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Even if you don’t think you’re a natural (or you hate it), anyone can become proficient at this important art using the right tactics and behaviors. 00:00 “Small talk” is a misnomer for such an important part of communication. 01:07 Establish appropriate goals. 01:52 Give yourself permission to pause. 03:35 What if you feel like you have nothing smart to say? 04:24 What if I make a mistake or say something dumb? 05:09 What if my problem is that I have too much to say? 06:04 What tools can I use if none of this is natural to me? 07:53 How do I get the conversation started? 09:00 How do I end the conversation (gracefully)? According to Matt Abrahams, author of "Think Faster, Talk Smarter: How to Speak Successfully When You're Put on the Spot", key strategies include avoiding conventional responses in favor of establishing genuine connections, prioritizing brevity while delivering messages, and speaking authentically without the pressure to be perfect—which means daring to be dull. Fear or nervousness need not deter anyone from communicating effectively on the spot. Read more: 🤍 And there's more by Matt Abrahams on this topic in his new book: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Communication #SmallTalk #CommunicationSkills #Career #YourCareer #Work #Business #Harvard Copyright © 2023 Harvard Business School Publishing. All rights reserved.
To many people, strategy is a total mystery. But it’s really not complicated, says Harvard Business School’s Felix Oberholzer-Gee, author of "Better, Simpler Strategy". 00:00 To many people, strategy is a mystery. 00:25 Strategy does not start with a focus on profit. 00:52 It's about creating value. 01:00 There's a simple tool to help visualize the value you create: the value stick. 01:30 What is willingness-to-pay? 02:30 What is willingness-to-sell? 03:14 Remind me: Where does profit come in again? 03:48 How do I raise willingness-to-pay? 05:00 And how do I lower willingness-to-sell? 06:18 Real world example: Best Buy's dramatic turnaround Companies should simplify and focus on two value drivers, he argues: customer satisfaction and employee satisfaction. By aligning strategic initiatives on these alone, leaders make their workers’ jobs less complicated and improve customer experiences. Oberholzer-Gee is the author of the Harvard Business Review article “Eliminate Strategic Overload” (🤍 as well as the book “Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance” (🤍 Produced and edited by Scott LaPierre Video by Dave Di Iulio and Elie Honein Animation by Alex Belser Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Strategy #WhatIsStrategy Copyright © 2022 Harvard Business School Publishing. All rights reserved.
You might think you’re a good listener, but common behaviors like nodding and saying “mm-hmm” can actually leave the speaker feeling unheard or dismissed. The truth is that mastering the art of listening involves a whole host of other skills as well. You need to do more. 00:00 You might think you’re a good listener, but … 00:52 … here’s how to be a “trampoline” listener. 01:25 Question 1: How do I usually listen? 01:50 Question 2: Why do I need to listen right now? 02:35 Question 3: Who is the focus of attention in the conversation? 02:54 Question 4: What am I missing? 04:30 Question 5: Am I getting in my own way? 05:08 Question 6: Am I in an information bubble? 06:04 OK, let’s review. The advice in this Harvard Business Review Guide comes from these articles: 🤍 🤍 🤍 🤍 Produced by Amy Gallo, Jessica Gidal, and Scott LaPierre Edited by Jessica Gidal Video by Andy Robinson Design by Riko Cribbs, Alex Belser, and Karen Player Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Listening #ActiveListening #Communication #Conversations #Harvard #HarvardBusinessSchool Copyright © 2022 Harvard Business School Publishing. All rights reserved.
A comprehensive plan—with goals, initiatives, and budgets–is comforting. But starting with a plan is a terrible way to make strategy. Roger Martin, former dean of the Rotman School of Management at the University of Toronto and one of the world’s leading thinkers on strategy, says developing strategy means going outside an organization’s comfort zone and escaping the common traps of strategic planning. 00:00 Most strategic planning has nothing to do with strategy. 01:00 So what is a strategy? 02:08 Why do leaders so often focus on planning? 04:05 Let's see a real-world example of strategy beating planning. 06:33 How do I avoid the "planning trap"? For more from Roger Martin on this topic, read, "A New Way to Think: Your Guide to Superior Management Effectiveness": 🤍 Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Strategy #RogerMartin Copyright © 2022 Harvard Business School Publishing. All rights reserved. #StrategicPlanning #Planning #Business #Explainer #Success #HowTo
When life events leave you feeling stressed out and anxious, bestselling author Neil Pasricha suggests a simple, 2-minute practice to improve the quality of your days. 00:00 Intro 00:23 Are you suffering from decision fatigue? 00:40 Decide what to focus on each day. 01:00 Clearing negative thoughts can be trickier. 01:35 Writing down what you're grateful for can help ... 02:00 ... but you need to get really specific. 02:35 Also list things you will let go of. Read more: 🤍 This video is co-produced with 🤍Emeritus . You can find more co-productions from HBR and Emeritus on the Emeritus app: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Explainer #Stress
Jonah Berger, professor at the Wharton School of the University of Pennsylvania, says that most of us aren’t approaching persuasion the right way. Pushing people to behave how you’d like them to or believe the same things you do just doesn’t work, no matter how much data you give or how many emotional appeals you make. Studying both psychology and business, he’s found better tactics for bringing people over to your side. One of the keys? Asking questions so people feel like they’re making the decision to change. Berger is the author of the book The Catalyst: How to Change Anyone’s Mind. (🤍 This episode originally aired on HBR IdeaCast on August 11, 2020. Listen to more HBR IdeaCast episodes here: 🤍 You can also listen to this episode on HBR.org, and wherever you listen to podcasts: - HBR.org (transcript available here): 🤍 - Apple Podcasts: 🤍 - Spotify: 🤍 - Stitcher: 🤍 - Google Podcasts: 🤍 Series Description: A weekly podcast featuring the leading thinkers in business and management. About Harvard Business Review: Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, books, and digital content and tools published on HBR.org, Harvard Business Review aims to provide professionals around the world with rigorous insights and best practices to help lead themselves and their organizations more effectively and to make a positive impact. Learn more at 🤍hbr.org. Chapters: 00:00 – Intro 1:36 - The Most Common Persuasion Mistake... 5:12 – ...and How to Overcome It 8:17- Possible Scenarios and Persuasion Techniques 18:15 – The Art of Being Subtle 20:02 – How to Negate Your Stubbornness 26:51- Outro Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #business #management Copyright © 2022 Harvard Business School Publishing. All rights reserved.
