Turn blank stares into standing ovations

Are you having trouble viewing this email? If so, click here to see it in a web browser. SPECIAL OFFER EXCLUSIVE OFFER Turn blank stares into standing ovations HBR GUIDE TO PERSUASIVE PRESENTATIONS EBOOK + VIDEO CASE STUDY Packed with practical advice on everything from structuring content to overcoming stage fright, our new HBR Guide to Persuasive Presentations Ebook + Video Case Study will give you the confidence and tools you need to get results. Whether your audience is a small group of well-known colleagues or a larger gathering of prospective clients or board executives, learn how to grab your listeners’ attention and hold it. Available as an Ebook or Paperback. Yours for only $39.95 * • 11150V The HBR Guide to Persuasive Presentations Ebook + Video Case Study will help you: Win over tough crowds Organize a coherent narrative Create powerful messages and visuals Connect with and engage your audience Show people why your ideas matter to them Strike the right tone, in any situation Available as an Ebook or Paperback. Yours for only $39.95 * • 11150V Product #11150V Purchasers are responsible for all shipping charges, duties, taxes, brokerage fees and/or import fees imposed by the country of import. Please check with your custom office for details. HBR.ORG | TOPICS | THE MAGAZINE | BOOKS | CASES | STORE | SUBSCRIBE TO HBR HBR.ORG | BLOGS | THE MAGAZINE BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS | PRIVACY POLICY CONTACT Copyright © 2014 Harvard Business School Publishing, an affiliate to Harvard Business School. All rights reserved. Harvard Business Publishing, 60 Harvard Way, Boston, MA 02163 CUSTOMER SERVICE: 800 545 7685 (US/Canada) +1 617 783 7600 (outside the US and Canada)

The Daily Stat from Harvard Business Review

 

December 3, 2014 Why Are Wages Rising Slowly? Maybe Because Businesses Are Getting Bigger The growing size of U.S. businesses may be one reason wages are growing by the sluggish annual rate of 2% even though the jobless rate has fallen sharply, says the Wall Street Journal. 46.3% of private-sector employees now toil for companies with 500 or more workers, up from 44.2% a decade ago, and small businesses have seen their share of employment slip. Employees are less able to demand higher wages, because, in effect, there is decreased competition for workers, the Journal says. SOURCE: The Big Business of Small Wage Gains

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FEATURED PRODUCT HBR's 10 Must Reads Boxed Set HBR Press Book With the holidays quickly approaching, HBR's 10 Must Reads Boxed Set in paperback format makes an impressive, smart gift for your team, clients, or manager. Show them they deserve the best and take advantage of our quantity pricing discounts.We've combed through hundreds of Harvard Business Review articles on topics including leadership, strategy, managing people, and managing yourself and selected the most important ones critical to the success of any manager. From Clayton Christensen and John Kotter to Peter Drucker and Michael Porter, each book in this collection is packed with enduring advice on our most sought-after topics from the best minds in business. Buy Now

FEATURED PRODUCT Leading Digital: Turning Technology into Business Transformation HBS Press Book The authors, a trio of highly regarded thought leaders on corporate digital transformation, say changes in the digital realm so far have focused on high tech and media companies – but there’s still a whopping 94% of the business economy that needs to change. This book will show them how. Based on a study of more than 400 large, mainstream firms in every industry around the globe, the authors usefully break down how these organizations have used their own digital transformation to gain strategic, competitive advantage. Readers will learn how these digital leaders have transformed their businesses through smart and rigorous digital investments, and through smart and effective leadership of the change. "Leading Digital" offers practical, real-life tested frameworks that can be instantly applied. Case studies include Nike, Caesars, Burberry, Asian Paints, Pages Jaunes, Codelco, and more. Buy Now

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HBR.ORG | THE MAGAZINE | TOPICS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2014 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-545-7685 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada)

 

The Management Tip of the Day from Harvard Business Review

 

December 3, 2014 Think Before Hitting Reply to Your Next Email People today expect an instantaneous reply to any message. But you shouldn't reply to everything right away. If you hit "send" without fully thinking, you could start a cycle of miscommunication. Here are other options: A non-response response: "Got your message." This serves as acknowledgment. Though it may aggravate someone in the midst of a negotiation or serious exchange. An expectation-setter: "Got it. A lot on the plate today, I'll get back to you tomorrow." This is often good middle ground. It's an immediate response and resets the timetable. A confident pause: Don't respond. Really. Just don't. Pausing for at least 24 hours is a pretty good rule of thumb. Not responding can often work to your advantage, so you and the sender can think. Adapted from “Before You Respond to that Email, Pause” by Anthony K. Tjan.

BEST SELLERS HBR's 10 Must Reads: The Essentials | HBR's 10 Must Reads Ebook Boxed Set | HBR Guide to Persuasive Presentations Ebook + Video Case Study | HBR Guide to Better Business Writing | HBR Guide to Getting the Right Work Done

FEATURED PRODUCT HBR's 10 Must Reads Boxed Set HBR Press Book With the holidays quickly approaching, HBR's 10 Must Reads Boxed Set in paperback format makes an impressive, smart gift for your team, clients, or manager. Show them they deserve the best and take advantage of our quantity pricing discounts.We've combed through hundreds of Harvard Business Review articles on topics including leadership, strategy, managing people, and managing yourself and selected the most important ones critical to the success of any manager. From Clayton Christensen and John Kotter to Peter Drucker and Michael Porter, each book in this collection is packed with enduring advice on our most sought-after topics from the best minds in business. Buy Now

FEATURED PRODUCT HBR Guide to Building Your Business Case Ebook + Tools HBR Press Book This enhanced eBook version of the HBR Guide to Building Your Business Case includes downloadable tools and templates to help you get started on your own case right away. You've got a great idea that will increase profitability or productivity – but how do you get approval for the budget and resources to make it happen? By building a business case that clearly shows your idea's value. Available exclusively through HBR.org. Buy Now

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HBR.ORG | THE MAGAZINE | TOPICS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2014 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-545-7685 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada)

 

Weekly Hotlist: The Hard Data on Being a Nice Boss

 

December 02, 2014 The Hard Data on Being a Nice Boss By Emma Seppälä Warmth beats toughness.

Managing people What Maslow's Hierarchy Won't Tell You About Motivation by Susan Fowler Leaders need to focus on three basic psychological needs. Presentations How to Give a Stellar Presentation by Rebecca Knight Don't let fear get in the way. Managing people Why Middle Managers Are So Unhappy by Jack Zenger The problem is often their bosses. Managing up How to Disagree with Your Boss by Joseph Grenny First, be sure that your good intentions are clear. Managing yourself To Get Over Something, Write About It by Manfred F. R. Kets de Vries Psychology suggests it's more powerful than just talking. Entrepreneurship What Airbnb Gets About Culture that Uber Doesn't by Arun Sundararajan The two companies are inventing a new organization form, and going about it very differently. Innovation A Chief Innovation Officer's Actual Responsibilities by Alessandro Di Fiore There are seven. Customer service Customer Service Needs to Be Either More or Less Robotic by Rafe Sagarin The middle ground creeps us out.

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FEATURED PRODUCT Well-Designed: How to Use Empathy to Create Products People Love HBR Press Book In this refreshingly jargon-free and practical book, product design expert Jon Kolko maps out this process, demonstrating how it will help you and your team conceive and build successful, emotionally resonant products again and again. The key, says Kolko, is empathy. You need to deeply understand customer needs and feelings, and this understanding must be reflected in the product. In successive chapters of the book, we see how leading companies use a design process of storytelling and iteration that evokes positive emotions, changes behavior, and creates deep engagement. Here are the four key steps: (1) Determine a product-market fit by seeking signals from communities of users, (2) Identify behavioral insights by conducting ethnographic research, (3) Sketch a product strategy by synthesizing complex research data into simple insights, and (4) Polish the product details using visual representations to simplify complex ideas. Kolko walks the reader through each step, sharing insights from his fifteen-year career in product design along the way. Whether you're a designer, a product developer, or a marketer thinking about your company's next offering, this book will forever change the way you think about--and create--successful products. Buy It Now

FEATURED PRODUCT HBR Guide to Coaching Your Employees HBR Press Book When you're swamped with your own work, how can you make time to coach your employees—and do it well? If you don't help them build their skills, they'll keep coming to you for answers instead of finding their own solutions. Got a star on your team who's eager to advance? An underperformer who's dragging the group down? A steady contributor who feels bored and neglected? You'll need to agree on goals for growth, motivate your people to achieve them, support their efforts, and measure their progress. This guide gives you the tools to do that. You'll get better at (1) Matching people's skills with your organization's needs; (2) Creating realistic but inspiring plans for growth; (3) Customizing your approach; (4) Prompting with questions before you dispense advice; (5) Providing the support your employees need to achieve peak performance; (6) Giving them feedback they'll actually apply; (7) Tapping their learning styles to make greater progress; (8) Giving people room to grapple with problems and discover solutions; (9) Engaging your employees and fostering independence. Buy It Now

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HBR.ORG | TOPICS | THE MAGAZINE | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2014 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-545-7685 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada)