The Daily Stat from Harvard Business Review

 

January 28, 2016 Can You Name a CEO? A Lot of People Can't A new survey of the general public in 10 large countries found that almost 50% of people polled said they couldn’t name a single CEO. This was just one finding from a survey conducted by public relations firm Edelman and published on the eve of the World Economic Forum gathering in Davos last week. The survey highlights a widening gap in trust in institutions between approving elites and a skeptical general public, according to Edelman. Source: More than half of people can't name a single CEO

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 Edge Strategy: A New Mindset for Profitable Growth HBR Press Book Are you missing opportunities for growth that are right in front of you? Focusing too much on your core or trying too hard to design new products or enter new markets can cause you to miss the substantial opportunities for growth that are often hidden in plain sight – at the edges of your core business. Alan Lewis and Dan McKone present the "Edge Strategy" framework to help leaders recognize and capitalize on these hidden opportunities. Buy Now

FEATURED PRODUCT HBR Guide to Building Your Business Case Ebook + Tools HBR Press Book This enhanced ebook version of the HBR Guide to Building Your Business Case includes downloadable tools and templates to help you get started on your own case right away. You’ve got a great idea that will increase profitability or productivity – but how do you get approval for the budget and resources to make it happen? By building a business case that clearly shows your idea's value. Available exclusively through HBR.org. Buy Now

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HBR.ORG | TOPICS | THE MAGAZINE | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2016 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

 

January 28, 2016 Help Your Employees Learn From Each Other Analysts estimate that Fortune 500 companies lose a combined $31.5 billion per year from employees failing to share knowledge. Here’s how to keep people from recreating the wheel, repeating others’ mistakes, or wasting time searching for specialized information: Create a designated space for vicarious learning. Having a common space that individuals recognize as the gathering place for ideas and experiences lays the foundation for sharing knowledge. License and endorse vicarious learning. Leaders should be encouraging employees to seek and share experiences often. This gives individuals license to seek out what they need to learn, without fear that they’re being intrusive or that it will make them look bad. Plant starter seeds for vicarious learning. Set aside time at the beginning of meetings for people to discuss challenges and problem solve together. Or schedule a team breakfast or happy hour where employees can chat freely. Adapted from "Is Your Company Encouraging Employees to Share What They Know?" by Christopher Myers

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 Edge Strategy: A New Mindset for Profitable Growth HBR Press Book Are you missing opportunities for growth that are right in front of you? Focusing too much on your core or trying too hard to design new products or enter new markets can cause you to miss the substantial opportunities for growth that are often hidden in plain sight – at the edges of your core business. Alan Lewis and Dan McKone present the "Edge Strategy" framework to help leaders recognize and capitalize on these hidden opportunities. Buy Now

FEATURED PRODUCT HBR Guide to Building Your Business Case Ebook + Tools HBR Press Book This enhanced ebook version of the HBR Guide to Building Your Business Case includes downloadable tools and templates to help you get started on your own case right away. You’ve got a great idea that will increase profitability or productivity – but how do you get approval for the budget and resources to make it happen? By building a business case that clearly shows your idea’s value. Available exclusively through HBR.org. Buy Now

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HBR.ORG | TOPICS | THE MAGAZINE | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2016 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 Daily Stat from Harvard Business Review

 

January 27, 2016 Executives See AIs Sitting on Boards by 2025 Executives and experts from the IT and communications sectors are bullish about the potential of artificial intelligence, according to a survey by The World Economic Forum’s Global Agenda Council on the Future of Software & Society. 45% of respondents said that the first AI machine would sit on a corporate board of directors by 2025. 75% predicted that at least 30% of corporate audits would be performed by an AI by that time. And 78% said that driverless cars would represent at least 10% of the vehicles on U.S. roads. Source: Deep Shift: Technology Tipping Points and Societal Impact

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 Edge Strategy: A New Mindset for Profitable Growth HBR Press Book Are you missing opportunities for growth that are right in front of you? Focusing too much on your core or trying too hard to design new products or enter new markets can cause you to miss the substantial opportunities for growth that are often hidden in plain sight – at the edges of your core business. Alan Lewis and Dan McKone present the "Edge Strategy" framework to help leaders recognize and capitalize on these hidden opportunities. Buy Now

