The Management Tip of the Day from Harvard Business Review

 

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May 31, 2016 What to Consider Before Joining a Startup When deciding whether or not to join a startup, there’s a tendency to fantasize about the opportunity and obsess about the risk—neither of which are productive. To determine if you’re ready to take the leap, follow these steps. First, reflect on your motivations. Thinking about what you hope to get out of the experience will help you identify the right opportunity. Second, get to know the team by spending a few days onsite observing how work gets done. If possible, do a side project with the company. Next, do due diligence on the company’s financials. Find out: Is this company pre- or post-revenue? What is its burn rate? Block out the possibility that this startup is your ticket to fabulous wealth. Assume the equity is worth nothing. Finally, weigh the opportunity against all other possible uses of your time. Joining a startup is not just a job. It’s a lifestyle. Adapted from "How to Know If Joining a Startup Is Right for You," by Rebecca Knight

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 Leadership & Strategy Boxed Set HBR Press Book The key concepts every manager and aspiring leader must know-from strategy and disruptive innovation to financial intelligence and change management-from bestselling Harvard Business Review authors. Build your professional library, and advance your career with these five timeless business classics. The set includes "Financial Intelligence, Revised Edition"; "The Innovator's Dilemma"; "Leading Change"; "Playing to Win"; and "Blue Ocean Strategy, Expanded Edition." Buy Now

FEATURED PRODUCT HBR Guide to Building Your Business Case Ebook + Tools HBS Press Book This enhanced ebook version of the HBR Guide to Building Your Business Case includes downloadable tools and templates to help you get started on your own case right away. You’ve got a great idea that will increase profitability or productivity – but how do you get approval for the budget and resources to make it happen? By building a business case that clearly shows your idea’s value. Available exclusively through HBR.org. Buy Now

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HBR.ORG | TOPICS | THE MAGAZINE | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2016 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-988-0886 (US/Canada) 1-617-783-7500 (outside the U.S. and Canada)

 

 

Weekly Hotlist: Generalists Get Better Job Offers Than Specialists

 

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May 30, 2016 Generalists Get Better Job Offers Than Specialists By Nicole Torres New research suggests employers value versatility more than focus.

Leading teams 4 Ways to Be More Effective at Execution by Jack Zenger, Joseph Folkman It's the thing your boss most wants from you. Motivating people Why John Deere Measures Employee Morale Every Two Weeks by Brad Power The link between motivation and innovation. Career planning Change Your Career Without Having to Start All Over Again by Dorie Clark How to capitalize on your past experience. Analytics Where Predictive Analytics Is Having the Biggest Impact by Jacob LaRiviere, Preston McAfee, Justin Rao, Vijay K. Narayanan, Walter Sun Companies are using big data for pricing, maintenance, and more. Cross-cultural management Different Cultures See Deadlines Differently by Bhaskar Pant Is time linear or cyclical? Analytics What a Minor League Moneyball Reveals About Predictive Analytics by Michael Schrage A lesson in real-world data-driven decision making. Growth strategy From Accountant to Yogi: Making a Radical Career Change by Vijay Govindarajan, Hylke Faber Quit being the person you're "supposed" to be. Leadership Listening Is an Overlooked Leadership Tool by Melissa Daimler Three suggestions to try this week.

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 Three-Box Solution: A Strategy for Leading Innovation HBR Press Book How to Innovate and Execute. How do you meet the performance requirements of your existing business—one that is still thriving—while dramatically reinventing it? How do you envision a change in your current business model before a crisis forces you to abandon it? Innovation guru Vijay Govindarajan expands the leader's innovation tool kit with a simple and proven method for allocating the organization's energy, time, and resources—in balanced measure—across what he calls "the three boxes": Box 1: The present—Manage the core business at peak profitability; Box 2: The past—Abandon ideas, practices, and attitudes that could inhibit innovation; Box 3: The future—Convert breakthrough ideas into new products and businesses. This book solves once and for all the practical dilemma of how to align an organization on the critical but competing demands of innovation. Buy It Now

FEATURED PRODUCT HBR's 20-Minute Manager Boxed Set HBR Ebook or Paperback Book Get up to speed fast on the most essential business skills with this set of concise, practical primers. Whether you're looking for a crash course or a brief refresher, you'll find just what you need to brush up on key management topics. Buy It Now