Sure, you could just argue with them. But if you have to work together, here are more productive ways for everyone to win. 00:00 Let me guess: you argue with someone you don't like, or complain about them, or ignore them, right? 00:26 I have a magic trick that will make that annoying co-worker ... less annoying. 01:22 Ask: How am I reacting? 01:40 What exactly is it that's bothering me, and why? 02:40 Separate behaviors from traits. 03:00 Is it really so bad to not like each other? 03:20 What DO I like about this person? 04:00 What might happen if I spent more time with this person? (Yes, this is a hard one!) 04:40 Can we talk about it? 06:15 Ok, nothing else works. What if I just ignore them? 06:55 Let's review! Reading list: 🤍 🤍 🤍 🤍 🤍 Produced by Amy Gallo, Jessica Gidal, and Scott LaPierre Video by Andy Robinson Edited by Jessica Gidal Design by Riko Cribbs, Karen Player, and Jessica Gidal Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #HowTo #SomeoneYouCan'tStand Copyright © 2022 Harvard Business School Publishing. All rights reserved.
Here's how to be more productive in ways that feel manageable and good. Get beyond to-do lists and fully blocked calendars. There's better tactics. 00:00 It often feels like we haven’t done enough, or worse, haven’t been efficient. 00:24 Tip 1: Align your most important work with your body clock. 01:01 Tip 2: Plan your day the night before. 01:54 Tip 3: Develop different rituals for different types of work. 02:28 Tip 4: Avoid being fully booked. Based on the HBR/Ascend article by Amantha Amber: 🤍 This video is co-produced with 🤍Emeritus. You can find more co-productions from HBR and Emeritus on the Emeritus app: 🤍 Follow HBR: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Explainer #Productivity #Tips #Work
The opportunity to ask questions at the end of a job interview is one you don’t want to waste. It’s both a chance to continue to prove yourself and to find out whether a position is the right fit for you. For more, check out this HBR article: 🤍 00:00 The job interviewer asks, “So, do you have any questions for me?” What do say? 01:05 Focus on these two goals. 02:45 Questions about the specific job 03:33 Questions about the team 04:25 Questions for your potential boss 04:53 Questions about the company 05:38 Questions about the culture 07:03 Questions about professional development, career paths, and future opportunities 07:50 Closing questions 08:20 Questions to avoid 08:45 Plan ahead. Produced by Amy Gallo, Jessica Gidal, and Scott LaPierre Edited by Jessica Gidal Video by Andy Robinson Design by Riko Cribbs, Alex Belser, and Karen Player Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #JobInterview #JobSearch #Job #Jobs #Career #Interview #Smart #Ask #AmyGallo #Harvard #HarvardBusinessSchool Copyright © 2023 Harvard Business School Publishing. All rights reserved.
Today, it’s less about getting people to follow you to the future, more about getting them to co-create it with you. Harvard Business School’s Linda A. Hill, co-author of “Collective Genius”, spells out the new ABCs for leading innovation. 00:00 When organizations can’t innovate, it’s because they don’t have the right leadership. 01:06 The new ABCs of leadership: Architect, Bridger, and Catalyst 01:28 A: Architect: Build your company’s culture and capabilities for innovation. 02:12 B: Bridger: Forge partnerships outside your organization. 03:11 C: Catalyst: Accelerate co-creation across the entire ecosystem. 04:15 Real-world example: Pfizer turns vendors into partners. 05:18 These roles require new ways of thinking about power. This video is part of an HBR Big Idea. As HBR turns 100, we look back on our original mission, how we’ve changed, and what the future holds: 🤍 For more from Linda A. Hill, check out, ""Collective Genius: The Art and Practice of Leading Innovation": 🤍 Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Leadership #Innovation Copyright © 2022 Harvard Business School Publishing. All rights reserved. #HarvardBusinessSchool #Power #Business #Explainer #Success #HowTo #Harvard
When you’re in the middle of a conflict, it’s common to automatically enter a “fight or flight” mentality. But it’s possible to interrupt this response and clear a path towards a more productive discussion. 00:00 Have you ever lost control during a heated argument at work? 00:28 Emotions are a chemical response to a difficult situation. 01:35 To stay calm, first acknowledge and label your feelings. 02:25 Next, focus on your body. 03:32 Use visualizations. 04:19 Focus on your breath. 04:52 Repeat a calming phrase or mantra. 05:08 Ok. Let’s review. Start by taking a deep breath and focusing on your body. Repeat a mantra to yourself such as “This isn’t about me,” “This will pass,” or “This is about the business.” And try to distance yourself from the negative emotion you’re feeling by labeling it: “He is so wrong about that and it’s making me mad becomes I’m having the thought that my coworker is wrong, and I’m feeling anger.” And don’t forget the value of taking a break. The more time you give yourself to process your emotions, the less intense they are likely to be. Reading list: 🤍 🤍 🤍 🤍 🤍 🤍 Produced by Amy Gallo, Jessica Gidal, and Scott LaPierre Video by Andy Robinson Edited by Jessica Gidal Animation by Alex Belser Design by Riko Cribbs and Karen Player Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #HowTo #Emotions Copyright © 2022 Harvard Business School Publishing. All rights reserved.
Just agreeing with your boss (or your boss’s boss) feels easier, but it’s often better to voice your disagreement. HBR's Amy Gallo shows how. 00:00 Let’s say you disagree with someone more powerful than you. Should you say so? 00:30 Before deciding, do a risk assessment 01:39 When and where to voice disagreement 02:20 What to say ... 04:00 … and how to say it 05:38 Ok, let’s recap! How exactly do you voice dissent with your superior? And is it always worth it to do so? First, weigh the risk of pushback or a negative reaction from a boss against the risk of not speaking up. If you do decide to voice your opinion, there are some best practices to keep in mind. State your opinions as facts, avoiding using judgment words. In addition, ask permission to dissent instead of offering an unsolicited opinion. Keep in mind that the final decision is still in the hands of your boss, but being honest and respectful will show them that they have more options. Reading list: How to Disagree with Someone More Powerful than You 🤍 How to Disagree with Your Boss 🤍 Say No Without Burning Bridges 🤍 Produced by Amy Gallo, Scott LaPierre, and Jessica Gidal Video by Andy Robinson Edited by Jessica Gidal Design by Riko Cribbs and Karen Player Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #HowTo #Disagree Copyright © 2021 Harvard Business School Publishing. All rights reserved.
They’re not being a jerk on purpose, and if you can understand what motivates them you’ll find a better way to co-exist, and maybe even thrive. 00:00 First, some good news and bad news about passive-aggressive coworkers. 00:42 Do these bad behaviors sound familiar? 01:10 Let’s define the term “passive-aggressive.” 01:32 Why are they behaving this way? 02:52 Tip 1: Avoid calling them “passive-aggressive.” 03:33 Tip 2: Focus on what they’re trying to say. 04:26 Tip 3: Don’t take the bait. 05:37 Tip 4: Get support from the team. 07:04 OK, let’s review! The tips in this Harvard Business Review Guide come from Amy Gallo’s book, “Getting Along: How to Work with Anyone (Even Difficult People)”, available here: 🤍 Produced by Amy Gallo and Scott LaPierre Video by Andy Robinson Design by Riko Cribbs, Alex Belser, and Karen Player Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #PassiveAggressive #Conflict Copyright © 2022 Harvard Business School Publishing. All rights reserved.
If you’re comfortable but bored at your current position, you’re in the danger zone. Here are some ways to keep growing without leaving your company. Whitney Johnson, an executive coach and author of "Disrupt Yourself", says we give a lot of airtime to building disruptive products and services, to buying and/or investing in disruptive companies, and we should. Both are vital engines of economic growth. But, the most overlooked engine of growth is the individual. If you are really looking to move the world forward, begin by innovating on the inside, and disrupt yourself. - At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍
Setup, conflict, resolution. You know right away when you see an effective chart or graphic. It hits you with an immediate sense of its meaning and impact. But what actually makes it clearer, sharper, and more effective? In this video, Scott Berinato, author of “Good Charts” and “Good Charts Workbook”, walks through the three essential ingredients of any storyincluding those told with data. - At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍
Nir Eyal, an expert on technology and psychology, says that we all need to learn to be less distracted into activities that don’t help us achieve what we want to each day. Unwelcome behaviors can range from social media scrolling and bingeing on YouTube videos to chatting with colleagues or answering non-urgent emails. To break these habits, we start by recognizing that it is often our own emotions, not our devices, that distract us. We must then recognize the difference between traction (values-aligned work or leisure) and distraction (not) and make time in our schedules for more of the former. Eyal also has tips for protecting ourselves from the external distractions that do come at us and tools to force us to focus on bigger-picture goals. He is the author of the book Indistractable: How to Control Your Attention and Choose Your Life (🤍 This article originally aired on HBR IdeaCast on September 24, 2019. Listen to more HBR IdeaCast episodes on YouTube: 🤍 You can also listen to this episode on HBR.org, and wherever you listen to podcasts: - HBR.org (transcript available here): 🤍 - Apple Podcasts: 🤍 - Spotify: 🤍 - Stitcher: 🤍 - Google Podcasts: 🤍 Series Description: A weekly podcast featuring the leading thinkers in business and management. About Harvard Business Review: Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, books, and digital content and tools published on HBR.org, Harvard Business Review aims to provide professionals around the world with rigorous insights and best practices to help lead themselves and their organizations more effectively and to make a positive impact. Learn more at 🤍hbr.org. Chapters: 00:00 – Intro 1:33 – Distraction is Habitual 6:09 – Four Ways to Become Indistractable 11:29 – Managing External Distractions 14:43 – Time Boxing/Schedule Syncing 19:37 – Making Pacts with Yourself and Others 22:23 – Distraction at Work Is a Symptom of Cultural Dysfunction 26:24 – Outro Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #business #management Copyright © 2022 Harvard Business School Publishing. All rights reserved.
𝙎𝙪𝙗𝙨𝙘𝙧𝙞𝙗𝙚 𝙩𝙤 𝘼𝙨𝙘𝙚𝙣𝙙 𝙩𝙤𝙙𝙖𝙮! ✨ 🤍 ✨ It may seem like a softball, but it's actually the toughest job interview question. Here's how to nail it. Let’s be real: “Tell me about yourself” isn’t even a question. It sparks instant anxiety for most. Where do I start? What’s most important? How much of myself do I reveal? Also, 𝘸𝘩𝘰 am I? Innovation Editor Christine Liu decided to tackle these questions head-on with the help of Joel Schwartzberg, author of, “Get to the Point! Sharpen Your Message and Make Your Words Matter.” With a few practical stepslike matching who you are with the company’s needs and missionyou’ll have more answers than questions next time someone says, “Tell me about yourself.” Filmed in Fall 2019. - At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍 #personalbrand #communication #jobinterview
“Level 5” leadership is about combining fierce resolve with personal humility. “Level 5” refers to the highest level in a hierarchy of executive capabilities. Leaders at the other four levels in the hierarchy can produce high degrees of success but not enough to elevate companies from mediocrity to sustained excellence. Level 5 leaders blend extreme personal humility with intense professional will. And while Level 5 leadership is not the only requirement for transforming a good company into a great one — other factors include getting the right people on the bus (and the wrong people off the bus) and creating a culture of discipline — research shows it to be essential. Good-to-great transformations don’t happen without Level 5 leaders at the helm. They just don’t. - At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍
Of all the bad bosses out there, one of the most common–and most painful to work for–is the one who’s plagued by doubt. Here’s how to deal with them. 00:00 If you’ve ever doubted yourself because your boss doesn’t have faith in you, shoots down your ideas without explanation, or blames you for their lack of success, this video is for you. 00:34 How do you know if you’re dealing with an insecure boss? 01:05 Don’t try to retaliate! You’ll only make things worse. 01:30 A little self-doubt is normal, but here’s where it crosses the line. 02:41 Tactic 1: Remain patient. 03:25 Tactic 2: Frame your work as a joint effort. 04:05 Tactic 3: Signal that you’re not a threat. 04:45 Tactic 4: Flattery works–as long as it’s genuine. 05:25 Tactic 5: Restore their sense of control. 06:40 Realize though: You’re not going to change them. 07:00 Let’s recap! The tips in this Harvard Business Review Guide come from Amy Gallo’s book, “Getting Along: How to Work with Anyone (Even Difficult People)”, available here: 🤍 SEE ALSO: Managing 3 Types of Bad Bosses: 🤍 What to Do When You Have a Bad Boss: 🤍 Produced by Amy Gallo and Scott LaPierre Video by Andy Robinson Design by Riko Cribbs, Alex Belser, and Karen Player Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #BadBoss #Insecurity Copyright © 2022 Harvard Business School Publishing. All rights reserved.
