Weekly Hotlist: How to Make Yourself Work When You Just Don't Want To

 

Are you having trouble viewing this email? If so, click here to see it in a web browser.

February 17, 2014 How to Make Yourself Work When You Just Don't Want To By Heidi Grant Halvorson Get over your "feelings" and take care of business.

Communication How to Tell if Someone Is Lying by David DeSteno Pay attention to four nonverbal cues, all in conjunction. Strategy The Art of Crafting a 15-Word Strategy Statement by Alessandro Di Fiore A long, often vague document won't do you any favors. Gender Stop "Fixing" Women and Start Fixing Managers by Avivah Wittenberg-Cox Like any corporate change, gender balance requires leadership. Managing yourself How an Olympic Gold Medalist Learned to Perform Under Pressure by Sarah Green Don't go it alone. Customers The Eight Phases of Brand Love by Tim Halloran How we relate to products is not unlike how we relate to people. Managing yourself Tackle Conflicts with Conversation by Judith E. Glaser Effective leaders don't avoid the tough stuff. Talent management Star Performers Need Extra Affirmation After a Setback by Sarah Green Mediocre employees don't. Strategy Basecamp's Strategy Offers a Useful Reminder: Less Is More by Ron Ashkenas How often do you ask what you should stop doing?

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

FEATURED PRODUCT The First 90 Days App for iPhone and Android MAKE YOUR NEXT CAREER TRANSITION A SUCCESS. Download The First 90 Days App today to help you stay ahead of the game. Download on the App Store Download on Google Play

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

ADVERTISEMENT

HBR.ORG | THE MAGAZINE | BLOGS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT 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 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada)