Must Reads on Managing People

Having trouble viewing this email? Click here to see it in a web browser. Your Guide to Managing People HBR's 10 Must Reads on Managing People Managing people is fraught with challenges: What really motivates us? How do you deal with problem employees? How can you build a team that is greater than the sum of its parts? The answers to these questions can be elusive—even to a seasoned manager. We've combed through hundreds of HBR articles on managing people to help you deal with these and many other management challenges. Save more than 60% off the price of the individual articles when you buy this collection. All 10 articles on managing people are yours for only $24.95!* Product #12575 • Ebook/PDF or Paperback ORDER NOW This specially priced collection includes: Leadership That Gets Results by Daniel Goleman The best leaders don't use just one leadership style; they're skilled at several, and can nimbly switch between them as circumstances demand. Learn how to apply all aspects of your emotional intelligence (self-awareness, self-regulation, motivation, and empathy) to motivate people to peak performance, engage them in change, and build team harmony. One More Time: How Do You Motivate Employees? by Frederick Herzberg Imagine your employees clamoring for more challenging work and increased responsibility—all the time. How could this be? Because most of us are motivated by intrinsic rewards of achievement and growth. And extrinsic rewards of bigger bonuses and paychecks often don't make us work harder or smarter. The Set-Up-to-Fail Syndrome by Jean-Francois Manzoni and Jean-Louis Barsoux Brace yourself: You may be the reason that your employee's performance is deteriorating—despite your close monitoring. This supposedly weak performer may be living down to your expectations. Here's how to reverse the negative spiral. The Discipline of Teams by Jon R. Katzenbach and Douglas K. Smith Teams are the primary drivers of high-performing companies, but only if they're built on mutual accountability based on a meaningful common purpose, concrete goals, a mix of complementary skills, and commitment to how to get the work done. Managing Your Boss by John J. Gabarro and John P. Kotter Is managing your boss merely manipulation? Not at all. It's actively pursuing a productive working relationship based on mutual respect and understanding of your own and your boss's strengths, weaknesses, goals, work styles, and needs. Fair Process: Managing in the Knowledge Economy by W. Chan Kim and Renee A. Mauborgne To create a climate in which employees volunteer their creativity and expertise, managers need to look beyond the traditional tools at their disposal. They need to build trust. Teaching Smart People How to Learn by Chris Argyris Competitive success depends on learning, but most people, including professionals in leadership positions, are not very good at it. How (Un)ethical Are You? by Mahzarin R. Banaji, Max H. Bazerman, and Dolly Chugh This article explores four related sources of unintentional unethical decision making: implicit bias—judging according to unconscious stereotypes rather than merit; in-group bias—favoring people in their own circles; a tendency to overclaim credit; and conflicts of interest. Saving Your Rookie Managers From Themselves by Carol A. Walker Coach and management consultant Carol Walker, who works primarily with rookie managers and their supervisors, addresses the five problem areas that rookie managers typically face: delegating, getting support from senior staffers, projecting confidence, thinking strategically, and giving feedback. What Great Managers Do by Marcus Buckingham To take great managing from theory to practice, you must know three things about a person: her strengths, the triggers that activate those strengths, and how she learns. By asking the right questions, squeezing the right triggers, and becoming aware of your employees' learning styles, you will discover what motivates each person to excel. Order online or call us toll-free at 800-668-6780 and mention referral code 02610. Outside the U.S. and Canada, call 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 © 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 (+1-617-783-7600 outside the U.S. and Canada)