The panel discussion was invented by someone who liked to sit three feet above his audience, talk with five of his closest friends for an hour, and barely acknowledge that there are 100 other people in the room, usually sitting in uncomfortable chairs. Read more…
Tag Archives: HBR
Find the right person to help supercharge your career. Whether you’re eyeing a specific leadership role, hoping to advance your skills, or simply looking to broaden your professional network, you need to find someone who can help. Wait for a senior manager to come looking for you–and you’ll probably be waiting forever. Instead, you need to find the mentoring that will help you achieve your goals. Managed correctly, mentoring is a powerful and efficient tool for moving up.
The “HBR Guide to Getting the Mentoring You Need” will help you get it right. You’ll learn how to:
(1) Find new ways to stand out in your organization
(2) Set clear and realistic development goals
(3) Identify and build relationships with influential sponsors
(4) Give back and bring value to mentors and senior advisers, and
(5) Evaluate your progress in reaching your professional goals.
Source: HBR Guide to Getting the Mentoring You Need
Richard FARSON […] “begun to question the cherished idea that people enjoy being praised. He realized that he is in unfriendly territory because praise is perhaps the most widely used and thoroughly endorsed of all human relations techniques. Parents, businessmen, psychologists, teachers—everyone seems to believe in its value as a motivational tool, a reward, a way to establish good relationships.” Read more…
Source: HBR – Praise Reappraised
[Recommended Book] HBR’S 10 Must Reads: The Essentials BOOK by Peter F. DRUCKER, Clayton M. CHRISTENSEN & Michael E. PORTER
“If you read nothing else, read these 10 articles from HBR’s most influential authors:
1) “Meeting the Challenge of Disruptive Change,” by Clayton M. Christensen and Michael Overdorf, explains why so few established companies innovate successfully.
2) “Competing on Analytics,” by Thomas H. Davenport, explains how to use data-collection technology and analysis to discern what your customers want, how much they’re willing to pay, and what keeps them loyal.
3) “Managing Oneself,” by Peter F. Drucker, encourages us to carve our own paths by asking questions such as, “What are my strengths?” and “Where do I belong?”
4) “What Makes a Leader?” Not IQ or technical skills, says Daniel Goleman, but emotional intelligence.
5) “Putting the Balanced Scorecard to Work,” by Robert S. Kaplan and David P. Norton, includes practical steps and examples from companies that use the balanced scorecard to measure performance and set strategy.
6) “Innovation: The Classic Traps,” by Rosabeth Moss Kanter, advocates applying lessons from past failures to your innovation efforts. She explores four problems and offers remedies for each.
7) “Leading Change: Why Transformation Efforts Fail,” by John P. Kotter, argues that transformation is a process, not an event. It takes years, not weeks, and you can’t skip any steps.
8) “Marketing Myopia,” by Theodore Levitt, introduces the quintessential strategy question, “What business are you really in?”
9) “What Is Strategy?” by Michael E. Porter, argues that rivals can easily copy your operational effectiveness, but they can’t copy your strategic positioning-what distinguishes you from all the rest.
10) “The Core Competence of the Corporation,” by C.K. Prahalad and Gary Hamel, argues that a diversified company is like a tree: the trunk and major limbs its core products, branches its business units, leaves and fruit its end products. Nourishing and stabilizing everything is the root system: its core competencies.”