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Harvard Business Review Profile
Harvard Business Review

@HarvardBiz

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The best ideas in business and management to help people, organizations, and economies work better.

Joined May 2008
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@HarvardBiz
Harvard Business Review
4 years
1. Be a collaborator, not an opponent. 2. Speak human to human. 3. Anticipate reactions and plan countermoves. 4. Replace blame with curiosity. 5. Ask for feedback on how you communicate. 6. Measure psychological safety.
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@HarvardBiz
Harvard Business Review
4 years
“When I think back to why raising the money to help grow the business was one of the best moments of my life, I realize it’s because the journey was far more exciting than getting to the finish line.”
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@HarvardBiz
Harvard Business Review
5 years
Inclusive leaders are: - Visibly committed to diversity - Humble - Aware of their own bias - Curious about others - Culturally intelligent - Effective collaborators
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@HarvardBiz
Harvard Business Review
4 years
1. Be a collaborator, not an opponent. 2. Speak human to human. 3. Anticipate reactions and plan countermoves. 4. Replace blame with curiosity. 5. Ask for feedback on how you communicate. 6. Measure psychological safety.
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@HarvardBiz
Harvard Business Review
4 years
Clayton Christensen is best known for his theory of "disruptive innovation," but he published a number of seminal articles on management, exploring everything from organizational structure to M&A. Here is a collection of 11 essential articles.
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@HarvardBiz
Harvard Business Review
7 years
The barriers women face are a problem but an even bigger problem may be the lack of barriers faced by mediocre men
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@HarvardBiz
Harvard Business Review
5 years
In a post #MeToo survey, 19% of men said they were reluctant to hire attractive women. 21% said they were reluctant to hire women for jobs involving close interactions with men. And 27% said they avoided one-on-one meetings with female colleagues.
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@HarvardBiz
Harvard Business Review
4 years
We're saddened by the loss of Clayton Christensen (1952-2020), the management scholar who first defined the theory of disruptive innovation. In 2010, he wrote about keeping sight of the most important things in life.
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@HarvardBiz
Harvard Business Review
5 years
1. Dress 25% better than anyone else in the room 2. Pace your delivery 3. Replace long words with short ones 4. Rehearse under stress 5. Maintain an open posture
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@HarvardBiz
Harvard Business Review
4 years
If your stress about work is keeping you up at night: 1. Make a to-do list to organize what's ahead. 2. Keep a journal. Process your anxiety instead of keeping it inside. 3. Exercise self-compassion. 4. Work out. 5. Meditate.
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@HarvardBiz
Harvard Business Review
5 years
The barriers women face are a problem, but an even bigger problem may be the lack of barriers faced by mediocre men.
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@HarvardBiz
Harvard Business Review
5 years
If an employee has a strong track record and can do most of their work independently, research shows that allowing them to work from anywhere would benefit both the individual and organization.
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@HarvardBiz
Harvard Business Review
5 years
To prepare students for the workforce today, colleges should teach students emotional intelligence, resilience, empathy, integrity, learnability, and leadership skills.
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@HarvardBiz
Harvard Business Review
4 years
The late Clay Christensen (1952-2020) believed that the role of every manager is to lay a foundation for future growth. Here are 11 of his most essential articles.
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@HarvardBiz
Harvard Business Review
4 years
Leadership isn’t about you. It’s about empowering other people as a result of your presence, and about making sure that the impact of your leadership continues in your absence.
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@HarvardBiz
Harvard Business Review
4 years
#Covid_19 is already disrupting numerous aspects of everyday business. We've developed some tools that can help leaders navigate during this time of uncertainty. We've also lifted our paywall on all of them. ⬇️ (Thread)
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@HarvardBiz
Harvard Business Review
4 years
When employees feel like they belong, they perform 56% better, turnover risk drops 50%, and sick days usage is reduced by 75%. For a 10,000-person company, this would result in annual savings of more than $52 million.
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@HarvardBiz
Harvard Business Review
4 years
We’ve opened up free access to all of our resources for leading and working through #coronavirus . Find them here:
Tweet media one
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@HarvardBiz
Harvard Business Review
5 years
To prepare students for the workforce today, colleges should teach students emotional intelligence, resilience, empathy, integrity, learnability, and leadership skills.
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@HarvardBiz
Harvard Business Review
5 years
What employees truly care about: 1. Career. They want jobs that provide autonomy and promote development. 2. Community. People want a sense of belonging. 3. Cause. They want to make a meaningful impact.
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@HarvardBiz
Harvard Business Review
5 years
How to influence people and get things done: 1. Strategize. 2. Craft a concise version of your message. 3. Cultivate allies. 4. Develop expertise.
