The Daily Stat from Harvard Business Review

 

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June 30, 2014 Do Men in Traditional Marriages Block Women's Advancement? In a study of male managers from U.S. accounting firms, those whose wives weren't employed tended to evaluate female employees more negatively than did men whose wives held jobs: Responding to an online simulation in which they were asked to rate fictional candidates, men in traditional marriages rated women 2 points lower on a 4-point recommendation scale than did men whose wives were employed, says a team led by Sreedhari D. Desai of the University of North Carolina. There was no such discrepancy for male candidates. SOURCE: The Implications of Marriage Structure for Men's Workplace Attitudes, Beliefs, and Behaviors Toward Women

PREVIOUS STATS It Pays to Put Your Team in a Good Mood If a Firm Declines Under a Female or Minority CEO, a White Male "Savior" Will Soon Arrive For PGA Players, Driving Now Beats Putting as the Most Lucrative Skill Insider Trading Is More Commonplace Than You Might Think You're More Likely to Reject Hierarchies if You Feel Unattractive Threats on Your Left Are Scarier than Those on Your Right

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 Collective Genius: The Art and Practice of Leading Innovation HBS Press Book Why can some organizations innovate time and again, while most cannot? Preeminent leadership scholar Linda Hill, along with former Pixar tech wizard Greg Brandeau, MIT researcher Emily Truelove, and Being the Boss coauthor Kent Lineback, found among leaders a widely shared, and mistaken, assumption: that a “good” leader in all other respects would also be an effective leader of innovation. The truth is, leading innovation takes a distinctive kind of leadership, one that unleashes and harnesses the “collective genius” of the people in the organization.Using vivid stories of individual leaders at companies like Volkswagen, Google, eBay, and Pfizer, as well as nonprofits and international government agencies, the authors show how successful leaders of innovation don’t create a vision and try to make innovation happen themselves. Rather, they create and sustain a culture where innovation is allowed to happen again and again—an environment where people are both willing and able to do the hard work that innovative problem solving requires. Buy Now

FEATURED PRODUCT HBR Guide to Finance Basics for Managers eBook + Tools HBR Paperback Series Money. For a business, it might as well be oxygen. If you don't know how to manage it effectively, your company – and potentially your career – is likely to suffer. The problem is, many businesspeople don’t have a sufficient grasp of the common financial management tools and techniques that they need to survive – balance sheets, income statements, break-even analyses, financial ratio calculations and more. But there's no need to fear. The HBR Guide to Finance Basics for Managers eBook + Tools can help you master the fundamentals of finance or even teach them to others. Buy Now

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HBR.ORG | THE MAGAZINE | BLOGS | 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

 

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June 30, 2014 Establish Your Worth Before Negotiating a Raise When negotiating for a raise, it's pretty standard to begin by listing your achievements to lead up to a big reveal. But this "ta-da!" approach can make you seem childish and needy, and catch your boss off-guard. Instead, establish a monthly check-in with your supervisor to update him about what you're doing and where you're headed. This shows momentum, and managers will reward that. And when it's time to negotiate, you won't need to toot your own horn — your counterpart will already know where you're coming from and be more inclined to hear you out. Adapted from " 6 Tips for Reluctant Negotiators" by Whitney Johnson.

PREVIOUS TIPS When It Doesn’t Help to Be Too Nice Cut Down on Errors and Improve Quality To Manage Your Time, Track It How to Discuss Compensation with Employees Give Someone Else Credit If You Want to Be Seen Inspire Employees with a Big Opportunity

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 Collective Genius: The Art and Practice of Leading Innovation HBS Press Book Why can some organizations innovate time and again, while most cannot? Preeminent leadership scholar Linda Hill, along with former Pixar tech wizard Greg Brandeau, MIT researcher Emily Truelove, and Being the Boss coauthor Kent Lineback, found among leaders a widely shared, and mistaken, assumption: that a “good” leader in all other respects would also be an effective leader of innovation. The truth is, leading innovation takes a distinctive kind of leadership, one that unleashes and harnesses the “collective genius” of the people in the organization.Using vivid stories of individual leaders at companies like Volkswagen, Google, eBay, and Pfizer, as well as nonprofits and international government agencies, the authors show how successful leaders of innovation don’t create a vision and try to make innovation happen themselves. Rather, they create and sustain a culture where innovation is allowed to happen again and again—an environment where people are both willing and able to do the hard work that innovative problem solving requires. Buy Now

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HBR.ORG | THE MAGAZINE | BLOGS | 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 Daily Stat from Harvard Business Review

 

