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Moving Around Without Losing Your Roots

Harvard Business Review

A Facebook picture of an old friend's kids on the same beaches where we grew up can be enough to spark that vague unease, the feeling that our bond is made of blood and history but no longer of shared habits, context or enterprise. Compared with most managers I teach, I have moved infrequently, and not that far.

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Moving Around Without Losing Your Roots

Harvard Business Review

A Facebook picture of an old friend's kids on the same beaches where we grew up can be enough to spark that vague unease, the feeling that our bond is made of blood and history but no longer of shared habits, context or enterprise. Compared with most managers I teach, I have moved infrequently, and not that far.

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Should You Share a Room on a Business Trip?

Harvard Business Review

The kind of bonding that I inadvertently experienced may be more frequent these days as the byproduct of a corporate mindset reshaped by Great Recession-driven austerity practices — among them requiring employees to share rooms. When senior management walks the talk, a room-sharing policy is more palatable.

Hotels 9
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The Rebirth of the CMO

Harvard Business Review

This diversity reflects not only a deepening understanding of the connection between growth and customer satisfaction, but a much greater awareness of what marketing can do to help forge that bond. That helped account managers focus their pitch on the client’s business issues and build rapport. That bottom line sensibility is crucial.

P&L 10
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How to Negotiate Your Parental Leave

Harvard Business Review

There are a lot of informal negotiations that go on with supervisors," agrees Peter Cappelli, a management professor at the Wharton School and the author of Talent on Demand: Managing Talent in an Age of Uncertainty. Start with your manager. Framing your request as an exception to the policy can make some managers uncomfortable.

How To 15
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We Can’t Talk About Inequality Without Talking About Talent

Harvard Business Review

To be fair, macroeconomists don’t view human resources as completely generic “labor.” The real economy is the one in which real companies, individuals and governments buy and sell real things for real prices. The value of stocks and bonds are not directly determined by economic actions or events.