The Daily Stat: How a Federal Tax Gave Us Bebop

Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   AUTHORS   |   STORE RSS   |   Mobile MARCH 29, 2013 How a Federal Tax Gave Us Bebop The jazz form known as bebop arose not because Americans became hipper in the 1940s but because a postwar federal 20% tax on any nightclub that allowed dancing put swing bands out of business, musician Eric Felten writes in the Wall Street Journal. To avoid the tax, clubs discouraged dancing, opening the way for the more cerebral bebop. "It was a wonderful period for the development of the instrumentalist," Felten quotes drummer Max Roach as saying. The cabaret tax was eliminated in 1965. Source: How the Taxman Cleared the Dance Floor Share Today's Stat: FEATURED PRODUCT HBR's 10 Must Reads on Making Smart Decisions (with featured article "Before You Make That Big Decision…" by Daniel Kahneman, Dan Lovallo, and Olivier Sibony) EBook Now Available Learn why bad decisions happen to good managers—and how to make better ones. If you read nothing else on decision making, read these 10 articles. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you and your organization make better choices and avoid common traps. Leading experts such as Ram Charan, Michael Mankins, and Thomas Davenport provide the insights and advice you need to: (1) Make bold decisions that challenge the status quo, (2) Support your decisions with diverse data, (3) Evaluate risks and benefits with equal rigor, (4) Check for faulty cause-and-effect reasoning, (5) Test your decisions with experiments, (6) Foster and address constructive criticism, and (7) Defeat indecisiveness with clear accountability. ADVERTISEMENT Follow the Stat: BEST SELLERS HBR's 10 Must Reads: The Essentials HBR's 10 Must Reads Boxed Set HBR Guide to Persuasive Presentations HBR Guide to Better Business Writing HBR Guide to Getting the Right Work Done PREVIOUS STATS A Vicious Cycle: Cuts in News Coverage Alienate Readers Many High School Grads Say "No, Thanks" to More-Selective Colleges The New Baseball Manager's Job Is to Reverse the Previous Guy's Bad Choices Startups with Female Directors Have Better Chance of Survival Higher Levels of Social Capital Lead to Fewer Traffic Fatalities Just Think of All That Product Placement, Going to Waste For Apps, Only the Very Top of the Bestseller List Really Matters Why, on Average, Men Marry Younger Women Companies: Don't Treat Executives' Time as an Infinite Resource Just How Extensive Is Movie Piracy in China? Introducing Mobile ManageMentor Powered by the proven content of Harvard ManageMentor™ iTunes >> Android >> UNSUBSCRIBE   |   UPDATE YOUR PROFILE   |   MORE EMAIL NEWSLETTERS   |   PRIVACY POLICY Was this email forwarded to you? If so, sign up to start receiving your own copy. ABOUT THIS MAILING LIST You have received this message because you subscribed to the "The Daily Stat" email newsletter from Harvard Business Review. If at any point you wish to remove yourself from this list, change your email address, or sign up for other email newsletters and alerts, please visit the Harvard Business Review Email Newsletter Preference Center. OPT OUT If you do not wish to receive any email messages from Harvard Business Review, click here. ADVERTISE WITH HBR This enewsletter is read by thousands of decision makers every day. Learn more about connecting your brand with this audience. Copyright © 2013 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 (+1-617-783-7600 outside the U.S. and Canada)

Management Tip of the Day: Reframe a Tough Interview Question

Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   TIPS   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   STORE RSS   |   Mobile MARCH 29, 2013 Reframe a Tough Interview Question You've probably been asked this perennial, annoying question: "Where do you see yourself in five years?" Your interviewer will often use it to get at several pieces of information at once. So before responding, try to determine what they really want to know. Look for subtext in other questions they've asked or in comments they've made. For instance, has the hiring manager mentioned that you'd be replacing someone who left the company after just six months? Maybe he wants to find out how long you'll stick around, since the cost of turnover is so high. Or did he raise the question right after asking you to describe your ideal job? Perhaps he's trying to get at whether the position is a good match for you and how long you'll enjoy doing it. After you've replied, follow up with something like, "Did that answer your question?" Today's Management Tip was adapted from the HBR Guide to Getting the Right Job. Buy the book and learn how to find a career that fits » Share Today's Tip: FEATURED PRODUCT HBR Guide to Getting the Right Job HBR Press Book Trying to figure out where you want your career to go — and get a job that'll take you there? That's no easy task in a fiercely competitive market. How do you clearly and convincingly define what you've got to offer to an organization? And how do you dig up realistic opportunities that match your skills and passions? Even if you've discovered exciting possibilities, you may face other obstacles: Perhaps you're finding it difficult to compete with more-seasoned professionals. Or maybe you're struggling to show a logical progression in your job history because you've hopped around. With challenges like these, it can be hard to get any job at all, let alone something that's satisfying, stable, and a good fit. But you can find and land the right job for you, even in a tough economy, with help from the experts in this guide. ADVERTISEMENT Follow the Tip: PREVIOUS TIPS Make Your Mission Meaningful When You Become the Boss, Build Your Credibility Get the Most Out of Your Q&A Expand Your Company's Innovation Network Reduce Stress with Self-Compassion Don't Sandwich Negative Feedback Welcome Edits on Your Writing Try Out a Career by Volunteering Survive Networking Events by Being Generous 3 Ways to Use Persuasion to Get What You Need All Previous Tips BEST SELLERS HBR's 10 Must Reads: The Essentials HBR's 10 Must Reads Boxed Set HBR Guide to Persuasive Presentations HBR Guide to Better Business Writing HBR Guide to Getting the Right Work Done Introducing Mobile ManageMentor Powered by the proven content of Harvard ManageMentor™ iTunes >> Android >> UNSUBSCRIBE   |   UPDATE YOUR PROFILE   |   MORE EMAIL NEWSLETTERS   |   PRIVACY POLICY Was this email forwarded to you? If so, sign up to start receiving your own copy. ABOUT THIS MAILING LIST You have received this message because you subscribed to the "Management Tip of the Day" email newsletter from Harvard Business Review. If at any point you wish to remove yourself from this list, change your email address, or sign up for other email newsletters and alerts, please visit the Harvard Business Review Email Newsletter Preference Center. OPT OUT If you do not wish to receive any email messages from Harvard Business Review, click here. ADVERTISE WITH HBR This enewsletter is read by thousands of decision makers every day. Learn more about connecting your brand with this audience. Copyright © 2013 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 (+1-617-783-7600 outside the U.S. and Canada)