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June 27, 2014 It Pays to Put Your Team in a Good Mood Three-member teams on which at least 1 person was in a good mood were more than twice as likely to collectively solve a murder-mystery puzzle as teams on which all members were in neutral moods, according to an experiment by Kyle J. Emich of Fordham University. That's because people in good moods are more likely to seek information from others and to share their own knowledge. So if you start a meeting with a funny story or do something else to put people in a good mood, you may get better exchange of information and better decision making, Emich suggests. SOURCE: Who's bringing the donuts: The role of affective patterns in group decision making

PREVIOUS STATS If a Firm Declines Under a Female or Minority CEO, a White Male "Savior" Will Soon Arrive For PGA Players, Driving Now Beats Putting as the Most Lucrative Skill Insider Trading Is More Commonplace Than You Might Think You're More Likely to Reject Hierarchies if You Feel Unattractive Threats on Your Left Are Scarier than Those on Your Right Venture Capitalists' Ethnic Favoritism Pays Off for Them

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 Collective Genius: The Art and Practice of Leading Innovation HBS Press Book Why can some organizations innovate time and again, while most cannot? Preeminent leadership scholar Linda Hill, along with former Pixar tech wizard Greg Brandeau, MIT researcher Emily Truelove, and Being the Boss coauthor Kent Lineback, found among leaders a widely shared, and mistaken, assumption: that a “good” leader in all other respects would also be an effective leader of innovation. The truth is, leading innovation takes a distinctive kind of leadership, one that unleashes and harnesses the “collective genius” of the people in the organization.Using vivid stories of individual leaders at companies like Volkswagen, Google, eBay, and Pfizer, as well as nonprofits and international government agencies, the authors show how successful leaders of innovation don’t create a vision and try to make innovation happen themselves. Rather, they create and sustain a culture where innovation is allowed to happen again and again—an environment where people are both willing and able to do the hard work that innovative problem solving requires. Buy Now

FEATURED PRODUCT HBR Guide to Finance Basics for Managers eBook + Tools HBR Paperback Series Money. For a business, it might as well be oxygen. If you don't know how to manage it effectively, your company – and potentially your career – is likely to suffer. The problem is, many businesspeople don’t have a sufficient grasp of the common financial management tools and techniques that they need to survive – balance sheets, income statements, break-even analyses, financial ratio calculations and more. But there's no need to fear. The HBR Guide to Finance Basics for Managers eBook + Tools can help you master the fundamentals of finance or even teach them to others. Buy Now

ADVERTISEMENT

HBR.ORG | THE MAGAZINE | BLOGS | 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

 

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June 27, 2014 When It Doesn’t Help to Be Too Nice No one wants to be the bad guy. But for a leader, being too nice can be inefficient and irresponsible when you have to make a tough call. Don't fall into these "too nice" traps: Avoiding confrontation. Sometimes a new hire just can't cut it. Letting the employee continue to flounder is arguably more cruel than firing him. Be kind, but be clear. Help the person transition to somewhere he can succeed. Becoming the doormat. When you're too nice — to people who miss deadlines or don't do their work — people will take advantage of you. You don't need to be severe to be respected, but you should hold your organization up to certain standards and make sure people meet them. Shunning introspection. Think of this as "being too nice to yourself." Face the hard truths about yourself, and give employees the space to share their feedback too. You'll get valuable perspective and you'll mature as a leader. Adapted from " The Problem with Being Too Nice" by Michael Fertik.

PREVIOUS TIPS Cut Down on Errors and Improve Quality To Manage Your Time, Track It How to Discuss Compensation with Employees Give Someone Else Credit If You Want to Be Seen Inspire Employees with a Big Opportunity 4 Factors Every Business Plan Should Address

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 Collective Genius: The Art and Practice of Leading Innovation HBS Press Book Why can some organizations innovate time and again, while most cannot? Preeminent leadership scholar Linda Hill, along with former Pixar tech wizard Greg Brandeau, MIT researcher Emily Truelove, and Being the Boss coauthor Kent Lineback, found among leaders a widely shared, and mistaken, assumption: that a “good” leader in all other respects would also be an effective leader of innovation. The truth is, leading innovation takes a distinctive kind of leadership, one that unleashes and harnesses the “collective genius” of the people in the organization.Using vivid stories of individual leaders at companies like Volkswagen, Google, eBay, and Pfizer, as well as nonprofits and international government agencies, the authors show how successful leaders of innovation don’t create a vision and try to make innovation happen themselves. Rather, they create and sustain a culture where innovation is allowed to happen again and again—an environment where people are both willing and able to do the hard work that innovative problem solving requires. Buy Now

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HBR.ORG | THE MAGAZINE | BLOGS | 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)