This book will inspire you to: Rethink whether constant, candid feedback really. We live in an age of unprecedented opportunity: with ambition, drive, and talent, you can rise to the top of your chosen profession regardless of where you started out.
But with opportunity comes responsibility. Companies today aren't managing their knowledge workers careers. Instead, you must be your own chief executive officer.
That means it's up to you to carve out your place in the world and know when to change course. And it's up to you to keep yourself engaged. Develop the mindset and presence to successfully manage others for the first time. If you read nothing else on becoming a new manager, read these 10 articles. This book will inspire you to: Develop your emotional intelligence Influence your colleagues through the science of persuasion Assess your team.
Most company's change initiatives fail. Yours don't have to. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you spearhead change in your organization.
Come back from every setback a stronger and better leader If you read nothing else on mental toughness, read these ten articles by experts in the field. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you build your emotional strength and resilience--and to achieve high performance. This book will inspire you to: Thrive on pressure like an Olympic athlete Manage and overcome negative emotions by acknowledging them Plan.
Before they can effectively manage others, managers have to be adept at managing themselves. That requires truly understanding their own passions and motivations, strengths and weaknesses.
This guide offers sage advice from business greats, including Peter F. Drucker and John P. Kotter, on how managers can improve personal performance and productivity and in the process, become better managers of those they lead.
Is your business playing it safe—or taking the right risks? If you read nothing else on managing risk, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help your company make smart decisions and thrive, even when the future is unclear.
This book will inspire you to: Avoid the most common errors in risk management Understand the three distinct categories of risk and tailor your risk-management processes accordingly Embrace. Use design thinking for competitive advantage.
If you read nothing else on design thinking, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you use design thinking to produce breakthrough innovations and transform your organization. This book will inspire you to: Identify customers' "jobs to be done" and build products people love Fail small, learn quickly, and win big Provide the support design-thinking teams need to flourish Foster a.
The best leaders know how to communicate clearly and persuasively. How do you stack up? Sawyer, and Jennica R. Use design thinking for competitive advantage. If you read nothing else on design thinking, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you use design thinking to produce breakthrough innovations and transform your organization.
This book will inspire you to: Identify customers' "jobs to be done" and build products people love Fail small, learn quickly, and win big Provide the support design-thinking teams need to flourish Foster a culture of experimentation Sharpen your own skills as a design thinker Counteract the biases that perpetuate the status quo and thwart innovation Adopt best practices from design-driven powerhouses This collection of articles includes "Design Thinking," by Tim Brown; "Why Design Thinking Works," by Jeanne M.
Before they can effectively manage others, managers have to be adept at managing themselves. That requires truly understanding their own passions and motivations, strengths and weaknesses. This guide offers sage advice from business greats, including Peter F. Drucker and John P. Kotter, on how managers can improve personal performance and productivity and in the process, become better managers of those they lead.
We live in an age of unprecedented opportunity: with ambition, drive, and talent, you can rise to the top of your chosen profession regardless of where you started out. But with opportunity comes responsibility. Companies today aren't managing their knowledge workers careers.
Instead, you must be your own chief executive officer. That means it's up to you to carve out your place in the world and know when to change course.
And it's up to you to keep yourself engaged and productive during a career that may span some 50 years. In Managing Oneself, Peter Drucker explains how to do it. The keys: Cultivate a deep understanding of yourself by identifying your most valuable strengths and most dangerous weaknesses; Articulate how you learn and work with others and what your most deeply held values are; and Describe the type of work environment where you can make the greatest contribution.
Only when you operate with a combination of your strengths and self-knowledge can you achieve true and lasting excellence. Managing Oneself identifies the probing questions you need to ask to gain the insights essential for taking charge of your career.
Peter Drucker was a writer, teacher, and consultant. His 34 books have been published in more than 70 languages. He founded the Peter F. Drucker Foundation for Nonprofit Management, and counseled 13 governments, public services institutions, and major corporations. Develop the mindset and presence to successfully manage others for the first time. If you read nothing else on becoming a new manager, read these 10 articles.
Gabarro and John P. Come back from every setback a stronger and better leader If you read nothing else on mental toughness, read these ten articles by experts in the field. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you build your emotional strength and resilience--and to achieve high performance. This book will inspire you to: Thrive on pressure like an Olympic athlete Manage and overcome negative emotions by acknowledging them Plan short-term goals to achieve long-term aspirations Surround yourself with the people who will push you the hardest Use challenges to become a better leader Use creativity to move past trauma Understand the tools your mind uses to recover from setbacks.
Bennis and Robert J. Thomas; "Building Resilience," by Martin E. Margolis and Paul G. To innovate profitably, you need more than just creativity. Do you have what it takes?
If you read nothing else on inspiring and executing innovation, read these 10 articles. In his defining work on emotional intelligence, bestselling author Daniel Goleman found that it is twice as important as other competencies in determining outstanding leadership.
If you read nothing else on emotional intelligence, read these 10 articles by experts in the field. Jackman and Myra H. Bunker, Kathy E. Kram, and Sharon Ting. Create and sustain a culture of learning. If you read nothing else on learning, read these 10 articles by experts in the field. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you keep your skills fresh and relevant, support continuous improvement on your team, and prepare everyone in the organization to thrive over the long term.
This book will inspire you to: Cultivate relentless curiosity Magnify your strengths and make yourself indispensable Nurture a growth mindset in yourself and others Deliver actionable feedback to help every employee excel Transform today's failure into tomorrow's success Reimagine your employee-development program Build a learning organization This collection of articles includes "Learning to Learn," by Erika Andersen; "Making Yourself Indispensable," by John H. Garvin, Amy C.
With authors from Clayton M. Christensen to Adam Grant and company examples from Intel to Uber, this volume brings the most current and important management conversations to your fingertips. Van Alstyne, Geoffrey G. McDonald, Robert S. Mecklenburg, and Lindsay A. Davenport and Julia Kirby. The best leaders know how to communicate clearly and persuasively.
How do you stack up? If you read nothing else on communicating effectively, read these 10 articles. Is your message getting through? The right communication tactics can motivate your people—and fuel your business.
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