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@HarvardBiz
Harvard Business Review
3 years
Professionally ambitious women really only have two options when it comes to their personal partners — a super-supportive partner or no partner at all.
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@HarvardBiz
Harvard Business Review
5 years
How to leave your work at work: - Finish one small task before you leave the office - Write a to-do list for the next day - Tidy your desk - Create a ritual to mark the end of professional time - Start your personal time in the evening on a positive note
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@HarvardBiz
Harvard Business Review
5 years
"Time poverty" exists across all economic strata, and its effects are profound. People who feel time-poor: - laugh less.  - exercise less.  - are less healthy. - are less productive at work. - are more likely to divorce.
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@HarvardBiz
Harvard Business Review
4 years
"Women make highly competent leaders, according to those who work most closely with them — and what’s holding them back is not lack of capability but a dearth of opportunity."
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@HarvardBiz
Harvard Business Review
3 years
Almost every leader has studied the genius of Steve Jobs, but surprisingly few have studied the genius of those who managed to influence him.
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@HarvardBiz
Harvard Business Review
5 years
What causes burnout besides unmanageable workloads: - Feeling like you have no control. - Not getting acknowledged. - Having poor relationships with coworkers. - Being treated unfairly by your boss. - Having different values than your employer.
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@HarvardBiz
Harvard Business Review
5 years
How to get more done in less time: 1. Clarify actual expectations 2. Re-use previous material 3. Develop templates and checklists 4. Make it a conversation 5. Timebox your work
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@HarvardBiz
Harvard Business Review
3 years
1. Be a collaborator, not an opponent. 2. Speak human to human. 3. Anticipate reactions and plan countermoves. 4. Replace blame with curiosity. 5. Ask for feedback on how you communicate. 6. Measure psychological safety.
12
245
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@HarvardBiz
Harvard Business Review
4 years
Jeff Bezos: “If you’re going to take bold bets, they’re going to be experiments. And if they’re experiments, you don’t know ahead of time if they’re going to work. But a few big successes compensate for dozens and dozens of things that didn’t work.”
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@HarvardBiz
Harvard Business Review
4 years
“Don’t worry about the level of individual prominence you have achieved; worry about the individuals you have helped become better people.”
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@HarvardBiz
Harvard Business Review
4 years
If your stress about work is keeping you up at night: 1. Make a to-do list to organize what's ahead. 2. Keep a journal. Process your anxiety instead of keeping it inside. 3. Exercise self-compassion. 4. Work out. 5. Meditate.
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@HarvardBiz
Harvard Business Review
5 years
The greatest leaders are not motivated by salary or status. They're intrinsically driven to achieve beyond expectations.
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@HarvardBiz
Harvard Business Review
4 years
When employees feel like they belong, they perform 56% better, turnover risk drops 50%, and sick days usage is reduced by 75%. For a 10,000-person company, this would result in annual savings of more than $52 million.
3
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@HarvardBiz
Harvard Business Review
4 years
Simple rules for effective storytelling: 1. Be audience-specific. 2. Contextualize your story. 3. Humanize your story. 4. Make it action-oriented. 5. Keep it humble.
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@HarvardBiz
Harvard Business Review
5 years
Pushing yourself to your limits will only leave you exhausted. Work hard, but also take the time to recharge — there will be more benefits than you realize.
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@HarvardBiz
Harvard Business Review
5 years
1. Dress 25% better than anyone else in the room 2. Pace your delivery 3. Replace long words with short ones 4. Rehearse under stress 5. Maintain an open posture
9
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961
@HarvardBiz
Harvard Business Review
4 years
Simple rules for effective storytelling: 1. Be audience-specific. 2. Contextualize your story. 3. Humanize your story. 4. Make it action-oriented. 5. Keep it humble.
3
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@HarvardBiz
Harvard Business Review
5 years
How to leave your work at work: - Finish one small task before you leave the office - Write a to-do list for the next day - Tidy your desk - Create a ritual to mark the end of professional time - Start your personal time in the evening on a positive note
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@HarvardBiz
Harvard Business Review
4 years
The six basic components of strong judgment: 1. Learning 2. Trust 3. Experience 4. Detachment 5. Options 6. Delivery
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@HarvardBiz
Harvard Business Review
5 years
Lessons from Abraham Lincoln’s leadership: - Acknowledge when failed policies call for change. - Anticipate contending viewpoints. - Set an example. - Refuse to let past resentments fester. - Protect colleagues from blame. - Establish trust.
