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Work Like a Spy: Business Tips from a Former CIA Officer, by J. C. Carleson
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“The book you are holding will fundamentally change the way you look at the collection, compartmentalization, analysis, distribution, application, and protection of intelligence in your business. J. C. Carleson’s presentation of years of spy tradecraft will make you a more effective force within your organization.”
—James Childers, CEO, ASG Global, Inc.
When J. C. Carleson left the corporate world to join the CIA, she expected an adventure, and she found it. Her assignments included work in Iraq as part of a weapons of mass destruction search team, travels throughout Afghanistan, and clandestine encounters with foreign agents around the globe. What she didn’t expect was that the skills she acquired from the CIA would be directly applicable to the private sector.
It turns out that corporate America can learn a lot from spies—not only how to respond to crises but also how to achieve operational excellence. Carleson found that the CIA gave her an increased understanding of human nature, new techniques for eliciting information, and improved awareness of potential security problems, adding up to a powerful edge in business.
Using real examples from her experiences, Carle-son explains how working like a spy can teach you the principles of:
- Targeting—figuring out who you need to know and how to get to them
- Elicitation—a subtle way to get the answers you need without even asking a question
- Counterintelligence—how to determine if your organization is unwittingly leaking information
- Screening—CIA recruiters’ methods for finding and hiring the right people
The methods developed by the CIA are all about getting what you want from other people. In a business context, these techniques apply to seeking a new job, a promotion, a big sale, an advantageous regulatory ruling, and countless other situations.
As Carleson writes, “In a world where information has a price, it pays to be vigilant.” Her book will show you how.
- Sales Rank: #587967 in eBooks
- Published on: 2013-02-07
- Released on: 2013-02-07
- Format: Kindle eBook
From Booklist
Even though the CIA has been prominent in the not-so-great-news department of late, there are some intriguing takeaways from its operatives. Offering no tell-all story, former operative Carleson applies her learning from eight years at the CIA—during the aftermath of 9/11—to corporate America and business success. Many of her easy-to-read lessons concern information—how to get it and how to use it legitimately when applied to internal and external competition and to the improvement of performance and outcomes. For the first third of the book, she concentrates on boot-camp tactics and follow-up exercises, such as targeting, corroboration, and strategic elicitation. The rest of the book is concerned with how to use those tactics in a host of situations, from recruitment, ethics problems, and crisis management, to sales, compliance, and using competitive intelligence. It’s certainly not a dry read, since Carleson inserts some harrowing (and declassified) accounts of her CIA adventures. Although a hard-to-categorize book, it nevertheless is a useful guide. “There is information for the taking that can change the entire playing field for you and your organization. Getting this information is a matter of asking the right people the right questions in the right way.” Learn it, use it. --Barbara Jacobs
Review
"In this clever twist on the career self-help genre, former CIA agent Carleson takes the principles that she learned in clandestine service and applies them to today's business world… This quick and enjoyable read offers plentiful nuggets of information, which can be put to good use by any career-minded reader."
—Publishers Weekly
"Carleson deftly translates the skills of spy craft learned through her eight years in the field—intelligence gathering, recruitment and crisis management—into know-how that can be used 'by anyone—at any level—in the workplace,' she writes. The advice, techniques and exercises for networking, improving sales and generally getting ahead of the competition won’t morph you into a master spy, but it will definitely expand your approach to everyday interactions and make you more versatile, shrewd and savvy, whether you’re a job seeker, salesperson, manager or CEO."
—Success
“I found Work Like a Spy to be much more than a compelling read penned by an ex-CIA officer. J. C. Carleson importantly offers a fresh slate of easily understood risk mitigation practices and exercises.”
