The Management Tip of the Day

To Come Up with New Ideas, Get Out of the Office.‌ Every leader needs to come up with ideas that will separate their companies from the crowd. And to do things that your competitors don't, you need to see things that other people miss. Find ways to expose yourself to new ways of thinking. For example, go on a business field trip and spend time as a customer — of your company's products or another's. Look at how employees serve people, where bureaucracy gets in the way, and whether there are opportunities to improve. You might also consider swapping jobs for a day with a counterpart from a different industry. Notice how the other company approaches engagement, motivation, and communication. What can you learn? And if you can't leave the office, try a simple perspective-swapping exercise: Pretend you're the CEO of a leading company, and adopt the mindset of that leader. If you were Tim Cook, for example, how would you tackle Apple's largest strategic problems? What does that tell you about how to tackle your own? Today’s Tip  To Come Up with New Ideas, Get Out of the Office Every leader needs to come up with ideas that will separate their companies from the crowd. And to do things that your competitors don't, you need to see things that other people miss. Find ways to expose yourself to new ways of thinking. For example, go on a business field trip and spend time as a customer — of your company's products or another's. Look at how employees serve people, where bureaucracy gets in the way, and whether there are opportunities to improve. You might also consider swapping jobs for a day with a counterpart from a different industry. Notice how the other company approaches engagement, motivation, and communication. What can you learn? And if you can't leave the office, try a simple perspective-swapping exercise: Pretend you're the CEO of a leading company, and adopt the mindset of that leader. If you were Tim Cook, for example, how would you tackle Apple's largest strategic problems? What does that tell you about how to tackle your own? This tip is adapted from “To Come Up with Better Ideas, Practice Paying Attention,” by Bill Taylor Access the very best. With a HBR subscription, you'll get access to 50 of our best-selling articles and a wealth of content and resources, written by the world's leading business minds. View our subscription options Article What Makes a Leader by Daniel Goleman Skills and smarts matter, but emotional intelligence matters more. Subscribers have exclusive access to this and other leadership classics in our 50 best-selling articles collection. Become a better leader Book Good Charts Workbook: Tips Tools, and Exercises for Making Better Data Visualizations by Scott Berinato $35 Learn more Don’t forget you’re entitled to 20% off your first purchase* *Use promo code HBRORGREG3 View in browser Contact us Privacy policy Unsubscribe

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Today's managers are tomorrow's leaders. Are you one of them?

How to develop first time managers for long-term success BOOKS COLLECTIONS TOOLS CASE STUDIES SIGN IN Today’s managers are tomorrow’s leaders What would you do? One of your recently-hired junior managers is consistently underperforming. Now he’s working on a presentation to management that has your name on it. Is it time to supervise him more closely—or to give him room to make his own decisions? The Developing First Time Managers Ebook Library will help you master the skills proven to be the most effective in developing new managers. Today's managers are tomorrow's leaders. This specially priced, nine-volume ebook set provides practical advice, insights, and tools to help you develop and mentor your first-time managers, ensuring a successful transition into their new role. $190.00  $152.00 with HBRORGREG3 LEARN MORE This specially priced set includes: HBR Guide to Leading Teams Ebook + Tools provides downloadable tools and worksheets to help you take your leadership role to a whole new level The Set-Up-to-Fail Syndrome shows that most supervisors simultaneously empower and encourage star performers, yet micromanage and control less productive employees Being the Boss is an indispensable guide for not only first-time managers but all managers seeking to master the most daunting challenges of leadership The Harvard Business Review Manager’s Handbook zeroes in on the skills that make great managers stand out from the pack HBR's 10 Must Reads on Managing People shows that managing people is fraught with challenges and helps you deal with them Rescue Your Rookie Managers offers alternatives to the promote-and-abandon plan Giving Effective Feedback walks you through the basics of delivering feedback that gets results HBR Guide to Managing Up and Across will help you increase your effectiveness, advance your agenda, and navigate office politics HBR Guide to Managing Stress will help you renew yourself physically, mentally, and emotionally. Discover More HBR Collections Save on HBR’s curated collections on a range of business topics. SHOP NOW To redeem, simply enter HBRORGREG3 in the Promotional Code field at checkout. Note: field is case sensitive. Discount will be applied to your order subtotal of your first purchase only. *Valid online or by phone (excludes HBR magazine subscriptions, Harvard ManageMentor Premium Collection, shipping & handling, taxes, and customs fees). Cannot be combined with other offers or discounts, including bulk pricing. No adjustments to prior purchases. 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. Copyright © 2019 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing, 2‌0 Gu‌est S‌t, Su‌ite 7‌0‌0, Br‌ight‌on, M‌A 0‌2‌1‌3‌5 Unsubscribe Privacy Policy Contact Us

The Management Tip of the Day

When Your Meeting Shouldn't Have an Agenda Ahead of Time.‌ You've probably heard this meeting advice before: Set an agenda and send it out ahead of time. But if the purpose of your meeting is to tackle a complicated problem, it's better to have the group decide on the agenda together. Plan to spend 10%–15% of your meeting time to get the agenda right: a half hour for a half-day meeting, a couple of hours for a two-day meeting. Start with individual brainstorming so that people can form opinions on what the group should cover. Then have them anonymously post their ideas on sticky notes for others to see. Next, everyone should identify themes and cluster similar ideas together. Once you have a good list of possible topics, ask the group to make final decisions about what should be on the agenda. This process can be time-consuming, but going through it together will ensure that participants are engaged and feel ownership over the process — and the outcome. Today’s Tip  When Your Meeting Shouldn't Have an Agenda Ahead of Time You've probably heard this meeting advice before: Set an agenda and send it out ahead of time. But if the purpose of your meeting is to tackle a complicated problem, it's better to have the group decide on the agenda together. Plan to spend 10%–15% of your meeting time to get the agenda right: a half hour for a half-day meeting, a couple of hours for a two-day meeting. Start with individual brainstorming so that people can form opinions on what the group should cover. Then have them anonymously post their ideas on sticky notes for others to see. Next, everyone should identify themes and cluster similar ideas together. Once you have a good list of possible topics, ask the group to make final decisions about what should be on the agenda. This process can be time-consuming, but going through it together will ensure that participants are engaged and feel ownership over the process — and the outcome. This tip is adapted from “Don't Set an Agenda Before Important Meetings,” by David Komlos and David Benjamin Access the very best. With a HBR subscription, you'll get access to 50 of our best-selling articles and a wealth of content and resources, written by the world's leading business minds. View our subscription options Article What Makes a Leader by Daniel Goleman Skills and smarts matter, but emotional intelligence matters more. Subscribers have exclusive access to this and other leadership classics in our 50 best-selling articles collection. Become a better leader Book Good Charts Workbook: Tips Tools, and Exercises for Making Better Data Visualizations by Scott Berinato $35 Learn more Don’t forget you’re entitled to 20% off your first purchase* *Use promo code HBRORGREG3 View in browser Contact us Privacy policy Unsubscribe

Copyright © 2019 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved.