Take Charge of Your Career

Are you having trouble viewing this email? If so, click here to see it in a web browser. SPECIAL OFFER EXCLUSIVE OFFER MOVE YOUR CAREER TO THE NEXT LEVEL TAKE CHARGE OF YOUR CAREER COLLECTION Trying to figure out where you want your career to go? This specially priced collection is vital for anyone trying to move their career to the next level. It offers expert advice to help you: break out of a career rut, find out what's really holding you back, turn the job you have into the job you want, get the kind of mentoring that leads to a promotion, crack the code of C-suite entry, and ultimately help you craft a more fulfilling career. Save more than 30% off the individual components! Available in either Ebook or Paperback formats. Product #0008BE • EBOOK Format • $69.00 It includes these 5 volumes: HBR Guide to Getting the Right Job This indispensable volume will help you land the right job, even in a tough economy. HBR Guide to Mentoring Packed with advice on how to: set clear and realistic development goals, identify and build relationships with influential sponsors, how to stand out in your organization. HBR Guide to Networking Gives you the tools to get your ideas off the ground, to draw on others' expertise, scope out opportunities, and land coveted roles. HBR Guide to Office Politics Helps you gain allies and influence others, wrangle resources, move up without ruffling feathers, avoid power games, and claim credit when it's due. HBR Guide to Managing Up and Across Provides ways to collaborate better with colleagues, persuade decision makers to champion your cause, and deal effectively with new, challenging or incompetent bosses. Save more than 30% off the individual components! Available in either Ebook or Paperback formats. Product #0008BN • Paperback Format • $69.00 * 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. HBR.ORG | TOPICS | THE MAGAZINE | BOOKS | CASES | STORE | SUBSCRIBE TO HBR HBR.ORG | TOPICS | THE MAGAZINE BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS | PRIVACY POLICY CONTACT Copyright © 2015 Harvard Business School Publishing, an affiliate to 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 US and Canada) If you do not wish to receive any email messages from Harvard Business Review, click here.

The Daily Stat from Harvard Business Review

September 2, 2015     An Interruption Can Make a Message More Persuasive Research participants who had been told about a new brand of dark-chocolate truffle were willing to pay about 50% more for it if the verbal description was interrupted for 15 seconds while the describer gave directions to a stranger, say doctoral student Daniella Kupor and Zakary Tormala of Stanford University. This and other experiments demonstrate that a momentary random pause in mid-message can increase a message’s persuasive impact. An interruption piques the listener’s curiosity, enhancing mental processing, the researchers say. SOURCE: Persuasion, Interrupted: The Effect of Momentary Interruptions on Message Processing and Persuasion

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FEATURED PRODUCT What You Really Need to Lead: The Power of Thinking and Acting Like an Owner HBR Press Book What makes a leader? Can you really learn to lead? You might believe that leaders are born, not made. Perhaps you think that you need to hold an important job to be a leader—that you need permission to lead. Leadership is one of the most important aspects of our society. Yet there is enormous disagreement and confusion about what leadership means and whether it can really be learned. As Harvard Business School professor Robert Steven Kaplan explains in this powerful new book, leadership qualities are not something you either have or you don’t. Leadership is not a destination or a state of being. Leadership is about what you do, rather than who you are, and it starts with an ownership mind-set. Buy Now

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HBR.ORG | THE MAGAZINE | TOPICS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT   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: 800-988-0886 (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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September 2, 2015   Recognize When You’re Being Too Stubborn   Being stubborn isn’t always a bad thing. But if you’re standing your ground for the wrong reasons (like if you hate to be wrong), you’ll do more damage than good. Since it’s hard to recognize stubbornness in yourself, look out for these signs that you’re being inflexible: You keep at an idea or plan, or insist on making your point, even when you know you’re wrong. You do what you want to do even if no one else wants you to do it. When others present an idea, you tend to point out all the reasons it won’t work. You visibly feel anger, frustration, and impatience when others try to persuade you of something you don’t agree with. You commit halfheartedly to others’ requests because you know you’re going to do something entirely different. Adapted from “Signs That You’re Being Too Stubborn,” by Muriel Maignan Wilkins.

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FEATURED PRODUCT What You Really Need to Lead: The Power of Thinking and Acting Like an Owner HBR Press Book What makes a leader? Can you really learn to lead? You might believe that leaders are born, not made. Perhaps you think that you need to hold an important job to be a leader—that you need permission to lead. Leadership is one of the most important aspects of our society. Yet there is enormous disagreement and confusion about what leadership means and whether it can really be learned. As Harvard Business School professor Robert Steven Kaplan explains in this powerful new book, leadership qualities are not something you either have or you don’t. Leadership is not a destination or a state of being. Leadership is about what you do, rather than who you are, and it starts with an ownership mind-set. Buy Now

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HBR.ORG | THE MAGAZINE | TOPICS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT   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: 800-988-0886 (US/Canada) 1-617-783-7500 (outside the U.S. and Canada)