Management Tip of the Day: Three Ways Introverts Can Build Their Personal Brands

 

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December 31, 2013 Three Ways Introverts Can Build Their Personal Brands While many ways to establish your brand are weighted toward extroverts — taking leadership roles in professional associations, starting a conference, or embracing public speaking, for example — introverts, too, can build connections and develop their personal brands while respecting their natural tendencies. Social media. This is an area where introverts, who thrive on quiet contemplation, have an advantage. By writing a blog, for example, you can take time to formulate your thoughts and engage in real dialogue on social networks around the strength of your ideas. One-on-one connections. If you're more comfortable socializing one-on-one than in bigger groups, become a connector one person at a time. Ask a new person from a different office or department to lunch once a week, and you'll build a robust network on your own terms. Subtle cues. Small things can establish your personal brand without a word: simply placing diplomas or awards on your office walls can reinforce your expertise to others. Adapted from "Personal Branding for Introverts" by Dorie Clark.

PREVIOUS TIPS Diversify Your Network of Sponsors with the 2+1 Rule To Manage Well, Get Out of the Way Beware Starting a Company with Your Business School Pals For Innovation, Invest in Two Kinds of Education How Startups Can Build Advisory Boards A Five-Minute Exercise to Boost Leadership

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HBR's Must Reads Boxed Set Now Available

Having trouble viewing this email? Click here to see it in a web browser. MUST READS FROM HARVARD BUSINESS REVIEW Now, the most important management ideas are all available in one place—and at a great value. If you read nothing else, read these articles on the essential management topics. We've combed through hundreds of Harvard Business Review articles on change management, leadership, strategy, managing people, and managing yourself and selected the most important ones to help you maximize your own and your organization's performance. Save more than 30% off the individual component prices. It's yours for only $99.00*. It's the perfect gift for either yourself, your clients, or your employees. HBR's 10 Must Reads Ebook Boxed Set includes these 6 article collections (60 articles in all): HBR's 10 Must Reads on Managing Yourself The path to your own professional success starts with a critical look in the mirror. What you see there—your greatest strengths and deepest values—are the foundations you must build on. HBR's 10 Must Reads on Leadership This collection offers ways you can transform yourself from a good manager into an extraordinary leader. HBR's 10 Must Reads on Change Management 70% of all change initiatives fail, but the odds turn in your company's favor once you understand that change is a multi-stage process—not an event—and that persuasion is key to establishing a sense of urgency, winning support, and silencing naysayers. HBR's 10 Must Reads on Strategy This collection will help galvanize your organization's strategy development and execution. HBR's 10 Must Reads on Managing People This collection will help you determine what really motivates people, how to deal with problem employees, and how to build a team that is greater than the sum of its parts. HBR's 10 Must Reads: The Essentials If you read nothing else, read these 10 articles from HBR's most influential authors. BUY NOW Product #10917 $99.00* • Ebook/PDF Save more than 30% off the individual collection prices! Also available in paperback format » Order today. HBR's 10 Must Reads Ebook Boxed Set is yours for only $99.00* » To order by phone, call us toll-free at 800-668-6780 and mention referral code 01909. Outside the U.S. and Canada, call +1-617-783-7450. * 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 customs office for details. If you do not wish to receive special offer email messages from Harvard Business Review, click here. If you do not wish to receive any email messages from Harvard Business Review, click here. 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)

Weekly Hotlist: Should Leaders Focus on Results, or on People?

 

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December 30, 2013 Should Leaders Focus on Results, or on People? By Matthew Lieberman It's a trick question.

Managing yourself Where There's a Why, There's a Way by Whitney Johnson Everyone needs a vision. Economy Research: Most Large Companies Can't Maintain Their Revenue Streams by Rita McGrath The latest evidence that competitive advantage is eroding. Communication Conflict Strategies for Nice People by Liane Davey Conflict is a necessary part of a functioning team. But it doesn't need to be mean. Managing people The Ideas that Shaped Management in 2013 by Katherine Bell Important, useful, and original thinking from the past year. Managing people Building a Feedback-Rich Culture by Ed Batista You'll need four key elements. Decision making Big Data and the Role of Intuition by Tom Davenport Even the most analytics-obsessed organizations have a hunch there is more to great strategic decisions. Organizational culture A Winning Culture Keeps Score by John Case Zero in on the one key number that will improve performance. Talent management Parents May Be Your Secret Weapon For Recruiting and Retaining Millennials by Karie Willyerd If you want to get in with Millennials, try talking to their parents.

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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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The Daily Stat: The Flow of U.S. Manufacturing Jobs Now Goes Both Ways

 

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December 30, 2013 The Flow of U.S. Manufacturing Jobs Now Goes Both Ways Over the past four years, companies have created more than 80,000 manufacturing jobs in the U.S. by moving production to America from abroad, according to a Wall Street Journal report that cites figures from the nonprofit Reshoring Initiative. The U.S. continues to lose manufacturing jobs to offshore plants, but those losses are now being offset by inflows. An example is Whirlpool, which is moving some of its washing-machine production to a plant in Clyde, Ohio, from one in Monterrey, Mexico, mainly to take advantage of lower energy and product-transportation costs. SOURCE: Whirlpool Shifts Some Production to U.S. from Mexico

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FEATURED PRODUCT Boards That Lead: When to Take Charge, When to Partner, and When to Stay Out of the Way HBR Press Book Is your firm’s board creating value—or destroying it? Change is coming. Leadership at the top is being redefined as boards take a more active role in decisions that once belonged solely to the CEO. But for all the advantages of increased board engagement, it can create debilitating questions of authority and dangerous meddling in day-to-day operations. Directors need a new road map—for when to lead, when to partner, and when to stay out of the way. Boardroom veterans Ram Charan, Dennis Carey, and Michael Useem advocate this new governance model—a sharp departure from what has been demanded by governance activists, raters, and regulators—and reveal the emerging practices that are defining shared leadership of directors and executives. Based on personal interviews and the authors' broad and deep experience working with executives and directors from dozens of the world’s largest firms, including Apple, Boeing, Ford, Infosys, and Lenovo, Boards That Lead tells the inside story behind the successes and pitfalls of this new leadership model. Buy It Now

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