What Do I Need to Know About Workplace Etiquette? When you’re starting your career, navigating the unwritten rules around to how to behave at work can be really difficult. So how do you learn that etiquette? This week comedian and author Sarah Cooper tells host Elainy Mata how she learned those invisible rules early in her career, why they matter, and which rules she thinks you can bend. You may know Sarah for her viral lip-syncing TikToks during the pandemic. But before that, she worked as a designer at big tech companies – like Yahoo and Google. And she didn’t just crack the office etiquette game — she also had some fun with those rules. In fact, Sarah’s early comedy is all about office etiquette – like her satirical article “10 Tricks to Appear Smart in Meetings.” Sarah and Elainy offer their take on the etiquette of email writing, how to handle yourself in meetings, and when it’s OK to wear your comfy pants to work. Plus, they answer your office etiquette questions. Have a career question? Let us know at NewHere🤍HBR.org. Key topics include: interpersonal skills, emotional intelligence, listening skills, office politics, careers. More Reading: • How to Speak Up in Meetings (Christine vs. Work): 🤍 • How to Write Better Emails at Work (Jeff Su): 🤍 • The New Rules of Work Clothes (Allison Shapira): 🤍 • The Cooper Review (Sarah Cooper): 🤍 You can also listen to this episode on HBR.org, and wherever you listen to podcasts: - HBR.org (transcript available here): 🤍 - Apple Podcasts: 🤍 - Spotify: 🤍 Series Description: The young professional’s guide to work — and how to make it work for you. About Harvard Business Review: Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, books, and digital content and tools published on HBR.org, Harvard Business Review aims to provide professionals around the world with rigorous insights and best practices to help lead themselves and their organizations more effectively and to make a positive impact. Learn more at 🤍hbr.org. Chapters: 00:00 – Intro 2:27 – Interview with Sarah Cooper 23:50 - Outro Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #business #careers #workadvice Copyright © 2022 Harvard Business School Publishing. All rights reserved.
For most of us, reinvention—of our careers and ourselves—is an extremely tall order. As London Business School professor Herminia Ibarra notes, you might know what you don’t want to do any more but be unsure what you actually do want to do next. People “don't know how to search when they don't know exactly what they're searching for,” she says. Much more important than trying to figure out the next career step is thinking more broadly about your possible selves, and then exploring several of those possible selves simultaneously. This is where having a diverse network helps a lot. And while most of us hate networking, Ibarra has tips on how to become better at that too. For this episode of our video series “The New World of Work”, HBR editor in chief Adi Ignatius sat down with Ibarra, a prolific author who is an expert on career transitions, to discuss: • How to transition smoothly and successfully from one career to another • Being authentic in the workplace without limiting your own growth and evolution • How to break out of insular networks to truly connect with those who can link you to new opportunities. Two of Ibarra’s books are coming out next month in updated editions: Working Identity: Unconventional Strategies for Reinventing Your Career and Act Like a Leader, Think Like a Leader. Book links: 🤍 🤍 This interview part of a series called “The New World of Work,” which explores how top-tier executives see the future and how their companies are trying to set themselves up for success. Each week, Adi will interview a leader on LinkedIn Live — and then share an inside look at those conversations and solicit questions for future discussions in a newsletter just for HBR subscribers. If you’re a subscriber, you can sign up for the newsletter here: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #NewWorldofWork #CareerTransition #Reinvention #Networking #Career #YourCareer#Work #Business #Harvard Copyright © 2023 Harvard Business School Publishing. All rights reserved.
New research shows that scheduling when you take breaks or switch tasks encourages creativity and helps you find more insightful answers to problems you are solving. Based on the HBR/Ascend article by Jackson G. Lu, Modupe Akinola, and Malia Mason: 🤍 This video is co-produced with 🤍Emeritus. You can find more co-productions from HBR and Emeritus on the Emeritus app: 🤍 Follow HBR: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Explainer #Creativity #Breaks #Tips #Work
You work hard, you do your job well, but no one seems to notice or give you credit. Here’s what to do. Whether you’re looking for a raise, better feedback from your manager, or greater visibility within your company, what can you do to be recognized? It can feel especially challenging if you’re more junior than your colleagues, your ideas are routinely dismissed or mistakenly credited to others, or your direct contributions aren’t easy to show off. Despite your best efforts, what can you do to get the recognition you deserve? I sought answers from Andréa Long—head of Talent Engagement at Upstart, serial entrepreneur, consultant, and workshop facilitator. If you’re feeling undervalued at work, Andréa suggests clarifying how you’d like your contributions to be recognized, having ongoing constructive conversations with your manager, applying tactics to gain visibility and credibility, and being honest when you’ve exhausted your options and it’s time to move on to another job opportunity. This video was originally published on HBR's Ascend YouTube Channel in August 2022. 00:00 Have you felt this? 00:26 Meet Andréa Long 01:18 Figure out what you want 02:11 Talk to your manager 04:09 You aren't getting credit 06:08 Advocating for yourself is tough 06:54 You feel totally invisible 08:19 Know when to quit Learn more about Andréa Long’s work: 🤍 🤍 🤍 Produced by Andy Robinson, Christine Liu, Kelsey Alpaio Video and Editing by Andy Robinson Animation and Design by Alex Belser and Karen Player Subscribe to our newsletter: 🤍 #CareerDevelopment #Recognition #ManagingUp
Suzanne Peterson, associate professor at Thunderbird School of Global Management, says many talented professionals get held back from leadership roles because of relatively intangible reasons. She argues aspiring managers can intentionally alter their everyday interactions in small ways to have a large influence on their professional reputation. She explains how to adopt markers of different leadership styles to be seen as both influential and likable. Peterson is a coauthor of the HBR article “How to Develop Your Leadership Style: Concrete Advice for a Squishy Challenge.” (🤍 This episode originally aired on HBR IdeaCast on November 6, 2020. Listen to more HBR IdeaCast episodes here: 🤍 You can also listen to this episode on HBR.org, and wherever you listen to podcasts: - HBR.org (transcript available here): 🤍 - Apple Podcasts: 🤍 - Spotify: 🤍 - Stitcher: 🤍 - Google Podcasts: 🤍 Series Description: A weekly podcast featuring the leading thinkers in business and management. About Harvard Business Review: Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, books, and digital content and tools published on HBR.org, Harvard Business Review aims to provide professionals around the world with rigorous insights and best practices to help lead themselves and their organizations more effectively and to make a positive impact. Learn more at 🤍hbr.org. Chapters: 00:00 – Intro 4:05 – Power vs. Attractive Styles 11:48 – How Do I Adapt My Leadership Style? 14:24 – Adapting Your Style as a Woman or Person of Color 17:26 – How Did the Pandemic Change All This? 18:57 – Examples of Balanced Leaders 21:08 – Outro Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #business #management Copyright © 2022 Harvard Business School Publishing. All rights reserved.
