’s research and presentation are as impeccable as his style. Readers who enjoy microhistories or are into lifestyle reading will find Ametora to be irresistible.
In 2012, Anne-Marie Slaughter wrote an article for The Atlantic entitled “Why Women Still Can’t Have It All,” addressing some of the challenges remaining from the second-wave feminist movement of the 1970s, particularly those that led to the devaluation of caregivers. In the article, she described how her transition from a career as director of policy planning for the State Department to professorship in the Harvard Law School for the sake of providing better care for her teenage sons was frequently viewed as giving up by her colleagues. Unfinished Business is a continuation of this discussion, allowing Slaughter the chance to address some of the criticism that arose from her original article and further refine her ideas.
Slaughter points out how necessary and valuable the work of caregivers is but how little respect and compensation they are likely to receive in exchange. While she primarily writes from her own experience in white collar labor, she tries to be as inclusive as possible, incorporating the responses to her article she received from people of different classes, industries, sexual orientations and race. She also makes a point of examining how trends have changed between the baby boomer, Gen-X and millennial generations. While she does not hide her own party affiliations, she shows how concern over caregiving transcends party disputes.
Her arguments are well researched and persuasive, and her suggestions for change are timely and practical. Employers are encouraged to fully utilize the flexibility now allowed by technology to accommodate the scheduling needs of their workers who are caregivers. The time people spend attending events in their children’s lives, supporting their aging parents and being present in communities outside of the office develop the soft skills highly prized in the modern business arena. For true gender equality to be achieved, there needs to be a destigmatization of men’s work in the home, allowing for men to care for their children without being emasculated, manage a household on their own terms and define how they provide for their family outside of the rigid constraints as a “breadwinner.” Anyone trying to juggle a career and family will want to check out this book for its empathy and encouragement.
“Between 2001 and 2012, 63,300 American factories closed their doors and five million American factory jobs went away.” Author Beth Macy quotes these figures in her best-selling new book Factory Man: How One Furniture Maker Battled Offshoring, Stayed Local and Helped Save an American Town. Macy writes about the impact of free trade and globalization as it affects rural Henry County, Virginia, and its century old furniture manufacturing industry. Think this sounds a bit dry? Meet the driven factory man of the title: John Bassett III.
J.D. Bassett built his first furniture factory in his front yard around 1902. Twenty years later, his Bassett family furniture dynasty, with multiple factories employing hundreds of workers, was thriving thanks in part to the native “assets:” cheap southern labor and Piedmont forests ripe for lumber harvest. With Bassetts building churches, banks and schools, Bassett, Virginia, became the quintessential company town and the Bassett family its royalty, marrying its sons and daughters to scions of other local manufacturers. John Bassett III, grandson of J.D., seemed destined to inherit the Bassett Furniture throne until family politics and imported Chinese-made bedroom suites intervened.
Elbowed aside in favor of a brother-in-law, John Bassett III was determined to succeed on his own merit, and eventually settled at Vaughn-Bassett Furniture in nearby Galax. In direct competition with his own family, he found the larger threat to his business to be the growing stream of wooden furniture imported from Asia, priced well below what American companies could charge for their domestic product. With Virginia factories shutting down and double digit unemployment figures skyrocketing, Bassett struck back. Taking on foreign manufacturing, United States economic policy and the Furniture Retailers of America trade group, Bassett fought to enforce fair trade regulations while reinventing his furniture company over and over to remain viable. Factory Man is not just John Bassett III’s story but an eye-opening account of small towns dependent on blue collar industry in a changing global economy.
To join in an ongoing discussion about Factory Man, which includes many local residents' comments about the book and the Bassett, Virginia, area, visit https://www.facebook.com/#!/groups/FactoryManFans/.
The darling daughters of Downton Abbey would surely have shopped at Selfridge’s, England’s first modern department store. In Shopping, Seduction, & Mr. Selfridge, Lindy Woodhead transports readers to a bygone era when nattily dressed ladies and gentlemen made shopping an event. Woodhead also shines a light on the man behind the mannequins, the inimitable Harry Gordon Selfridge.
Selfridge began as a stock boy working at Marshall Field’s in Chicago and eventually became a partner in that established business. His dreams were big and at the turn of the century he was able to make his magic happen in England. He wanted to bring to London a store that was unrivaled in extravagance. It took several years, but London’s first dedicated department store built from scratch opened in a halo of hype. The publicity was well-deserved, as the store really was larger than life. With six acres of floor space and every conceivable amenity, Selfridge’s was a legacy to limitless luxury. There were elevators and a bank, an ice skating rink and a restaurant with a full orchestra. Shopping was like an entertainment at Selfridge’s, where regular customers could mingle with celebrities such as Anna Pavlova and Noel Coward.