—FRANCIS D’ADDARIO, CPP CFE, Emeritus Faculty Leader, Strategic Influence and Innovation, Security Executive Council
“This is a blast! J. C. Carleson has written the cure for the common business book. Part business advice book, part memoir, part window into the world of covert intelligence, it will both inform and intrigue the reader. Going beyond the typical business anecdotes, Carleson gives us a glimpse of the world of covert officers, international intrigue, and true high stakes encounters. More than just telling stories, though, Work Like a Spy uses examples from the CIA to provide a set of principles that can be used to succeed in any organization.”
—ALEXANDER J. S. COLVIN, Professor of Labor Relations and Conflict Resolution, ILR School, Cornell University
“Carleson provides a compelling argument for the importance of intelligence and counterintelligence in day-to-day business. Her straightforward suggestions encourage the reader to always be on guard for information—either to keep it or to gather it.”
—DEB COHEN, Ph.D., SPHR, SVP, Knowledge Development, Society for Human Resource Management
About the Author
J. C. CARLESON worked for Starbucks (corporate), Baxter International, and Tektronix prior to leaving the private sector to enter the Central Intelligence Agency’s clandestine service. She was an undercover CIA officer for eight years.
Most helpful customer reviews
28 of 34 people found the following review helpful.
Entertaining and informative little book, with some good advice
By Aaron C. Brown
The author of this book was not a spy in the Sidney Reilly or Mata Hari sense. Rather she was a case officer for the Central Intelligence Agency, gathering information in foreign countries in a variety of ways that included bribing officials, assuming false identities and stealing documents. While these activities may seem far removed from everday legal businesses (or not, your experience may differ) she makes a strong case that there is significant overlap in the requirements for success. Those requirements do not include cynanide pills, exploding cufflinks or Mission: Impossible style plastic masks.
When stripped to its essentials, the advice is pretty much the same as Dale Carnagie preached almost 80 years ago, with a bit of Frank Abagnale to spice it up. So you're not going to find any magic bullets in here, any never-before-revealed secrets to make business as easy as James Bond saving the world. But it's more fun reading this sensible advice in the context of daring covert operations than sales calls or meetings. Plus there is a serious educational advantage to changing the context, it helps you think more abstractly and at a higher level about the things you do every day, and avoids some of the possible blocks most people have to acquiring new ideas. The extreme difficulty and danger of some of its work forces the CIA to manage some aspects of tasks to a higher level than is often found among people who have difficulty spelling "clandestine." Finally, the advice may stay with you longer as a result of the novel associations this book delivers.
One minor criticism is the business examples tend to be one-dimensional. Although the author claims a varied business career before going to spy school, it appears to have been a narrow one, and one that she did not think about much. When she translates CIA-honed techniques to above board business, the settings seem more like scenes from a made-for-TV movie than real work. I don't think that's serious, however, because even a nuanced and accurate translation would be useful only for specific situations in specific businesses. Once you understand the concepts, you should have no trouble making them relevant to your own experience.
A more substantive criticism is the author does not discuss criticisms of covert operations. This matters, because those criticisms carry over to using related techniques in business. She does not mention, for example, that all our major security breaches were from people hired to protect our security. There is no acknowledgment of abuses by US intelligence organizations, nor that the existence of these organizations give weight to people who suspect us of even worse abuses. She does not consider whether stealing information leads to an escalating retaliation cycle that leaves all sides worse off than if they refrained from opening each other's mail and reading each other's diaries. Torture, assassination, fraud and other objectionable means are absent from the book, as is any discussion of whether offical lying, cheating and stealing--for whatever reasons seem important at the time--act as a slow poison to transparent democratic government. I'm not saying all these are valid criticisms, although I tend to be pretty anti-spy in the main, but the book would be stronger if it did not ignore them. No one wants to import dangerous relics of the Cold War into their business. This criticism is muted somewhat because the author does present a positive case for operations, and emphasizes the honesty, morality and strength of character necessary for success in the field, characteristics she argues are both selected for and encouraged by the CIA (however, as David Halberstam pointed out, The Best and the Brightest are not always the right people for the job).