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@HarvardBiz
Harvard Business Review
5 years
To prepare students for the workforce today, colleges should teach students emotional intelligence, resilience, empathy, integrity, learnability, and leadership skills.
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@HarvardBiz
Harvard Business Review
5 years
It’s important to spend your young years trying different things. Otherwise, you may live a long life unaware of what you’re truly passionate about.
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@HarvardBiz
Harvard Business Review
5 years
What resilient teams do: 1. They believe they can effectively complete tasks together. 2. They share a common mental model of teamwork. 3. They're able to improvise. 4. They trust one another and feel safe together.
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@HarvardBiz
Harvard Business Review
5 years
How to leave your work at work: - Finish one small task before you leave the office - Write a to-do list for the next day - Tidy your desk - Create a ritual to mark the end of professional time - Start your personal time in the evening on a positive note
2
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@HarvardBiz
Harvard Business Review
4 years
Perfectionists tend to make three big mistakes that interfere with their ability to prioritize their most important tasks.
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@HarvardBiz
Harvard Business Review
4 years
Five things managers need to do to help employees feel appreciated: 1. Touch base early and often. 2. Give balanced feedback. 3. Address growth opportunities. 4. Offer flexibility. 5. Make it a habit.
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@HarvardBiz
Harvard Business Review
5 years
How to get more done in less time: 1. Clarify actual expectations 2. Re-use previous material 3. Develop templates and checklists 4. Make it a conversation 5. Timebox your work
3
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903
@HarvardBiz
Harvard Business Review
7 years
The barriers women face are a problem. But the bigger problem may be the lack of barriers faced by mediocre men.
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@HarvardBiz
Harvard Business Review
7 years
Employees are far happier when they are led by people with deep expertise in the core activity of the business
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@HarvardBiz
Harvard Business Review
5 years
At many companies, people spend around 80% of their time in meetings or answering colleagues’ requests, leaving little time for all the critical work they must complete on their own.
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389
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@HarvardBiz
Harvard Business Review
5 years
"Time poverty" exists across all economic strata, and its effects are profound. People who feel time-poor: - laugh less.  - exercise less.  - are less healthy. - are less productive at work. - are more likely to divorce.
7
539
903
@HarvardBiz
Harvard Business Review
4 years
What causes burnout besides unmanageable workloads: - Feeling like you have no control. - Not getting acknowledged. - Having poor relationships with coworkers. - Being treated unfairly by your boss. - Having different values than your employer.
15
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900
@HarvardBiz
Harvard Business Review
5 years
“Every email sent by a vacationing employee is a tiny cultural erosion: a signal to other employees that time off isn’t really time off.”
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@HarvardBiz
Harvard Business Review
4 years
The barriers women face are a problem, but an even bigger problem may be the lack of barriers faced by mediocre men.
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@HarvardBiz
Harvard Business Review
5 months
How to put more hours back in your day: 1. Automate what you can. 2. Outsource what you can. 3. Don't meet when a Slack or email will do. 4. Stop treating all decisions like big decisions. 5. Bundle unpleasant tasks with enjoyable ones.
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@HarvardBiz
Harvard Business Review
5 years
It’s important to spend your younger years trying different things. Otherwise, you may live a long life unaware of what you’re truly passionate about.
6
405
895
@HarvardBiz
Harvard Business Review
4 years
1. Be a collaborator, not an opponent. 2. Speak human to human. 3. Anticipate reactions and plan countermoves. 4. Replace blame with curiosity. 5. Ask for feedback on how you communicate. 6. Measure psychological safety.
2
346
887
@HarvardBiz
Harvard Business Review
4 years
If your stress about work is keeping you up at night: 1. Make a to-do list to organize what's ahead. 2. Keep a journal. Process your anxiety instead of keeping it inside. 3. Exercise self-compassion. 4. Work out. 5. Meditate.
8
325
890
@HarvardBiz
Harvard Business Review
4 years
Narrative is the most powerful tool we have to communicate. If you can apply storytelling to your data, your audience is not only going to believe what you're showing them — they're going to feel it.
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@HarvardBiz
Harvard Business Review
5 years
At Facebook, the best managers don’t design roles and fill them with people. They find talented people and design roles for around them. Here’s how they do it.
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@HarvardBiz
Harvard Business Review
7 years
The core problem with working longer hours is that time is a finite resource. Energy is a different story
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@HarvardBiz
Harvard Business Review
5 years
What employees truly care about: 1. Career. They want jobs that provide autonomy and promote development. 2. Community. People want a sense of belonging. 3. Cause. They want to make a meaningful impact.
9
443
879