The former iCarly star reflects on her difficult childhood.

In her debut memoir, titled after her 2020 one-woman show, singer and actor McCurdy (b. 1992) reveals the raw details of what she describes as years of emotional abuse at the hands of her demanding, emotionally unstable stage mom, Debra. Born in Los Angeles, the author, along with three older brothers, grew up in a home controlled by her mother. When McCurdy was 3, her mother was diagnosed with breast cancer. Though she initially survived, the disease’s recurrence would ultimately take her life when the author was 21. McCurdy candidly reconstructs those in-between years, showing how “my mom emotionally, mentally, and physically abused me in ways that will forever impact me.” Insistent on molding her only daughter into “Mommy’s little actress,” Debra shuffled her to auditions beginning at age 6. As she matured and starting booking acting gigs, McCurdy remained “desperate to impress Mom,” while Debra became increasingly obsessive about her daughter’s physical appearance. She tinted her daughter’s eyelashes, whitened her teeth, enforced a tightly monitored regimen of “calorie restriction,” and performed regular genital exams on her as a teenager. Eventually, the author grew understandably resentful and tried to distance herself from her mother. As a young celebrity, however, McCurdy became vulnerable to eating disorders, alcohol addiction, self-loathing, and unstable relationships. Throughout the book, she honestly portrays Debra’s cruel perfectionist personality and abusive behavior patterns, showing a woman who could get enraged by everything from crooked eyeliner to spilled milk. At the same time, McCurdy exhibits compassion for her deeply flawed mother. Late in the book, she shares a crushing secret her father revealed to her as an adult. While McCurdy didn’t emerge from her childhood unscathed, she’s managed to spin her harrowing experience into a sold-out stage act and achieve a form of catharsis that puts her mind, body, and acting career at peace.

A helpful guide to working effectively with people from other cultures.

“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.