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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Harvard Business Review
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The best ideas in business and management to help people, organizations, and economies work better.
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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.
s.hbr.org/2u6X3Xh
“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.” s.hbr.org/2rHPa9V
Inclusive leaders are:
- Visibly committed to diversity
- Humble
- Aware of their own bias
- Curious about others
- Culturally intelligent
- Effective collaborators
The barriers women face are a problem but an even bigger problem may be the lack of barriers faced by mediocre men s.hbr.org/2pLx8zU
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.
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. s.hbr.org/37qhflx
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.
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. s.hbr.org/2NYIc8a
Professionally ambitious women really only have two options when it comes to their personal partners — a super-supportive partner or no partner at all.
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
Top-down leadership is outdated, and, more importantly, counterproductive
s.hbr.org/2MZdvgg
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.
The barriers women face are a problem, but an even bigger problem may be the lack of barriers faced by mediocre men. s.hbr.org/31ZTfT5
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.
To prepare students for the workforce today, colleges should teach students emotional intelligence, resilience, empathy, integrity, learnability, and leadership skills.
You need a job that pays the bills. But you also need a job that fulfills you. You can have both.
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.
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.
#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)
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.
We’ve opened up free access to all of our resources for leading and working through #coronavirus. Find them here: hbr.org/coronavirus
Professionally ambitious women really only have two options when it comes to their personal partners — a super-supportive partner or no partner at all.
Good leaders are storytellers
The barriers women face are a problem, but an even bigger problem may be the lack of barriers faced by mediocre men.
"Soft skills" are probably misnamed. They are the hardest to understand and systematize, and the skills that give humans an edge over robots.
What the Dalai Lama thinks leaders should do to create a better world:
- Be mindful
- Be selfless
- Be compassionate
Since John Dorsey reassumed the helm of Twitter in 2015, the company's performance has soared. Here's what's at the heart of the rebound.
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.
s.hbr.org/2HXaNsb
To prepare students for the workforce today, colleges should teach students emotional intelligence, resilience, empathy, integrity, learnability, and leadership skills. s.hbr.org/2Kz0Ocp
How to influence people and get things done:
1. Strategize.
2. Craft a concise version of your message.
3. Cultivate allies.
4. Develop expertise.
If you don't apply information you learn, you'll forget 75% of it after just six days.
Professionally ambitious women really only have two options when it comes to their personal partners — a super-supportive partner or no partner at all. s.hbr.org/39A7kxg
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
"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.
"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." s.hbr.org/345Wvk2
If you don't apply information you learn, you'll forget 75% of it after just six days.
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.
s.hbr.org/2pKKzmt
Almost every leader has studied the genius of Steve Jobs, but surprisingly few have studied the genius of those who managed to influence him.
What do you do when you run out of good ideas? One increasingly popular solution is mindfulness meditation s.hbr.org/2iNJIwJ
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
Leadership is six skills that you can practice
Diversity efforts directed at all women tend to help white women — but not women of color
s.hbr.org/2KKOaKI
“Don’t worry about the level of individual prominence you have achieved; worry about the individuals you have helped become better people.” s.hbr.org/2SFy1HF
You can’t simply make a decision to become a lifelong learner. You need to make learning a habit.
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.
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.
Purpose is a thing you build, not a thing you find
s.hbr.org/2FwcERb
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.”
The greatest leaders are not motivated by salary or status. They're intrinsically driven to achieve beyond expectations. s.hbr.org/2Ct5I7o
No texts, no emails, no phone calls, and absolutely no meetings
The average age of people who founded high-growth startups is actually 45.
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.
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.
s.hbr.org/31ZLRtD
Most leaders are trapped in a bubble that makes it hard to see themselves clearly
s.hbr.org/2DC7x4z
The barriers women face are a problem. But the bigger problem may be the lack of barriers faced by mediocre men. s.hbr.org/2n6QcFi
Spend more time with energizers — the people in your life who make you smile and laugh, and lift your spirits.
The ability to explain a complex idea in a short and memorable way can get you jobs, funding, and more opportunities.
Employees are far happier when they are led by people with deep expertise in the core activity of the business
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. s.hbr.org/2AAuH7u
“If you’re not teaching, you’re not really leading.”
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
s.hbr.org/2XinWBf
If you don't apply information you learn, you'll forget 75% of it after just six days.
If someone takes credit for your idea, respond by saying “thanks for spotlighting my point.”
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
Unpaid internships are unfair and unethical.
When you become a leader, your job is to define the problem — not solve it
s.hbr.org/2ElM1Bt
When people aren’t learning and growing, they can become bored, indifferent, and disengaged
s.hbr.org/2Dz8lHf
When you become a leader, your job is to define the problem — not solve it.
The six basic components of strong judgment:
1. Learning
2. Trust
3. Experience
4. Detachment
5. Options
6. Delivery
s.hbr.org/38KbhNs
If you act like you’re good at your job, people will think you are.
If you act like you’re good at your job, people will think you are.
s.hbr.org/2J1ECrM
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.
s.hbr.org/31CLSUf
"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.
To prepare students for the workforce today, colleges should teach students emotional intelligence, resilience, empathy, integrity, learnability, and leadership skills. s.hbr.org/31z1oOc
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.
s.hbr.org/2XXzNVK
The core problem with working longer hours is that time is a finite resource. Energy is a different story s.hbr.org/2iY9TNr
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. s.hbr.org/2LyZTJu
Perfectionists tend to make three big mistakes that interfere with their ability to prioritize their most important tasks. s.hbr.org/30RmNUZ
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
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.
s.hbr.org/2Y3eOjo
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
“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.”
s.hbr.org/2EzcZ7T
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.
Husbands expect their careers to take precedence, while wives expect egalitarian marriages. s.hbr.org/2XTHTQ2
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. s.hbr.org/31AkHX7
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.
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.
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.
s.hbr.org/3fV9U1h
The barriers women face are a problem, but an even bigger problem may be the lack of barriers faced by mediocre men. s.hbr.org/2RYQjTV
What leadership skills do you need the most?s.hbr.org/1zwCsDB
We read things all day. But we’re not reading books.
Having a career-supportive spouse is a crucial part of work-life balance
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.
s.hbr.org/2XhFOQ2
If you’re not prepared to fail, you’re not prepared to learn. s.hbr.org/2YbzeXH
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.
The best leaders are less about creating followers and more about creating other leaders. s.hbr.org/2o08ZpU
A person can have first-class training, an incisive mind, and an endless supply of good ideas, but they won't be a great leader without emotional intelligence.
When you become a leader, your job is to define the problem — not solve it.