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May 29, 2015 How to Work with People Who Aren't Good at Working with PeopleBy Tomas Chamorro-Premuzic It's not the end of the world. |
EntrepreneurshipTraveling the World Made Me a Better Entrepreneur by Gillian MorrisSometimes being lost and alone is the best education. CommunicationThe Persuasiveness of a Chart Depends on the Reader, Not Just the Chart by Scott BerinatoThe psychology of data visualization. Career planningHow to Use Your LinkedIn Profile to Power a Career Transition by Jane HeifetzLet your future job find you. Business educationWhat Is Management Research Actually Good For? by Gerald F. DavisAnd how big data is making that a harder question to answer. GenderGetting More Women into Senior Management by Rebecca ShambaughFour things organizations need to do. Difficult conversationsWhen Should You Fire a "Good Enough" Employee? by Jodi Glickman and Alicia BassukThree questions can help. LeadershipIf You Want People to Listen, Stop Talking by Peter BregmanMaster persuaders know the power of silence. MotivationThe Surprising Persuasiveness of a Sticky Note by Kevin HoganResearch shows a personal touch matters. |
FEATURED PRODUCTBlue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition IrrelevantHBR Press BookThe global phenomenon that has sold 3.5 million copies, is published in a record-breaking 43 languages and is a bestseller across five continents—now updated and expanded with new content. |
FEATURED PRODUCTDriven to Distraction at Work: How to Focus and Be More ProductiveHBR Press BookYou know the feeling: you can’t focus; you feel increasingly overwhelmed by a mix of nonstop demands and technology that seems to be moving at the speed of light; and you’re frustrated just trying to get everything done well—and on time. Not only is this taking a toll on performance, it’s impacting your sense of well-being outside the office. It’s time to reclaim control. Bestselling author Edward M. Hallowell, MD provides a set of practical and reliable techniques to show how to sustain a productive mental state. He identifies the six most common ways people lose the ability to focus at work and provides advice for “training” your attention overall, so that you are less susceptible to surrendering it, in any situation. The result is a book that will empower you to combat each one of these common syndromes—and clear a path for you to achieve your highest personal and professional goals. Buy It Now |
Copyright © 2015 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) |
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May 29, 2015 Another Reason for Declining Unemployment: Workers Are LeavingThe unemployment rate has dropped swiftly in the city of Decatur, Illinois, declining from 10.2% in March 2014 to 7% in March of this year. But that’s partly because the workforce is shrinking, says the Wall Street Journal. Payrolls in Decatur actually fell over the past year, due to such factors as layoffs, attrition, and transfers. In many Midwestern cities, workers are moving away, retiring, or no longer looking for jobs. Workforces shrank in 16 of the 20 cities where unemployment fell by at least 2.7 percentage points in the past year, the Journal says. |
FEATURED PRODUCTHBR’s 10 Must Reads 2015: The Definitive Management Ideas of the Year from Harvard Business Review (with bonus article “The Focused Leader,” the McKinsey Award-winner by Daniel Goleman) |
FEATURED PRODUCTHBR Guide to Building Your Business Case Ebook + Tools |
Copyright © 2015 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) |
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May 29, 2015 The Right Time to Ask for a Raise Most people make their pitch for a raise at review time, when their bosses are often overwhelmed with the pressure of completing evaluations. Instead, time your request to coincide with changes in your own tasks. You should ask for a raise just before you take on new responsibilities or right after you successfully complete a project. If you’ve just created more value for your company, it’s a great time to say, “Can we share that value?” If you’ve collected evidence about your contributions and have a reasonable target figure in mind, you’re more likely to get what you want. Just make sure to look forward, not backward. You want to highlight your contributions, but then you should pivot to what you hope to tackle next. If your boss doesn’t seem receptive, suggest revisiting the issue in a few months and then get that on his calendar. Adapted from “How to Ask for a Raise,” by Carolyn O'Hara. |
FEATURED PRODUCTWork Smarter with Social Media: A Guide to Managing Evernote, Twitter, LinkedIn, and Your Email |
FEATURED PRODUCTHBR Guide to Building Your Business Case Ebook + Tools |
Copyright © 2015 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) |