FEATURED PRODUCT HBR Guide to Building Your Business Case Ebook + Tools HBR Press Book This enhanced ebook version of the HBR Guide to Building Your Business Case includes downloadable tools and templates to help you get started on your own case right away. You’ve got a great idea that will increase profitability or productivity – but how do you get approval for the budget and resources to make it happen? By building a business case that clearly shows your idea's value. Available exclusively through HBR.org. Buy Now

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HBR.ORG | TOPICS | THE MAGAZINE | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2016 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

 

January 27, 2016 Give Feedback to Someone Who Doesn't Want It It’s important to give feedback to team members. But what should you do when an employee gets defensive? Leaders in these situations may want to take a break from giving performance-related feedback and try giving feedback based more closely on how the employee receives it. Here’s how to get started: Get curious. You can’t assume that the feedback-receiver sees her behavior in the same way that you do. Acknowledge that you’re expressing an opinion and ask to hear the other person’s, too. Use neutral language. Try to avoid words that carry negative connotations and place blame. Ask for feedback yourself.  Be brave enough to ask, “How am I contributing to this problem?” and then model how to receive the feedback. Secure a commitment. Make a specific request for a behavior change, be open to counter-offers, and come to an agreement on the goal. Adapted from "When Your Employee Doesn't Take Feedback" by Deborah Grayson Riegel

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 Edge Strategy: A New Mindset for Profitable Growth HBR Press Book Are you missing opportunities for growth that are right in front of you? Focusing too much on your core or trying too hard to design new products or enter new markets can cause you to miss the substantial opportunities for growth that are often hidden in plain sight – at the edges of your core business. Alan Lewis and Dan McKone present the "Edge Strategy" framework to help leaders recognize and capitalize on these hidden opportunities. Buy Now

FEATURED PRODUCT HBR Guide to Building Your Business Case Ebook + Tools HBR Press Book This enhanced ebook version of the HBR Guide to Building Your Business Case includes downloadable tools and templates to help you get started on your own case right away. You’ve got a great idea that will increase profitability or productivity – but how do you get approval for the budget and resources to make it happen? By building a business case that clearly shows your idea’s value. Available exclusively through HBR.org. Buy Now

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HBR.ORG | TOPICS | THE MAGAZINE | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2016 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 Daily Stat from Harvard Business Review

 

January 26, 2016 Is Age Kinder to the Experts? The best experts may not be immune to aging, but their previously acquired expertise and current activity help them maintain high levels of skill even at an advanced age, according to a study led by Nemanja Vaci at the Institute for Psychology, University of Klagenfurt. Analyzing a chess database containing activity records for both beginners and world-class players, researchers found that in a subtle way age may be kinder to the more able. After reaching their peak at around 38 years old, the more able players’ chess performance deteriorated more quickly. However, their decline started to slow down around age 52, which was earlier than for less able players (age 57). Both the decline and its stabilization were significantly influenced by activity: the more players engaged in playing tournaments, the less they declined and the earlier they started to stabilize, the authors wrote. Source: Is Age Really Cruel to Experts? Compensatory Effects of Activity

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 Edge Strategy: A New Mindset for Profitable Growth HBR Press Book Are you missing opportunities for growth that are right in front of you? Focusing too much on your core or trying too hard to design new products or enter new markets can cause you to miss the substantial opportunities for growth that are often hidden in plain sight – at the edges of your core business. Alan Lewis and Dan McKone present the "Edge Strategy" framework to help leaders recognize and capitalize on these hidden opportunities. Buy Now

FEATURED PRODUCT HBR Guide to Building Your Business Case Ebook + Tools HBR Press Book This enhanced ebook version of the HBR Guide to Building Your Business Case includes downloadable tools and templates to help you get started on your own case right away. You’ve got a great idea that will increase profitability or productivity – but how do you get approval for the budget and resources to make it happen? By building a business case that clearly shows your idea's value. Available exclusively through HBR.org. Buy Now

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HBR.ORG | TOPICS | THE MAGAZINE | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2016 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)