The Management Tip of the Day from Harvard Business Review

 

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March 02, 2017 Have Clear Goals for Your Weekly Meeting Just because you have a recurring meeting on your calendar doesn’t mean you have to hold it. Only convene the group if everyone (especially you, as the meeting leader) is clear on what the objectives are. Agreed-upon goals will keep the agenda focused and ensure you make the most of the time. Here are a few sample objectives to consider:  Share updates and review progress to date, including major milestones or upcoming activities. Ask and answer: “What did I do? What will I do?” Identify questions and concerns related to progress. Ask and answer: “What are the potential roadblocks?” Prioritize and resolve issues and address additional questions. Agree on next steps (for example, what to do if a situation escalates, and what each individual’s role is). Adapted from HBR Guide to Making Every Meeting Matter

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FEATURED PRODUCT Time, Talent, Energy by Michael C. Mankins and Eric Garton Business leaders know that the key to competitive success is smart management of scarce resources. That’s why companies allocate their financial capital so carefully. But capital today is cheap and abundant, no longer a source of advantage. The truly scarce resources now are the time, the talent, and the energy of the people in your organization—resources that are too often squandered. Michael Mankins and Eric Garton, Bain & Company experts in organizational design and effectiveness, present new research into how you can liberate people’s time, talent, and energy and unleash your organization’s productive power. They identify the specific causes of organizational drag—the collection of institutional factors that slow things down, decrease output, and drain people’s energy—and then offer a pragmatic framework for how managers can overcome it. Buy Now

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The Management Tip of the Day from Harvard Business Review

 

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March 01, 2017 How to Deal with a Compromising Situation at Work No one wants to feel pressured to do something they don’t agree with. But what should you do if the incentives at your company seem to be rewarding behavior that you believe is bad for your customers or clients, or maybe even illegal? If you find yourself in this precarious situation, take a step back and make sure you really understand the situation. Ask yourself: Is this a practice that’s outside the industry standard or that clearly deviates from best practices? In what specific ways does it violate ethics, customers’ interests, or the law? Does an alternative argument (one that argues that the practice is OK) hold merit? Answering these questions will give you a better sense of whether your initial judgment was sound. If you decide that the practice is clearly wrong, the answers will give you ammunition to make your case to others and persuade them to take your concerns seriously. You are more likely to speak up if you have really thought the situation through. Adapted from "When You Feel Pressured to Do the Wrong Thing at Work," by Joseph L. Badaracco

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 Time, Talent, Energy by Michael C. Mankins and Eric Garton Business leaders know that the key to competitive success is smart management of scarce resources. That’s why companies allocate their financial capital so carefully. But capital today is cheap and abundant, no longer a source of advantage. The truly scarce resources now are the time, the talent, and the energy of the people in your organization—resources that are too often squandered. Michael Mankins and Eric Garton, Bain & Company experts in organizational design and effectiveness, present new research into how you can liberate people’s time, talent, and energy and unleash your organization’s productive power. They identify the specific causes of organizational drag—the collection of institutional factors that slow things down, decrease output, and drain people’s energy—and then offer a pragmatic framework for how managers can overcome it. Buy Now

FEATURED PRODUCT HBR’s 10 Must Reads Boxed Set with Bonus Emotional Intelligence Harvard Business Review Maximize your own and your organization’s performance with the most important ideas on management—now available with bonus HBR’s 10 Must Reads on Emotional Intelligence. We’ve combed through hundreds of Harvard Business Review articles on topics including leadership, strategy, managing people, and managing yourself and selected the most important ones to help you succeed. From Clayton Christensen and John Kotter to Peter Drucker and Michael Porter, each book is packed with enduring advice on our most sought-after topics from the best minds in business. Buy Now

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HBR.ORG | TOPICS | THE MAGAZINE | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2017 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)