Harvard Business Review Special Issues Summer 2016

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
Sprog:
English
Udgiver:
Harvard Business School Publishing
Frekvens:
Quarterly
155,61 kr.(Inkl. moms)

i denne udgave

2 min
become a most valuable player

INDUSTRY UPHEAVALS and corporate restructurings are common occurrences these days. Deepening your know-how and demonstrating your value are more important than ever if you want to stay in the game. How can you stand out enough to make the cut? In “Making Yourself Indispensable,” John H. Zenger, Joseph Folkman, and Scott K. Edinger show that it’s better to be exceptional at just a few things than good at several. Instead of building a strength further, however, they advocate developing complementary skills that turn you into a true powerhouse. For example, if you’re brilliant at analyzing issues and solving problems, try working on your strategic perspective and your ability to communicate powerfully. Similarly, if you’re especially innovative, learn how to champion change and support others in risk taking. These skills will enhance…

4 min
establish expertise inside your company

IN A COMPETITIVE MARKETPLACE, developing a reputation as an expert is one of the best forms of career insurance. Having a blue-chip personal brand is powerful for international thought leaders, who can leverage it to command exorbitant speaking fees. But it’s also helpful for professionals who work inside corporations, where a great reputation can bring coveted promotions and opportunities. Here’s how you can become recognized for your expertise inside your company. First of all, it’s important to recognize that you don’t have to start out as a worldwide expert. Too many people discount their value. You can coach others on writing better business memos even if you’re not Shakespeare, or lead an office running group even if you’re not Usain Bolt. Michael Leckie was the vice president of human resources for a…

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4 min
to build influence, master how you enter a room

AN AIRLINE INDUSTRY EXECUTIVE has been promoted regularly for more than two decades because he’s good in a crisis. He’s cool, competent, and authoritative when the rest of the team is panicking. But now he finds himself in charge of a huge swath of the company—and a large number of employees. And the board is asking for something different from him: He needs to motivate people. For that, he has to emote—to show people he cares— a skill he’s hidden for more than 20 years. Where to start? How can you wield influence while being empathic? It begins with how you enter a room. Be aware of your unconscious cues. When you stand, are you taking up all your space, or do you shrink into corners? When you move, do you…

4 min
the surprising secret to selling yourself

THERE IS NO SHORTAGE of advice on how to make a good impression—one good enough to land you a new job, score a promotion, or bring in that lucrative sales lead: Practice your pitch. Speak confidently, but not too quickly. Make eye contact. And for the love of Pete, don’t be modest—highlight your accomplishments. After all, a person’s track record of success (or a company’s, for that matter) is the single most important factor in whether he or she gets hired. Or is it? As it happens, it isn’t. When we are deciding whom to hire, promote, or do business with, it turns out that we don’t like the “big thing” nearly as much as we like the “next big thing.” We unconsciously prefer people with the potential for greatness over…

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4 min
be generous at work

IF YOU TOOK A POLL of what skills are most critical to business success, you’d be hard-pressed to come up with a list that didn’t include vision, leadership, drive, ambition, or intellect. You’d be equally hard-pressed to find one that included, much less led with, generosity. That generosity is important and valued isn’t news—but it’s often not considered to be a key driver of success. Generosity is more typically an afterthought, a by-product, a “nice to have” quality. If a manager or leader is generous, he is probably well liked. But it’s more important than that: Elegantly simple, yet extremely powerful, generosity can make your career. Elegantly simple, yet extremely powerful, generosity can make your career. Generous people offer information readily, share credit often, and eagerly provide their time and expertise. Others perceive…

5 min
when you’ve done enough, do more

HOW DO YOU become truly influential? The most highly respected leaders avoid techniques to gain short-term compliance and steer clear of the self-centered “How can I get people to do what I want?” mindset. Instead, they take a different approach altogether. We interviewed more than 100 highimpact influencers from a wide range of industries and organizations. To achieve real influence, they typically follow four steps that turn the usual persuasion strategies upside down: (1) Go for great outcomes; (2) listen past your blind spots; (3) engage others in “their there”; and (4) when you’ve done enough… do more. Following these action guidelines not only yields great results but also strengthens relationships and enhances credibility. This article focuses on step #4. Think about the last time you helped someone important in your life…

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