In un mondo che sembra dominato dagli estroversi, gli introversi incontrano difficoltà. Al lavoro, in famiglia e in altre situazioni della vita quotidiana, non riescono a far sentire la propria voce, a far accettare la propria opinione, a convincere. Eppure, il carisma, la capacità di conquistare le persone e di trasmettere nuove idee non sono prerogativa dell'estroverso, che tende spesso a monopolizzare l'attenzione e a imporsi, perdendo l'occasione di ascoltare e di imparare dagli altri. Se considerate la solitudine un bisogno e una risorsa, se pensate prima di parlare e preferite scrivere anziché fare grandi discorsi, se cercate di essere profondi anziché brillanti, se siete riservati e tenete un «profilo basso», senza dubbio siete introversi, ma proprio in questo risiede la vostra forza. Non cercate di cambiarvi, ma imparate a conoscere voi stessi! Jennifer Kahnweiler individua i sei punti di forza dell'introversione, li descrive dettagliatamente e, insieme a un sistema per valutare quanto vengano effettivamente impiegati, fornisce gli strumenti per controllare e potenziare al massimo queste capacità, insegnandoci a esercitare quella che definisce «influenza discreta».

Mick and Keith. Jobs and Woz. FDR and Eleanor. Gilbert and Sullivan. History is filled with examples of successful introvert-extrovert partnerships. But how can two people who sometimes seem to be from different planets not just work together but make extraordinary products, create great works of art, and even change history?

Jennifer Kahnweiler says the key is to remember that these relationships are most successful when opposites stop emphasizing their differences and use approaches that move them towards results. She provides a five-step process that helps introverts and extroverts understand each other's “cultures,” use their inevitable conflicts to spur creativity, find the right roles within their partnership, enjoy each other's company, and adapt and adjust their roles when working with clients. These partnerships require constant maintenance—opposites don't attract, they have to work at it. But when they succeed they produce exponential results. Blending the two points of view allows both partners to see and act on things neither partner would have separately.

Management books are traditionally written by industry 'experts': scholars, consultants, senior managers. They're writing about how to manage workers, but none of these experts really understands the viewpoint of the average worker, the regular grunt in the trenches-the peon. Peons are the ones affected when a manager decides to manage-in-one-minute, to move somebody's cheese, to try that fifth discipline. Rather than consult some expert, why not go to the source, and ask the peons? Who better to teach you how to train a dog than the dog himself? And who better to tell you how to manage than one of those who are being managed? The Peon Book gives managers the perspective they've been lacking. Author and self-proclaimed Chief Executive Peon Dave Haynes' sole, powerful source of expertise is that he has been managed in different companies and in different industries, and he knows what worked-and what failed catastrophically. In irreverent, straight-talking terms, Haynes tells managers what they really need to do to make their employees motivated, committed, and productive-and it's not memorizing yet another 'technique' or 'strategy' or 'discipline.' Haynes writes in a common sense, easy-to-read style that is both witty and wise. Every boss can benefit, and every employee can empathize with the words in The Peon Book. 'The inability to empathize can be a real speed bump on the road to a trusting, personal relationship with your employees. So how are you supposed to show more empathy? I take issue with management books that give you a phrase to say to show empathy like 'I understand,' or 'I know what you mean,' or that say that by rephrasing a statement you can show empathy. Don't use some coined phrase to show empathy, just mentally put yourself in our shoes. Sometimes it's just a matter of remembering what it's like to have to get all those reports turned in on a Friday. Or remembering what it's like to have to ask for time off. Or remembering what it's like to be the new guy on the job, and have a hard time remembering everything. Do you see the key concept I'm getting at? Empathy = remembering. Who said you'd never use math in the real world?'