Sometimes wrong thinking can lead to the right answer. There are many creative tools a designer uses to think differently, but none is more counter-intuitive than “wrong thinking,” also called reverse thinking. Wrong thinking is when you intentionally think of the worst idea possible — the exact opposite of the accepted or logical solution, ideas that can get you laughed at or even fired — and work back from those to find new ways of solving old problems. - At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍
Here’s how to figure out if it’s time to move on to the next phase of your careerand if it is, how to do it right. 00:00 Feel like you might want to quit? 00:17 First, ask yourself these three questions 01:17 Before quitting: can anything be fixed? 01:58 How to tell your manager you quit 02:55 What reason should you give? 03:33 How much notice do you give? 04:11 What do you do once you’ve given notice? 05:03 Ok, let’s recap! Here’s a summary People everywhere are thinking about quitting their jobs. But how do you decide if this is the right decision for you? And if you do decide to quit, how do you give your notice and leave gracefully? This video collects HBR’s best advice on the topic and covers everything from how to tell your boss to how much notice to give. Reading list: How to Quit Your Job: An HBR Guide 🤍 Don’t Quit Your Job Before Asking Yourself These Questions 🤍 Are You Really Ready to Quit? 🤍 How to Ask for a Raise 🤍 What to Do When You Have a Bad Boss 🤍 Yes, You Can Quit Your Job Without Burning a Bridge 🤍 How to Quit Your Job Without Burning Bridges 🤍 How to Quit Your Job 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #HowTo #Quit
What if we’ve been going about imposter syndrome all wrong? Typically, imposter syndrome is framed as something an individual should mentally tackle, but there’s something much larger underneath these personal feelings of insecurity, doubt, and fear. The concept itself (described as “imposter phenomenon”) was coined in a psychology study from 1978. What was that study about, why has imposter syndrome become so popular, and what have we learned since then? I sought answers from Jodi-Ann Burey, a speaker, writer, and podcaster working in the intersections of race, culture, and health equity. If you have feelings that are commonly attributed to imposter syndrome, Jodi-Ann suggests asking yourself questions to better identify the root cause of these “imposter-y” sensations—whether what you’re feeling is simply a natural human response to acclimating to a new challenge or, more seriously, a indicator that systemic discrimination needs to be addressed. 00:00 Have you felt this? 00:52 Meet Jodi-Ann Burey 01:20 Where does this word come from? 01:50 Here' what the study says 03:41 Who is this affecting? 05:48 How to handle the real feelings 07:27 Ask yourself these questions 09:45 How do I share this information with others? 10:21 How to (really) stop imposter syndrome This video originally published on HBR's Ascend YouTube Channel in August, 2022. Learn more about Jodi-Ann Burey’s work: 🤍 🤍 🤍 Produced by Andy Robinson, Christine Liu, Kelsey Alpaio Video and Editing by Andy Robinson Animation and Design by Alex Belser and Karen Player Subscribe to our newsletter: 🤍 #ImposterSyndrome #culture #inclusion
Before you throw in the towel, here are some last-ditch strategies to help you craft a work environment where you are able to do your job without all the drama, and keep your self-respect intact. The advice in this video comes from HBR contributing editor Amy Gallo’s new book, “Getting Along: How to Work with Anyone (Even Difficult People)”, available here: 🤍 00:00 Do you work with someone who’s difficult? Try these tactics before you give up completely on them. 00:45 Tactic 1: Set boundaries and limit exposure. 03:10 Tactic 2: Document your colleague’s transgressions and your successes. 04:30 Tactic 3: Bring the issue to someone in power (with caution!). 05:55 Tactic 4: Think long and hard about quitting. 06:50 OK, let’s review! Produced by Amy Gallo, Jessica Gidal, and Scott LaPierre Edited by Jessica Gidal Video by Andy Robinson Design by Riko Cribbs, Alex Belser, and Karen Player Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #DifficultCoworkers #AmyGallo #Harvard #HarvardBusinessSchool Copyright © 2023 Harvard Business School Publishing. All rights reserved.
How can an understated watch brand stand out against flashier, gem-encrusted offerings in China? Wei Song oversees Greater China for Rochat & Schmid, a 100-year-old Swiss maker of luxury timepieces. China is a critical market for the firm, but sales of watches have stalled there. The firm's competitors are going after China's luxury shoppers, who are younger and flashier than the traditional customer base, with new gem-encrusted products that offer "bling." To compete with them, Pearl Zhang, Song's VP of marketing, wants to launch a campaign featuring a Chinese singer with a huge social media following among Millennials. But Simon Carbonnier, R&S's chief creative officer back in Switzerland, is dead set against celebrity endorsements and anything that deviates from the brand's long-term value of "understated elegance." Should Song fight for Pearl's new campaignor not? Expert commentary on this case study is provided by Kent Wong and Martin Ganz. Script and audio production by Jessica Gidal Illustration by Ryan Inzana (🤍 Animation by Riko Cribbs Based on this HBR case study by Stephen Nason, Joseph Salvacruz, and JP Stevenson: 🤍 - At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍 #casestudy #harvardbusiness
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Individuals who believe their talents can be developed through hard work, good strategies, and input from others tend to achieve more than those who believe their talents are innate gifts. 00:00 The meaning of "growth mindset" has become distorted 00:59 Misconception 1: "I already have it, and I always have" 01:27 Misconception 2: A growth mindset is just about praising and rewarding effort 01:54 Misconception 3: Just espouse a growth mindset, and good things will happen 02:16 Here are some traits of companies that encourage growth mindset 02:50 But, we all have our own fixed-mindset triggers to overcome This is because they worry less about looking smart and they put more energy into learning. When entire companies embrace a growth mindset, their employees report feeling far more empowered and committed; they also receive far greater organizational support for collaboration and innovation. In contrast, people at primarily fixed-mindset companies report more of only one thing: cheating and deception among employees, presumably to gain an advantage in the talent race. Based on the HBR article by Carol Dweck: What Having a “Growth Mindset” Actually Means (🤍 This video is co-produced with 🤍EMERITUS. You can find more co-productions from HBR and Emeritus on the Emeritus app: 🤍 Follow HBR: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Explainer #GrowthMindset
Here’s how to know if you’re making enough time for happiness, and what to do if you’re not. A preponderance of evidence shows that the feeling of having enough time — “time affluence” — is now at a record low in the United States. This situation is so severe it could even be described as a “famine” — a collective cultural failure to effectively manage our most precious resource, time. Time poverty exists across all economic strata, and its effects are profound. Research shows that those who feel time-poor experience lower levels of happiness and higher levels of anxiety, depression, and stress. They experience less joy. They laugh less. They exercise less and are less healthy. Their productivity at work is diminished. They are more likely to get divorced. Harvard Business School’s Ashley Whillans offers advice on how to reclaim your timeand be happier. For more: 🤍 - At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍
Should you always be looking for another job, never make a lateral move, or be sure to stay at a job for two years? There's a lot of conflicting advice out there. HBR's Amy Gallo helps you sort the myths from the facts. 00:00 So in today’s work world, what should you do when it comes to switching jobs? 00:36 Fact or myth: You should always be looking for your next job. 02:20 Fact or myth: You should stay at your job for at least two years. 03:42 Fact or myth: You should never leave your job until the next one is lined up. 05:07 Fact or myth: You should never make a lateral move. 06:06 Fact or myth: You shouldn't quit your job until your employer makes a counteroffer. 07:14 OK, let’s review! The advice in this Harvard Business Review Guide comes from these articles: 🤍 🤍 🤍 🤍 🤍 🤍 Produced by Amy Gallo and Scott LaPierre Video by Andy Robinson Design by Riko Cribbs, Alex Belser, and Karen Player Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #SwitchingJobs #Myths #MythBusting #Jobs #Career #Harvard #Advice Copyright © 2022 Harvard Business School Publishing. All rights reserved.
𝙎𝙪𝙗𝙨𝙘𝙧𝙞𝙗𝙚 𝙩𝙤 𝘼𝙨𝙘𝙚𝙣𝙙 𝙩𝙤𝙙𝙖𝙮! ✨ 🤍 ✨ I’m staring at a blank slide deck in agony. Now what? Making slide deck presentations (you know, Powerpoint and the like) is a common task on the job—but how do you deliver a slideshow that really blows people away? If you’re not a graphic designer or a superstar at presentation software, what’s the best way to approach building a deck? And how do you succeed at putting on a good show? In this episode, Christine speaks with Dan Zedek, professor of journalism and media innovation at Northeastern University and design professional, about how to write and design a presentation with energy and impact. 00:00 Is making a slide deck painful for you, too? 01:35 Let's talk about that first blank slide. 02:20 What are the common mistakes? 02:43 How long should a single slide last? 03:28 How much personality be in my presentation? 04:02 How does the audience change how I design my slides? 04:45 Ok, where do I really start? 05:35 Teach me how to be a designer, please. 07:33 A Slide Deck About Slide Decks We’d love to hear from you! Tell us about your content preferences in our 10-minute survey: 🤍 Learn more about Dan Zedek: 🤍 #presentations #slidedeck #powerpoint Follow us: 🤍 🤍 🤍 🤍 🤍
The secret to success for many Silicon Valley tech companies isn’t necessarily that they’re ultra-nimble start-ups, or that they’re led by tech-savvy geniuses. In fact, their success often has more to do with a specific type of corporate culture—and it’s a culture that even companies not based on the US West Coast or focused on technology can adopt. According to Andrew McAfee, a principal research scientist at the MIT Sloan School of Management, business leaders need to think more like geeks, but not the computer-based stereotype you may be familiar with. In his forthcoming book, The Geek Way: The Radical Mindset that Drives Extraordinary Results, McAfee says geeks are nothing more or less than “obsessive mavericks” who are absolutely fixated on finding unconventional solutions to their business’ hard problems. You need them throughout the organization, not just at the top, and you need to entrust them with the power to make real changes. For this episode of our video series “The New World of Work”, HBR editor in chief Adi Ignatius sat down with McAfee to discuss: • Evolving a company’s culture not by focusing on organizational structure, but on company norms • Building organizations that can get things right, even when the person at the top of the org chart is wrong • The delicate balance of human judgment and evidence, data-driven insights. This interview part of a series called “The New World of Work,” which explores how top-tier executives see the future and how their companies are trying to set themselves up for success. Each week, Adi will interview a leader on LinkedIn Live — and then share an inside look at those conversations and solicit questions for future discussions in a newsletter just for HBR subscribers. If you’re a subscriber, you can sign up for the newsletter here: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #NewWorldofWork #Geek #SiliconValley #Technology #Management #Career #YourCareer #Work #Business #Harvard Copyright © 2023 Harvard Business School Publishing. All rights reserved.
First, realize there’s a difference between acting tough and actually being mentally strong. Developing mental strength takes practice, and involves overcoming our natural anxieties so we can handle difficult situations. Amy Morin, author of “13 Things Mentally Strong People Don't Do”, says it’s not about making sure you never fail, but telling yourself that you are strong enough to deal with failure when it inevitably happens. - At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍
Jason Buechel, the CEO of Whole Foods, faced a unique challenge when he took over from cofounder John Mackey, who had been the company's CEO for 42 years. Buechel, who became CEO in 2022, had the opportunity to work closely with Mackey for nine years and had an 11-month transition period to prepare for the role. However, stepping into the shoes of a larger-than-life executive like Mackey was not only a personal challenge but a significant adjustment for Whole Foods employees, from the C-suite to the hundreds of local stores. Buechel recognized the importance of connecting with the team members, addressing their concerns, and assuring them that the company's culture, quality standards, and core values would remain intact under his leadership. He emphasized the need for authenticity and being true to oneself while also supporting the company's vision and direction. For this episode of our video series “The New World of Work”, HBR editor in chief Adi Ignatius sat down with Buechel to discuss: • How authenticity is crucial in leadership and sustainability efforts, as companies need to ensure their actions align with their core values and mission • How focusing on the happiness, growth, and development of employees not only leads to higher employee retention but improves customers’ experience • While CEO roles can vary depending on the company, for Buechel the focus is primarily on internal leadership and supporting the vision and growth of the organization This interview part of a series called “The New World of Work,” which explores how top-tier executives see the future and how their companies are trying to set themselves up for success. Each week, Adi will interview a leader on LinkedIn Live — and then share an inside look at those conversations and solicit questions for future discussions in a newsletter just for HBR subscribers. If you’re a subscriber, you can sign up for the newsletter here: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #NewWorldofWork #Leadership #WholeFoods #Career #YourCareer #Work #Business #Harvard Copyright © 2023 Harvard Business School Publishing. All rights reserved.
Popularized by David M. Kelley and Tim Brown of IDEO and Roger Martin of the Rotman School, design thinking has three major stages. As the complexity of the design process increases, a new hurdle arises: the acceptance of what we might call “the designed artifact” — whether product, user experience, strategy, or complex system — by stakeholders. Design thinking can help strategic and system innovators make the new worlds they’ve imagined come to pass. In fact, with very complex artifacts, the design of their “intervention” — their introduction and integration into the status quo — is even more critical to success than the design of the artifacts themselves. - At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍
Theodore Levitt's classic theory says that an industry is a customer-satisfying process, not a goods-producing process. An industry begins with the customer and his or her needs, not with a patent, a raw material, or a selling skill. Given the customer’s needs, the industry develops backwards, first concerning itself with the physical delivery of customer satisfactions. Then it moves back further to creating the things by which these satisfactions are in part achieved. How these materials are created is a matter of indifference to the customer, hence the particular form of manufacturing, processing, or what have you cannot be considered as a vital aspect of the industry. Finally, the industry moves back still further to finding the raw materials necessary for making its products. - At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍
An Interview with Michael E. Porter, Professor, Harvard University. Porter's five competitive forces is the basis for much of modern business strategy. Understand the framework and how to put it into practice.
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