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HBR.ORG | TOPICS | THE MAGAZINE | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2016 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-988-0886 (US/Canada) 1-617-783-7500 (outside the U.S. and Canada)

 

 

The Management Tip of the Day from Harvard Business Review

 

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May 30, 2016 Managing the Naysayer on Your Team Most teams have at least one “opposer” — that person who always plays the devil’s advocate. The opposer may be brilliant and driven, but their pattern of critiquing and disagreeing can wear a team down. And yet opposition is essential for effective, productive teams. So what can a manager do to welcome a naysayer’s contributions without personalizing what feels like an attack? First, understand that these people almost never have bad intentions — they are usually trying very hard to do something they see as valuable and crucial for the good of the team. Encourage everyone on the team to share an opposing view to normalize and operationalize dissenting opinions. Then really listen to, consider, and evaluate the ideas. And ask everyone to articulate when they are in agreement so their comments will be seen as balanced. Ultimately, you should try to see opposing views as a sign of team health. Adapted from "How to Handle the Naysayer on Your Team," by Jennifer Porter

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 Leadership & Strategy Boxed Set HBR Press Book The key concepts every manager and aspiring leader must know-from strategy and disruptive innovation to financial intelligence and change management-from bestselling Harvard Business Review authors. Build your professional library, and advance your career with these five timeless business classics. The set includes "Financial Intelligence, Revised Edition"; "The Innovator's Dilemma"; "Leading Change"; "Playing to Win"; and "Blue Ocean Strategy, Expanded Edition." Buy Now

FEATURED PRODUCT HBR Guide to Building Your Business Case Ebook + Tools HBS Press Book This enhanced ebook version of the HBR Guide to Building Your Business Case includes downloadable tools and templates to help you get started on your own case right away. You’ve got a great idea that will increase profitability or productivity – but how do you get approval for the budget and resources to make it happen? By building a business case that clearly shows your idea’s value. Available exclusively through HBR.org. Buy Now

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HBR.ORG | TOPICS | THE MAGAZINE | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2016 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-988-0886 (US/Canada) 1-617-783-7500 (outside the U.S. and Canada)

 

 

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May 27, 2016 Corporate Inequality Is the Defining Fact of Business Today By Walter Frick And it's shaping how we all get paid.

Research: Index Funds Are Improving Corporate Governance by Ian Appel Passive investing is more active than it sounds. Why the Global 1% and the Asian Middle Class Have Gained the Most from Globalization by Branko Milanovic The fundamental paradox of reduced inequality. What You Won't Hear About Trade and Manufacturing on the Campaign Trail by Willy C. Shih To fix a problem, you need to understand it. Saudi Arabia's New Economic Reforms: A Concise Explainer by Laura El-Katiri And why they might not be enough.

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 Three-Box Solution: A Strategy for Leading Innovation HBR Press Book How to Innovate and Execute. How do you meet the performance requirements of your existing business—one that is still thriving—while dramatically reinventing it? How do you envision a change in your current business model before a crisis forces you to abandon it? Innovation guru Vijay Govindarajan expands the leader's innovation tool kit with a simple and proven method for allocating the organization's energy, time, and resources—in balanced measure—across what he calls "the three boxes": Box 1: The present—Manage the core business at peak profitability; Box 2: The past—Abandon ideas, practices, and attitudes that could inhibit innovation; Box 3: The future—Convert breakthrough ideas into new products and businesses. This book solves once and for all the practical dilemma of how to align an organization on the critical but competing demands of innovation. Buy Now

FEATURED PRODUCT HBR Guide to Building Your Business Case Ebook + Tools HBR Press Book This enhanced ebook version of the HBR Guide to Building Your Business Case includes downloadable tools and templates to help you get started on your own case right away. You've got a great idea that will increase profitability or productivity – but how do you get approval for the budget and resources to make it happen? By building a business case that clearly shows your idea's value. Available exclusively through HBR.org. Buy Now

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HBR.ORG | TOPICS | THE MAGAZINE | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2016 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-988-0886 (US/Canada) 1-617-783-7500 (outside the U.S. and Canada)