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| | | New this month | | | | | | Managing Oneself Peter F. Drucker Peter Drucker is widely regarded as the father of modern management, offering penetrating insights into leadership that still resonate today. In these two classic articles from Harvard Business Review, Drucker reveals the keys to becoming your own chief executive officer as well as a better leader of others. “Managing Oneself” identifies the probing questions you need to ask to gain the insights essential for taking charge of your career, while “What Makes an Effective Executive” outlines the key behaviors you must adopt in order to lead. Together, they chart a powerful course to help you carve out your place in the world. | | | | | |  | | | Order for your team and save  | | | | | | | | |
| | | Time, Talent, Energy Michael Mankins and Eric Garton From the leaders of Bain & Company’s Organization practice, this new book presents research on how to overcome the organizational forces that deplete your team’s time, talent, and energy. If you’ve ever wondered why you and your team are working more—but producing less—this book is for you. | | | | | | | | | | The Medici Effect with a New Preface and Discussion Guide Frans Johansson Hailed as “one of the most insightful books on managing innovation” by Clayton M. Christensen, The Medici Effect, now updated with a new preface and discussion guide, shows how bringing concepts from one field into new, unfamiliar territories can lead to path-breaking innovations. | | | | | | | | | | | |
| | | HBR’s exclusive tools | | | | HBR Guide to Dealing with Conflict Ebook + Tools While some of us enjoy a lively debate and others prefer to suppress our feelings, we all struggle with conflict at work. In this new Guide, HBR editor Amy Gallo explains how conflicts happen and identifies a straightforward process for addressing them. Drawing on advice from over thirty experts, this Guide gives you the practical guidance you need to prepare for and engage in difficult conversations, manage your emotions, develop resolutions, and know when to walk away. | | | | | | | | | | | |
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