Weekly Hotlist: The Rise of the Mobile-Only User

Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   AUTHORS   |   STORE RSS   |   Mobile The Rise of the Mobile-Only User by Karen McGrane You don't get to decide which device your customer uses to access the internet. HBR Insight Center: Innovations in Digital and Mobile Marketing STRATEGY The Disney Recipe Todd Zenger A corporate strategy that keeps on giving. Read more. INNOVATION The Corporation Is at Odds with the Future Grant McCracken The firm as we know it is just too rigid. Read more. MANAGING YOURSELF Stop Work Overload By Setting These Boundaries Elizabeth Grace Saunders And reclaim your life. Read more. Harvard Business Review All-Access Subscription For over 90 years, Harvard Business Review magazine has been an indispensable and unrivaled source of ideas, insight, and inspiration for business leaders worldwide. Each issue contains breakthrough ideas on strategy, leadership, innovation and management. Available in Print, Digital Replica, Online Archive, and on our HBR iPad app as our All-Access bundled subscription. LEADERSHIP Seven Strategies for Simplifying Your Organization Ron Ashkenas The catch-22 of organizational complexity is that most managers don't have the time to fix it. Read more. CONSUMER GOODS The Other Women's Movement: Factory Workers in the Developing World Rachael Meiers Are they risking their lives or improving their livelihoods? Read more. MARKETING The Science of Sharing (and Oversharing) HBR IdeaCast The complicated emotions that influence the way customers talk about your company. Read more. MANAGING PEOPLE Hitting the Intergenerational Sweet Spot Monique Valcour The reality of what Millennials want. Read more. EXECUTION In Big Companies, Lean Is Only One Piece of the Puzzle Maxwell Wessel and James Allworth It's tougher to turn on a dime at mature organizations. Read more. ADVERTISEMENT MOST POPULAR Which Behaviors Must Leaders Avoid? The Rise of the Mobile-Only User Seven Strategies for Simplifying Your Organization Why Men Work So Many Hours Hitting The Intergenerational Sweet Spot COMMENT OF THE WEEK "The mobile experience should be more targeted, personalized, and utilitarian. Emulating the desktop experience eliminates the vast potential of these amazing devices." posted by ZACHARY PENROD ON "THE RISE OF THE MOBILE-ONLY USER" JOIN THE DISCUSSION ADVERTISEMENT Introducing Mobile ManageMentor Powered by the proven content of Harvard ManageMentor™ iTunes >> Android >> UNSUBSCRIBE   |   UPDATE YOUR PROFILE   |   MORE EMAIL NEWSLETTERS   |   PRIVACY POLICY Was this email forwarded to you? If so, sign up to start receiving your own copy. ABOUT THIS MAILING LIST You have received this message because you subscribed to the "Weekly Hotlist" email newsletter from Harvard Business Review. If at any point you wish to remove yourself from this list, change your email address, or sign up for other email newsletters and alerts, please visit the Harvard Business Review Email Newsletter Preference Center. OPT OUT If you do not wish to receive any email messages from Harvard Business Review, click here. ADVERTISE WITH HBR This enewsletter is read by thousands of decision makers every week. Learn more about connecting your brand with this audience. Copyright © 2013 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)

Management Tip of the Day: Make Your Slides Memorable

Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   TIPS   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   STORE RSS   |   Mobile JUNE 3, 2013 Make Your Slides Memorable When you present data, people in your audience don't have time to pour through the numbers. They need to quickly understand by glancing at the slide, reading the title, and looking at the basics of the visuals. Don't make it hard for them by making your slides complex. Start by asking, "What would I like people to remember about the data?" Give that point visual emphasis. If you're projecting a chart about sales trends over five years but talking specifically about how sales are consistently low in the first quarter, show the first-quarter bar in a bright color and other bars in a neutral tone, like gray. Deemphasize grid lines, borders, axes, and labels — you'll provide that kind of context when you speak — and use contrast (color, size, or position) to draw the viewer's eye to the meaning. Today's Management Tip was adapted from the HBR Guide to Persuasive Presentations. Buy the book and learn what it takes to be an effective speaker » Share Today's Tip: FEATURED PRODUCT HBR Guide to Persuasive Presentations Ebook + Video Case Study Available exclusively through HBR.org: Ebook + Video! Purchase of the HBR Guide to Persuasive Presentations ebook includes a 20-minute video case study. This video features author Nancy Duarte walking you through tips covered in the Guide and is available to download (as an mp4 file) or to stream online. Duarte uses a former client, Alta Devices, to clearly illustrate how you can apply the techniques discussed in her book. ADVERTISEMENT Follow the Tip: PREVIOUS TIPS Want the Job? Do a Project Don't Schedule That Meeting Choose Connection Over Conflict Take a Weekly Technology Break Storyboard Your Presentation Know When to Forgive 4 Things Every Team Needs Get a Job Offer from a Stranger Focus Your Business Pitch on Yourself, Not Your Plan Write an Email That People Will Read All Previous Tips BEST SELLERS HBR Guide to Persuasive Presentations Ebook + Video Case Study HBR's 10 Must Reads on Leadership HBR's 10 Must Reads on Managing Yourself HBR's 10 Must Reads: The Essentials HBR Guide to Getting the Right Work Done Introducing Mobile ManageMentor Powered by the proven content of Harvard ManageMentor™ iTunes >> Android >> UNSUBSCRIBE   |   UPDATE YOUR PROFILE   |   MORE EMAIL NEWSLETTERS   |   PRIVACY POLICY Was this email forwarded to you? If so, sign up to start receiving your own copy. ABOUT THIS MAILING LIST You have received this message because you subscribed to the "Management Tip of the Day" email newsletter from Harvard Business Review. If at any point you wish to remove yourself from this list, change your email address, or sign up for other email newsletters and alerts, please visit the Harvard Business Review Email Newsletter Preference Center. OPT OUT If you do not wish to receive any email messages from Harvard Business Review, click here. ADVERTISE WITH HBR This enewsletter is read by thousands of decision makers every day. Learn more about connecting your brand with this audience. Copyright © 2013 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)

Managing Up and Across

Having trouble viewing this email? Click here to see it in a web browser. GUIDE TO MANAGING UP AND ACROSS HBR Guide to Managing Up and Across Does your boss make you want to scream? Do you have more than one boss? Do you spend your day corralling people who don't report to you? Do you work across departmental silos? Collaborate with outside contractors? Then you know that managing up and across your company is critical to doing your job well. It's all about understanding your boss's and colleagues' priorities, pressures, and work styles. You need to manage up and across not just because you may have a problem boss, an incompetent colleague, or fabulously hairy projects that touch all parts of your organization. You need to manage up and across, for example, to get your marketing and sales folks to see that your project will help them meet their goals, too; to establish authority with higher ups so they'll bless your new product ideas; to secure people's time for a new team when they're already feeling overextended. The HBR Guide to Managing Up and Across will help you get the information and resources you need to solve your challenges, increase your effectiveness, and make your day-to-day worklife more enjoyable. Product #11218 • Ebook/PDF or Paperback ORDER NOW Only $19.95* The HBR Guide to Managing Up and Across will help you get better at: • Getting what you need from people who don't report to you • Coping with micromanaging, conflict-aversive, or generally incompetent bosses • Discovering what drives your colleagues • Partnering with your boss • Selling your ideas up and across your company • Making the most of your boss's influence • Establishing a shared vision and commitment • Juggling multiple bosses' priorities • The art of persuasion—tailoring your pitch based on your audience This guide is yours for only $19.95* View More Titles in the Series » Product #11218 • Ebook/PDF or Paperback To order by phone, call us toll-free at 800-668-6780 and mention referral code 01715. Outside the U.S. and Canada, call +1-617-783-7450. * 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 © 2013 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)