Bøger udgivet af Harvard Business Review Press

Today we have greater control over where and when we work. As our businesses spread across the world and technology makes it easy to do our jobs from anywhere theres Wi-Fi, more of us have the option to go remote. But that doesnt mean were good at it. Whether youre calling in from a home office every day or one of your team members occasionally logs in from the quiet car on a train, distance can make collaboration more difficult. Remote work gives teams flexibility and options, but when youre not face-to-face with colleagues, its difficult to set and manage expectations, deal with inevitable tech glitches, keep your people (and yourself) motivated and engaged, and infuse warmth and personality into the blunt communication tools youre using.The Virtual Manager Collection gives you the solutions you need to be productive, whether youre managing a team, a project, or just your own work. This specially priced three-volume set includes Virtual Collaboration, Running Virtual Meetings, and Leading Virtual Teams.Tips and strategies cover: getting your technology up and runningand keeping it there building and maintaining relationships from afar communicating well through a variety of media running productive virtual meetings setting and managing expectations for your work leading geographically dispersed teamsThis set has the practical advice, insights, and tools you need to work well, no matter where you are.Dont have much time? Get up to speed fast on the most essential business skills with HBRs 20-Minute Manager series. Whether you need a crash course or a brief refresher, each book in the series is a concise, practical primer that will help you brush up on a key management topic. Advice you can quickly read and apply, for ambitious professionals and aspiring executives-from the most trusted source in business. Also available as an ebook.

You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from subordinates, your supervisor, peers, and customers. You're not alone. As Linda Hill and Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. It's trial and error, endless effort, and slowly acquired personal insight. Many managers never complete the journey. At best, they just learn to get by. At worst, they become terrible bosses.This new book explains how to avoid that fate, by mastering three imperatives: Manage yourself: Learn that management isn't about getting things done yourself. It's about accomplishing things through others. Manage a network: Understand how power and influence work in your organization and build a network of mutually beneficial relationships to navigate your company's complex political environment. Manage a team: Forge a high-performing "e;we"e; out of all the "e;I"e;s who report to you. Packed with compelling stories and practical guidance, 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 authors changed the field of strategy and the language of business forever with their "blue ocean strategy"--a new model for creating uncontested markets that unlock all new demand and growth. This book brings together three of their classic Harvard Business Review articles that upend traditional thinking for creating and capturing lasting value.alue.

Bestselling author Goleman first brought the concept of emotional intelligence (EI) to the forefront of business through his articles in Harvard Business Review. Now three of those articles are collected here, each showing the direct ties between emotional intelligence and measurable business results.

Make. More. Future.Artificial intelligence, big data, modern science, and the internet are all revealing a fundamental truth: The world is vastly more complex and unpredictable than we've allowed ourselves to see.Now that technology is enabling us to take advantage of all the chaos it's revealing, our understanding of how things happen is changing--and with it our deepest strategies for predicting, preparing for, and managing our world. This affects everything, from how we approach our everyday lives to how we make moral decisions and how we run our businesses.Take machine learning, which makes better predictions about weather, medical diagnoses, and product performance than we do--but often does so at the expense of our understanding of how it arrived at those predictions. While this can be dangerous, accepting it is also liberating, for it enables us to harness the complexity of an immense amount of data around us. We are also turning to strategies that avoid anticipating the future altogether, such as A/B testing, Minimum Viable Products, open platforms, and user-modifiable video games. We even take for granted that a simple hashtag can organize unplanned, leaderless movements such as #MeToo.Through stories from history, business, and technology, philosopher and technologist David Weinberger finds the unifying truths lying below the surface of the tools we take for granted--and a future in which our best strategy often requires holding back from anticipating and instead creating as many possibilities as we can. The book's imperative for business and beyond is simple: Make. More. Future.The result is a world no longer focused on limitations but optimized for possibilities.

A collection of 10 practical, direct HBR magazine articles giving leaders and managers the ideas and inspiration they need to lead their companies (and themselves) through a downturn, recession, or crisis.Get your company ready before a recession strikes.Stay resilient.Learn the right lessons from previous recessions.Minimize pain while cutting costs and jobs.Pull off big deals in a down market.Avoid a culture of pessimism.Protect your own job.Seize the opportunity to innovate and reinvent your business.Lead the turnaround and return to growth.Audience: Leaders and managers at all level looking for ideas, inspiration, and tools to lead their companies--and themselves--through a downturn.

Harvard Business Review shares today's most essential thinking on blockchain, explaining how to get the right initiatives started at a company and how to seize the opportunity of the coming blockchain wave.

Do you think of your company's talent as an investment to be managed like a portfolio? You should, according to authors Becker, Huselid, and Beatty, if you're interested in strategy execution.Many companies fall into the trap of spending too much time and money on low performers, while high performers aren't getting the necessary resources, development opportunities, or rewards. In The Differentiated Workforce, the authors expand on their previous books, The HR Scorecard and The Workforce Scorecard, and recommend that you manage your workforce like a portfolio - with disproportionate investments in the jobs that create the most wealth. You'll learn to:Rise above talent management "e;best practice"e; and instead create a differentiated workforce that can't be easily copied by competitorsDifferentiate those capabilities in your company that are truly strategicIdentify your wealth-creating "e;A"e; positionsCreate a new relationship between HR and line managers, and articulate the role each plays in a differentiated workforce strategyDevelop the right measures for your organizationBased on two decades of academic research and experience working with hundreds of executives, The Differentiated Workforce gives you the tools to translate your talent into strategic impact.

In an ideal world, our work lives would be completely fulfilling, full of meaning, and intrinsically motivating. So what if you're stuck in a job and your heart isn't in it anymore? Or what if your team is feeling disconnected from your company's mission? This book shows how to use passion as a compass to find the job that's right for you--and to connect with the deeper purpose of your work