While the book was interesting, it isn’t written for me (or a typical worker) at all. I thought it might give me a good perspective on getting my mind settled and ready for a new company. Instead, it concentrated on what people being promoted to run large divisions/companies should concentrate on.
The conditions covered are stressful, and the advice looks sound, but this was pure voyeurism for me– the advice is not directed at me at all. [Well, other than to note that even under his system, even though bringing people on board is the core of his consulting, he still doesn’t expect HR to do much for bringing people in and acclimating them to local culture at lower than the manager of supervisors level.]
After this I reread Cube Farm. I enjoyed it again, but doubt it will develop into a frequent reread. [Though some parts, like his indictment of people who put their heads in the sand and ignore looming layoffs stung a bit more this time.]