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Harvard Business Review Special IssuesHarvard Business Review Special Issues

Harvard Business Review Special Issues Winter 2018

Harvard Business Review OnPoint makes it fast and easy to put HBR’s ideas to work. Handpicked by HBR’s editors to bring readers the most relevant ideas and insight on a single business topic, these collections include full-text articles, summaries of key points, and suggestions for further reading, plus content selected from hbr.org.

Land:
United States
Sprache:
English
Verlag:
Harvard Business School Publishing
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20,73 €

IN DIESER AUSGABE

access_time2 Min.
a strategic activity

For today’s professionals, it’s all too easy to take on ever more projects, peek at every ping and buzz of our in-boxes and smartwatches, and cling tightly to the belief that everything we’re doing is of utmost importance. But our days are full to bursting, and even the most ambitious, smart, and passionate among us can’t manufacture minutes out of thin air. If you have so many things to do that you don’t know where to start, turn the ticking clock into a tool. In “A Practical Plan for When You Feel Overwhelmed,” Peter Bregman lays out a simple, repeatable 50-minute cycle for making progress on both quick items and longer tasks. After each cycle, take a 10-minute break and repeat. Congratulations: You’ve checked off some to-dos, and you’re on your…

access_time5 Min.
a practical plan for when you feel overwhelmed

SEPTEMBER IS often a difficult month: I’m catching up from summer vacation—as are many of my clients. Projects are regaining momentum, the Jewish holidays reduce my workdays, and my kids need me more as they readjust to school. But this year feels worse. On top of my regular client work, I have three strategy off-sites to design and facilitate, my publisher’s edits of my next book to review, and a TEDx talk to prepare and deliver—all in one month. And then, of course, there’s my weekly blog. Just to be clear: I’m not complaining. I feel incredibly fortunate to be so busy doing work I love. Still, it can be overwhelming. And here’s the crazy part: I just spent the past two days trying to work without actually working. I’d start on a…

access_time6 Min.
how to allocate your time, and your effort

HOW DOES he find time to meet with 10 customers a week and make his yearly quota in the first quarter?, a salesperson wonders about his top-producing coworker. I barely have time to have five appointments a week and get all my paperwork done correctly and on time. How does she manage to champion strategic initiatives, network with executives, and work only 40 hours a week?, a manager ponders about her colleague on the corporate fast track. After a day full of project meetings, the best I can do is reactively respond to e-mail at night instead of proactively developing my department. Here’s the secret: Your colleagues who zoom ahead of you with seemingly less effort have learned to recognize and excel in what really counts—and to aim for less than perfect…

access_time10 Min.
make time for the work that matters

MORE HOURS IN THE DAY. It’s one thing everyone wants, and yet it’s impossible to attain. But what if you could free up significant time—maybe as much as 20% of your workday—to focus on the responsibilities that really matter? We’ve spent the past three years studying how knowledge workers can become more productive and found that the answer is simple: Eliminate or delegate unimportant tasks and replace them with value-added ones. Our research indicates that knowledge workers spend a great deal of their time—an average of 41%—on discretionary activities that offer little personal satisfaction and could be handled competently by others. So why do they keep doing them? Because ridding oneself of work is easier said than done. We instinctively cling to tasks that make us feel busy and thus…

access_time5 Min.
are you spending your time the right way?

ALTHOUGH MOST managers understand intellectually that time is their scarcest resource, few make the effort to gain a strategic perspective on how they spend their hours each week. Still fewer regularly keep track of how the priorities they say are most important jibe with the way they actually spend their time. “Those we label natural born leaders know how to leverage their time,” writes Warren Blank in The 108 Skills of Natural Born Leaders (Amacom, 2001). For those in whom this talent is not innate, here’s how to do it. Break your responsibilities into categories. The categories will vary depending on your job function, but they must be both strategic and tactical. Identify no more than six. Consider, for example, the following categories: • Growth and improvement. This category focuses on opportunities,…

access_time6 Min.
track your time for 30 days: what you learn might surprise you

IT’S HARD to know if we’re really making efficient use of our time. It seems like we’re working hard—and we’re certainly stressed out. But are we spending our time on the right things? I set out to solve this question this year. After launching a new book, I was feeling overwhelmed as I finally turned to the litany of tasks I’d neglected in its wake. Inspired by a colleague, the time management expert Laura Vanderkam, I spent a month tracking exactly how I spent my time, down to half-hour increments. It wasn’t high-tech—I used an Excel spreadsheet—but even the process of remembering to write things down was arduous. After all, we’re used to living our lives, not recording them. But the insights I gained were extremely useful and made me rethink…

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