Harvard Business Review Guides Ultimate Boxed Set (16 Books). 9781633697829, 1633697827
1,389 291 3MB
English Pages [3538] Year 2019
Table of contents :
Contents
HBR Guide to Emotional Intelligence
Contents
Section One: What Is Emotional Intelligence?
Chapter 1: Leading by Feel
Chapter 2: Do You Lead with Emotional Intelligence?
Section Two: Self-Awareness: Understand Your Emotions, Know Your Behaviors
Chapter 3: You Can’t Manage Emotions Without Knowing What They Really Are
Chapter 4: A Vocabulary for Your Emotions
Chapter 5: Are You Sure You Show Respect?
Section Three: Manage Your Emotions
Chapter 6: Make Your Emotions Work for You
Chapter 7: Defuse a Challenging Interaction
Chapter 8: Stay Grounded in Stressful Moments
Chapter 9: Recovering from an Emotional Outburst
Section Four: Everyday Emotional Intelligence
Chapter 10: Writing Resonant Emails
Chapter 11: Running Powerful Meetings
Chapter 12: Giving Difficult Feedback
Chapter 13: Making Smart Decisions
Chapter 14: An Emotional Strategy for Negotiations
Chapter 15: Working Across Cultures
Section Five: Dealing with Difficult People
Chapter 16: Make Your Enemies Your Allies
Chapter 17: How to Deal with a Passive-Aggressive Colleague
Chapter 18: What to Do If You’re a Toxic Handler
Section Six: Understand Empathy
Chapter 19: What Is Empathy?
Chapter 20: Beyond Empathy: The Power of Compassion
Section Seven: Build Your Resilience
Chapter 21: Resilience in the Moment
Chapter 22: Cultivate Resilience in Tough Times
Chapter 23: Practice Self-Compassion
Chapter 24: Don’t Endure; Recharge
Chapter 25: How Resilient Are You?
Section Eight: Developing Emotional Intelligence on Your Team
Chapter 26: How to Help Someone Develop Emotional Intelligence
Chapter 27: Handling Emotional Outbursts on Your Team
Chapter 28: How to Manage Your Emotional Culture
Index
HBR Guide to Managing Up and Across
Contents
Section 1: Managing Up
Managing Your Boss
Winning Over Your New Boss
Steps for Presenting Problems or Opportunities to Your Boss
Manage Up with Your Mentor's Guidance
Change the Way You Persuade
Get to Know Your Boss's Boss
How to Make Your Boss Look Good--Without Becoming a Sycophant
Stop Being Micromanaged
Dealing with Your Incompetent Boss
Coping with a Conflict-Averse Boss
How to Give Your Boss Feedback
Managing Multiple Bosses
Section 2: Managing Across
What Makes a Leader?
The Discipline of Teams
Managing Remote Relationships
A Smarter Way to Network
How to Deal with Office Politics
Make Your Enemies Your Allies
The Necessary Art of Persuasion
Three Ways Not to Persuade
Harnessing the Science of Persuasion
How to Get Your Colleague's Attention
Collaborating Across Generations
When the Direct Approach Backfires, Try Indirect Influence
Index
HBR Guide to Finance Basics for Managers
Contents
Section 1: Finance Basics: Don't Be Afraid
Finance Quiz
The Key Financial Statements
The Fundamental Laws of Business
Section 2: Making Good Decisions--and Moving Those Numbers
Using Statements to Measure Financial Health
Grow Your Profits by Streamlining Your Business
Working Your Assets to Boost Your Growth
Profit Does Not Equal Cash (And You Need Both)
Why Cash Matters
Your Balance Sheet Levers
What's Your Working Capital Model
? A Case Study
Learn to Speak the Language of ROI
Practical Tools for Managements Decisions
Section 3: The Limits of Financial Data
What the Financial Statements Don't Tell You
The Five Traps of Performance Management
Finance Quiz: How Much Have You Learned?
