Review of who’s got your back
Last time it was the amazing What Would Google Do? This time I am reviewing who’s got your back (yes, it seems lower case titles are still trendy). Keith Ferrazzi, the ‘best selling author of NEVER EAT ALONE’, supplies ‘The Secret to Finding the 3 People Who Will Change Your Life’. I think I’m all case confused at this point.
By the way, what a great surname for an author, or in fact, anyone intent on becoming a personal brand.
If the title and pre-title (see cover shot) don’t get the message across, then how about the sur-title? ‘The breakthrough program to build deep, trusting relationships that create success – and won’t let you fail’.
It is at this point that I have to confess to breaking a long standing policy on this blog of avoiding negativity. I don’t really see the point of writing about something unless it has something positive to contribute.
However, I’m afraid this is going to be an exception, and this is really an appeal to you, to help me understand where I am going wrong with this very popular book.
Unfortunately the author gets my goat right from the first chapter, by using the example of Jean Nidetch, ‘a plus-sized housewife who enlisted her friends to help her stay on a diet’. This was the 1961 beginnings of what was to become Weight Watchers, a $4 billion turnover business by 2007.
The author explains that Nidetch, ‘just wanted to get skinny, but through an inner circle of friends offering expertise, wisdom, honesty and support she achieved far more than she ever imagined possible.’
However, to me Weight Watchers is an organisation that exploits people’s desire to lose weight by persuading them to adopt a calorie counting diet, when so much evidence indicates that no diets work in the long run.
To quote the book’s blurb; Keith Ferrazzi, the internationally renowned thought leader, consultant, and bestselling author of Never Eat Alone, shows us that becoming a winner in any field of endeavour requires a trusted team of advisors who can offer guidance and help to hold us accountable to achieving our goals. It is the reason Ph.D. candidates have advisor teams, top executives have boards, world-class athletes have fitness coaches, and presidents have cabinets.
In conclusion, I am left wondering if this the management book equivalent of the Emperor’s New Clothes. So please let me know why I am wrong.