Woodhead tells the story of the retail revolution of the early twentieth century, but also focuses on the rise and fall of one visionary, but ultimately doomed man. Selfridge’s life was as large as his store and filled with mistresses, mansions, and money. This is the fascinating true story that inspired the Masterpiece series Mr. Selfridge, starring Jeremy Piven, currently airing on PBS.
As a cog in the wheel of an industry that survives on its image, Jacob Tomsky knows a thing or two about hotels. His new book, Heads in Beds, a Reckless Memoir of Hotels, Hustles, and So-Called Hospitality, takes a sassy, insightful look inside the lodging establishments that employed him for over a decade. Humorously eye-opening and slightly bawdy, Tomsky's take on the hospitality business is everything you ever wanted to know (maybe) but were afraid to ask (really) about what goes on in the “heart of the house.” Little in Tomsky's background prepared him for his career path. Armed with a philosophy degree, he ends up working the valet stand at a newly opened luxury hotel in New Orleans, where he quickly moves from parking cars to front desk clerk to overnight housekeeping manager. Fifteen hour shifts come with the territory, as do lying, finessing, and bartering, all in the name of good customer service. Eventually he hits the big time when he is hired by an upscale Manhattan hotel, where for fun he and coworkers race down hallways on a power scooter at three a.m.
There are plenty of anecdotes that make this part-travel memoir, part-industry exposé a brisk, entertaining read. Some of it is disturbing, like knowing the housekeeper may be spraying furniture polish on your drinking glasses for that spotless shine. The author is also happy to share helpful insider tips, like how to get that coveted room upgrade and techniques for disputing mini-bar, also known as "fridge of joy" charges. Naturally, tipping figures prominently. Tomsky's honest introspection about the coworkers who form this closed society extends his writing to more than just a tell-all. With a clear-eyed wit, he deftly peels away layers of the hotel trade and its practices in order to enlighten even the most frequent traveler. Don't be surprised when the amusing and helpful appendices at the book’s end bring a wide smile.
It used to be really difficult to make things. First, you had a great idea. Then you had to design it, build a prototype, and get a company to buy it. That company would then take your idea, send it through committees, change it to be mass manufacturable, and finally (maybe years later) sell it to the public. By the time your great idea goes through all that, it might not be so great anymore. But with twenty-first century technology, there is a better way. In his book, Makers: The New Industrial Revolution, Chris Anderson of Wired magazine envisions faster, cheaper, more open, and more individualized ways to make products that can be sold to a global audience.
Say you want to make an innovative watch using your own design. Nowadays you can buy desktop manufacturing equipment and make the parts in your garage. Or you can post your idea on a website and have people from around the world fund your production costs by preordering the final product. Or you can collaborate with other inventors online to collectively transform your idea into a tangible object. According to Anderson, the people who use this more hands-on personal approach to manufacturing, called Makers, are gaining momentum as a new force in the global marketplace. He advocates the Maker movement as a way for America to reestablish itself as a manufacturing hub through a million individuals and small businesses creating products using the Maker mindset and selling them worldwide. In a book that is as much manual as manifesto, Anderson provides insider tips on how to get started making your own ideas into reality. A Maker-turned-businessman himself, Anderson’s enthusiasm for his subject is infectious. Tinkerers, creative souls, and budding entrepreneurs will be itching to start making after finishing this inspiring read.
The answer to that and other tricky posers used by Google in interviews can be found in William Poundstone’s Are You Smart Enough to Work at Google?: Trick Questions, Zen-like Riddles, Insanely Difficult Puzzles, and Other Devious Interviewing Techniques You Need to Know to Get a Job Anywhere in the New Economy. Since its first recruiting campaign in 2004, Google has been notorious for conducting some of the toughest job interviews. They include brainteasers and other open-ended mental challenges, along with the standard behavioral questions to identify the candidates most capable of creative problem solving. In adopting this approach, Google is looking to better predict employee performance, seeing where candidates run out of ideas. The questions are designed to measure mental flexibility, entrepreneurial potential, and the ability to innovate.
Google is a cutting-edge company where Human Resources is called People Operations (People Ops) and every job candidate is the subject of a 50-page package. In addition to the usual academic, professional and social history, this report also critiques the potential employee’s overall “Googliness.” The perks associated with working at the Google campus are legendary and include free food, coin-free laundry facilities, and an annual ski trip.
Other employers have taken notice, and today, along with passing social network checks and displaying above-average intelligence, candidates must sit through more interviews than ever before and pass questions that try to screen for a particular personality. Poundstone offers strategies for making the best of these nerve-racking situations, identifies interviewers’ hidden agendas, and offers tips for saving a failing interview. This informative title will appeal to job seekers looking for inside information and interview strategy. Those safely employed will enjoy the compelling writing and puzzles and be glad they don’t have to face such an ordeal.
Try your hand at the Google interview at http://www.csmonitor.com/Books/2012/0208/Would-Google-hire-you-10-test-questions-to-find-out/A-plane-flight. And just so you don’t have to swim in syrup, the surprising answer to the question above is that there is no difference in speed!