Harvard Business Review

APRIL 13, 2017

He was relieved when the company still offered him the promotion he’d been working toward — but he then had to turn down the role because it would have required him to relocate. An attorney at a large firm, he lost a big trial that the company had invested heavily in.

Document 13

Document Self-aware Sharpe Learning-by-Doing 13

Harvard Business Review

OCTOBER 31, 2018

That said, executives who had been let go were also more likely to receive a strong “do not hire” recommendation than those who were never fired (46% vs. 36%), indicating that the reason why someone was removed from a role and the way in which they processed that experience did impact their future career potential. Even better?

Career 8

Career Kaplan Execution Learning-by-Doing 8

Harvard Business Review

JUNE 2, 2015

Even if I put a gun to your head, you are still free to decide what to do, albeit admittedly somewhat constrained. Dale Carnegie once noted that the only way to get someone to do something is to get that person to want to do something. Thus all persuasion is ultimately self-persuasion.

Audience 8

Audience Outsourcing Influence Learning-by-Doing 8

Harvard Business Review

NOVEMBER 13, 2017

Not long ago, many services such as tax accounting were delivered episodically and in-person, as most health care still is today. There is still a need for accountants and face-to-face meetings, but typically accountants now require such visits for only the more complicated cases that can’t be managed with software or a call.

Health Care 8

Health Care How To Insurance Incentives 8

Harvard Business Review

APRIL 30, 2018

By the end of 2013, nurses reported over 20% of patient handoffs still had missing information. By the end of 2013, nurses reported over 20% of patient handoffs still had missing information. This makes patient handoffs the most frequent and riskiest procedure in the hospital. Second, they struggle to sustain change that’s made.

Long-term 8

Long-term Janis Quality Consensus 8

Harvard Business Review

FEBRUARY 13, 2017

So you look at past projects, gather and analyze relevant market data, make predictions about how much revenue you’ll be able to generate, decide what resources you’ll need, and set milestones to reach your targets. Not so fast. That’s where the discovery-driven planning (DDP) process comes in. Linear plans.

Planning 9

Planning Benchmarking Project Competitive Advantage 9

Harvard Business Review

FEBRUARY 17, 2016

One of your direct reports wants more money. Whether or not you hold the purse strings for your team or organization, this is a tough situation for managers. No matter who’s making the request, your star performer or an average one, you’re likely to feel taken aback or annoyed at being put in this position.

How To 8

How To COO Report Follow-up 8

Harvard Business Review

OCTOBER 3, 2011

If you'd like your comment to be considered for publication, please be sure to include your full name, company or university affiliation, and email address. It was one of those comments that sting a bit at first but inflict much more pain as time passes. That door isn't open to you" was how Merwyn had put it.

Case Study 11

Case Study Hotels CEO Due Diligence 11

Miles Anthony Smith

NOVEMBER 7, 2019

And this can’t be just your run-of-the-mill, 300-750 word article due to the explosion of content on the web. Stop and ponder that for a minute; then think about whether your content is truly invaluable against that backdrop. The answer to that depends on your goals, budget, etc., 8 Stellar Ones.

Marketing 105

Marketing Content Audience Brand 105

Harvard Business Review

MARCH 5, 2015

Across these three groups (and 380 total respondents), followers proved least willing to take direction or criticism, least comfortable admitting their faults and weaknesses, least willing to ask for help, even when they need it, and least open to learning and improvement. Photo by Andrew Nguyen. Followers receive very little fanfare.

Self-aware 8

Self-aware eBook Follow-up Learning-by-Doing 8

Harvard Business Review

JANUARY 22, 2013

Clearly the issues involved are divisive and emotional, but watching these leaders try to find a middle ground is painful and discouraging — largely because they have so little relationship capital to draw upon. Similarly companies also organized regular offsite team-building retreats, and social events for managers and their families.

Banking 8

Banking Travel Consensus Bottom-up 8