Overall, I recommend this as a pleasant read that presents some sensible advice in a dramatic context. It's well-written with a good mix of anecdote and argument. You'll learn a little about spying and, hopefully, take away a few useful lessons about other things. A little more depth about business, and more important about spying, would have made the book better.
18 of 22 people found the following review helpful.
A spy's eye in the workplace
By Reuters Breakingviews
By Martin Langfield
James Bond fans would expect a former spy's book of business tips to offer a crash-course in whiz-bang gadgetry, car chases and stealing secrets. Intelligence nerds might want to read about working the "dark side" through Dumpster-diving, coercion and other black arts. J.C. Carleson's book "Work Like a Spy" smartly does neither.
Instead, she mostly concentrates on the psychological and behavioral tricks that intelligence officers use to winkle out secrets. Carleson, who worked for the CIA's clandestine service for eight years, clearly has a terrific book in her, though "Work Like a Spy" is only intermittently it.
The book waters down some clandestine techniques till they seem merely bland. Others, though, fizz with insight, and the dabs of color and adventure she throws in, from her time in Afghanistan after the Sept. 11, 2001 attacks to her stint in Iraq looking for non-existent weapons of mass destruction, add drama and exoticism. The reader longs for more of this stirring stuff.
Carleson explains that much intelligence work is in fact more like the average workplace than a Hollywood adventure film. Workers and businesses can learn from CIA tricks of the trade - at least the legal ones.
Among the tips she provides are: how to elicit useful information about rival firms or workplace colleagues using CIA source-cultivation techniques; how to set up meetings to foster the most favorable outcome; how to build networks of informants at all levels of an organization to maximize good information; how to target potential "defectors" or key rivals one would like to hire away; how to minimize the risk of being spied on by rivals; and some handy CIA approaches to negotiation. Carleson even includes some exercises to try in the workplace.
She makes it sound easy. "There is information for the taking that can change the entire playing field for you and your organization," she writes. Sometimes this is no more than clever tactics: "asking the right people the right questions in the right way." Sometimes it sounds a little underhand, requiring "manipulation of individuals and exploitation of ... vulnerabilities." But Carleson makes clear, repeatedly, that she does not endorse effective but illegal techniques such as bribery and hacking. At least, not in the business world.
Actually, some of the book's high points come in passing. It is refreshing to read that the agency's field employees can be heard referring to headquarters at Langley as the "Death Star." She also says that CIA officers are regularly required to undergo excruciatingly detailed questioning about their personal lives while wired to polygraphs. She stops short of recommending that management technique for business.
The gap between the CIA and the corporate world is wide enough that Carleson's approach risks bathos, as when an anecdote of adventures in exotic climes after 9/11 demonstrates the importance of "empowerment". Yet she shows a pleasing disdain for business buzzwords and mostly stays on the right side of cliché.
Carleson's most surprising claim, at least for some readers, may be that ethics are at the core of effective espionage. It would be interesting to see if her fiction - a thriller, "Cloaks and Veils," came out last year - shows the same high moral tone. In any case, she argues that any good operator, whether spook or business leader, inspires trust. While there are many firms out there that will indeed dive into trash bins and dig up dirt on the opposition, Carleson says that the higher road, in the end, is more effective than the seedy.
[...]
23 of 31 people found the following review helpful.
Good for the novice but nothing new for the experienced business professional
By Dagny Taggart
For me, this book was 1 star. For others, particularly those junior in the business world, it might be a 5 star.
As an experienced corporate professional on Wall Street with a mix of technical background, selling skills and leadership responsibilities, I found that all the points made in the book I already knew. I'm not suggesting I know everything, clearly I don't which is why I purchased the book to see if I could learn anything substantive. It turns out that the points made weren't detailed enough and were too vague to be of use for someone who has survived successfully so long in the corporate world already.
