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What Managers Need to Know About Social Tools
Leonardi, Paul; Neeley, TsedalArticle HBS-R1706J-ETo identify the value that social tools can bring to companies, the authors split employees at a large financial services firm into two groups, only one of which used an internal social platform, and observed them for six months. Those who had used the tool became 31% more likely to find coworkers with relevant expertise and 88% more likely to discover who had useful connections. Internal social tools can help employees make faster decisions, dev...Starting at €8.20
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Effective Managers Say the Same Thing Twice (or More)
Neeley, Tsedal; Leonardi, Paul; Berinato, ScottArticle HBS-F1105D-EHow do effective managers get employees to act promptly? New research suggests that it's by making their requests at least twice. Though you may think redundancy is unnecessary and even a waste of time, a new study indicates that it helps your message cut through today's information overload.Starting at €8.20
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No pierda el mejor puesto
Goldsmith, MarshallArticle HBS-R0901FLeadership and People ManagementEste artículo incluye una vista previa de una página que resume rápidamente las ideas clave y proporciona una visión general de cómo los conceptos funcionan en la práctica, junto con sugerencias para la lectura adicional. Si usted está en el camino de convertirse en CEO, tenga cuidado. Muchos sucesores ungidos a encontrar su camino a la oficina de la esquina inesperadamente bloqueado. El obstáculo es por lo general una relación mal administrada c...Starting at €8.20
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Early Prototypes Can Hurt a Team's Creativity (Spanish version)
Leonardi, PaulArticle HBS-F1112BQuick-and-dirty prototypes can help move projects forward. But many companies rapidly follow them with polished prototypes--and everyone focuses on the prototype, not on the remaining ambiguities about the problem the product is meant to solve or the obstacles in the way. This "innovation blindness" can delay a project or sink it altogether.Starting at €8.20
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How Not to Lose the Top Job
Goldsmith, MarshallArticle HBS-R0901F-ELeadership and People ManagementThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. If you're on the way to becoming CEO, take care. Many anointed successors find their path to the corner office unexpectedly blocked. The obstacle is usually a mismanaged relationship with any of six kinds of stakeholders: the current chief executive, the successor'...Starting at €8.20
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Helping Employees Succeed with Generative AI
Leonardi, PaulArticle HBS-S23062-EInformation TechnologiesHow can you manage employees when the capabilities at their fingertips are constantly changing, and the effects of those changes are unpredictable? Users have less and less time to learn from one another. And unlike virtually any other technology we've known, AI-enabled digital tools are designed to change by themselves-continuously. To help, the author has devised a framework-STEP-that consists of four interrelated activities: (1) segmenting tas...Starting at €8.20
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Effective Managers Say the Same Thing Twice (or More) (Spanish version)
Neeley, Tsedal; Leonardi, Paul; Berinato, ScottArticle HBS-F1105DHow do effective managers get employees to act promptly? New research suggests that it's by making their requests at least twice. Though you may think redundancy is unnecessary and even a waste of time, a new study indicates that it helps your message cut through today's information overload.Starting at €8.20
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Early Prototypes Can Hurt a Team's Creativity
Leonardi, PaulArticle HBS-F1112B-EQuick-and-dirty prototypes can help move projects forward. But many companies rapidly follow them with polished prototypes--and everyone focuses on the prototype, not on the remaining ambiguities about the problem the product is meant to solve or the obstacles in the way. This "innovation blindness" can delay a project or sink it altogether.Starting at €8.20
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Better People Analytics: Measure Who They Know, Not Just Who They Are
Leonardi, Paul; Contractor, NoshirArticle HBS-R1806E-EStrategyLately, people analytics--using statistical insights from employee data to manage talent--has gotten a lot of hype and even won mainstream acceptance. Yet most firms lack an understanding of which talent dimensions drive performance in their organizations. Why? Their analytics examine only the "attributes" of employees, when people's "interactions" are equally, if not more, telling. Research shows that a lot of employees' success can be explained...Starting at €8.20
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Should This Team Be Saved? (HBR Case Study and Commentary)
Heimbouch, Hollis; Goldsmith, Marshall; Bologna, Nancy; Puris, Martin; Katzenbach, Jon R.Article HBS-R0107A-EKnowledge and CommunicationAs far as anyone could tell, Vigor Skin Care's star was rising, mostly on the strength of Ageless Vigor, its new line of enriched skin cleansers and cosmetics. In fact, this evening, the three employees responsible for developing the product line were slated to receive the parent company's highest award for performance. But CEO Peter Markles knew that despite the accolades, the business unit--and its "fearsome threesome"--had hit a rough patch in...Starting at €8.20