However, to be fair, as I was reading the book, I felt that the points made were good aggregate summaries of overall approach to surviving the workforce, and would have been particularly helpful to me in my earlier years. As I read the book, I felt myself constantly conjuring up images and names of people I have come across that fit into some of the personality types and the descriptions were fairly accurate in terms of success profiles and "what not to do". In spite of that though, neither of the sections went into enough detail to be truly actionable.
In addition, I didn't feel that the author had a substantial corporate world experience. The author admits job hopping quite a bit and didn't stay at each job for long. Perhaps 1-2 years max at each job, although I can't remember if that was specifically stated. The point is, how can one be a reputable source on the corporate world if they haven't been able to implement these specific "suggestions" in the workforce? They can't. I don't feel the author has more credibility than, say myself, in the corporate world. Mgmt trainee starting off in the executive compensation dept? Not to belittle that, but hardly a barometer for success, even if it is entry-level, first job straight out of college.
Chapters:
1) Basic Principles: high level overview of the book, a quick interesting read of sidebar anecdotes. Lends the book to potential of learning something.
2) Operating Instincts: this chapter focuses on 4 building blocks:
- targeting (this is basic principle 101 of finding out who to reach out to and a book on networking would have been better; added nothing for me)
- strategic elicitation (tips on eliciting information from people - again, no value add for anyone was has traveled for work and is somewhat of an extrovert and can strike up a conversation)
- corroboration (common sense, which admittedly is not really common anymore, but who doesn't seek to validate observations? anyone who has gone through any type of group projects, starting with school and rumors, will know to corroborate hearsay)
- trust & rapport (really? come on. this is not even 101)
3) Business Counterintelligence: an interesting chapter full of anecdotes, but nothing truly substantive for the vast majority of professionals despite the upfront caveat by author that this is applicable even if you're not working on a secret defense project or as a subcontractor for one. There was a good story about the corporate world and how a guy hired an office manager who was the daughter-in-law of a competitor; this does reaffirms that the paranoid survive.
4) Recruitment: a lot of common sense here about how to recruit people and matching skills with tasks instead of title; again, a lot of common sense that any somewhat experienced professional should already know and if HR doesn't do this in this day and age (March 2013) then shame on the company.
5) Ethics: thankfully, not a chapter preaching ethics and right vs wrong, but conclusion is that an ethical person is more trustworthy. Really? Come on. The book "Everything I learned, I learned in Kindergarten" or whatever the specific title probably explained this already.
6) Crisis Mgmt: Good stories about CIA's post-9/11 response which serve as good reminders of what to do in time of crisis; as well as what not to do. Good accurate protrayal of what happens in corporate world but stops short of explaining the motivations of poor crisis mgmt in corporate world - notably that the chain of command are also running around nervous, each man for himself and as such, productivity grinds to a halt. Because the high ups are concerned about their own job security with no definable stake in the final outcome (beyond stock options), paralysis exists. A nice contrast the author could have introduced is that firms with a large ownership structure by a founding family (i.e. common in Asia, but not in the USA) will NOT see this because there is effective leadership coming from on top. Sadly, no offer of advice by the author on how to handle this situation if you are a worker bee.
7) Sales Pitches: Absolutely not helpful to those who already understand "build rapport, find common ground". Truth be told, I was looking for a magic bullet here or some insight that I didn't already know. Basic networking strategies of having multiple stories to show as examples in conversations are more helpful than anything the author wrote. To be fair, one thing that was a good reminder to me was Technique #7 of "Regularly Re-recruit". Oftentimes, we need to constantly remind our clients and constituents of why they use us a vendor. Constant (but not bothersome) reinforcement is critical.
8) Supply-Chain Mgmt: a summary of everything else discussed in the book, particularly, have multiple sources of information that you corroborate. Nothing new at all.
9) Competition: evaluate your own weaknesses, improve them, understand your rivals, nothing new either.
In summary, a good summary for a college student, but nothing substantive for anyone with moderate success in the corporate world. Perhaps my expectations were too high?
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