Glossary
Index
HBR Guide to Performance Management
Contents
Introduction
Section 1: Goal Setting
Ch. 1: The Characteristics of Effective Goals
Ch. 2: Define Employee Goals--and Decide How They're Measured
Ch. 3: Collaborate with Your Employee to Create a Plan for Moving Forward
Section 2: Ongoing Performance Management
Ch. 4: Assessing Performance Isn't a Onetime Event
Ch. 5: Make a Habit of Providing Feedback
Ch. 6: Coach Your Employees to Close Performance Gaps
Ch. 7: How to Keep Your Employees Motivated
Section 3: Developing Employees
Ch. 8: Understand Your Employee's Wants and Needs
Ch. 9: Expand Your Employee's Skill Sets
Ch. 10: Craft a Developmental Plan
Ch 11: How to Develop Someone Who's Struggling
Section 4: Formal Performance Reviews
Ch. 12: The Case Against (and for) Annual Appraisals
Ch. 13: Assess Performance, but Rethink Ratings
Ch 14: How to Conduct the Review Conversation
Ch. 15: Define New Goals for a New Cycle
Section 5: Tough Topics
Ch. 16: Responding to the Steady Worker
Ch 17: Preventing Burnout on Your Team
Ch. 18: Managing the Performance of Remote Employees
Sources
Index
HBR Guide to Project Management
Contents
Ch 1: The Four Phases of Project Management
Ch 2: The Cast of Characters
Phase 1: Planning
Ch 3: A Written Charter
Ch 4: Dealing with a Project's "Fuzzy Front End"
Ch 5: Performing a Project Premortem
Ch 6: Will Project Creep Cost You--or Create Value?
Phase 2: Build-Up
Ch 7: Setting Priorities Before Starting Your Project
Ch 8: Boost Productivity with Time-Boxing
Ch 9: Scheduling the Work
Ch 10: HBR Case Study: A Rush to Failure?
Ch 11: Getting Your Project Off on the Right Foot
Ch 12: The Discipline of Teams
Phase 3: Implementation
Ch 13: Effective Project Meetings
Ch 14: The Adaptive Approach to Project Management
Ch 15: Why Good Projects Fail Anyway
Ch 16: Monitoring and Controlling Your Project
Ch 17: Managing People Problems on Your Team
Ch 18: The Tools of Cooperation and Change
Ch 19: Don't Throw Good Money (or Time) After Bad
Phase 4: Closeout
Chapter 20: Handing Off Authority and Control
Ch 21: Capturing Lessons Learned
Glossary
Index
HBR Guide to Dealing with Conflict
Contents
Preface
Introduction: A Practical Plan for Dealing with Conflict
Section One: Preparing for Conflict Before It Happens
Chapter 1: Types of Conflict
Chapter 2: Your Options for Handling Conflict
Chapter 3: Recognize Your Natural Tendency
Section Two: Managing a Conflict
Chapter 4: Assess the Situation
Chapter 5: Get Ready for the Conversation
Chapter 6: Have a Productive Conversation
Section Three: Resolving a Conflict
Chapter 7: Get to a Resolution and Make a Plan
Chapter 8: Repair the Relationship
Chapter 9: Navigate Common Situations
Sources
Featured Experts
Index
About the Author
HBR Guide to Delivering Effective Feedback
Contents
Section 1: Ongoing Feedback
Ch 1: Giving Effective Feedback
Ch 2: Sometimes Negative Feedback Is Best
Ch 3: Giving Feedback That Sticks
Ch 4: A Better Way to Deliver Bad News
Ch 5: The Set-Up-to-Fail Syndrome
Ch 6: How to Give Feedback That Helps People Grow
Ch 7: Recognize Good Work in a Meaningful Way
Section 2: Formal Performance Appraisals
Ch 8: Delivering an Effective Performance Review
Ch 9: Managing Performance When It's Hard to Measure
Ch 10: Stop Worrying About Your Employee's Weaknesses
Ch 11: How to Set and Support Employee Goals
Ch 12: When to Grant a Promotion or Raise
Ch 13: Tips for Record Keeping
Section 3: Tough Topics
Ch 14: How to Help an Underperformer
Ch 15: Delivering Criticism to a Defensive Employee
Ch 16: How to Give Star Performers Productive Feedback
Ch 17: Prioritizing Feedback--Even When Time Is Short
Ch 18: Navigating the Choppy Waters of Cross-Cultural Feedback
Ch 19: How to Discuss Performance with Your Team
Index
HBR Guide to Coaching Employees
Contents
Introduction: Why Coach
Section 1: Preparing to Coach Your Employees
Ch 1: Shift Your Thinking to Coach Effectively
Ch 2: Set the Stage to Stimulate Growth
Ch 3: Earn Your Employees' Trust
Section 2: Coaching Your Employees
Ch 4: Holding a Coaching Session
Ch 5: Following Up After a Coaching Session
Ch 6: Giving Feedback That Sticks
Ch 7: Enlist Knowledge Coaches
Ch 8: Coaching Effectively in Less Time
Ch 9: Help People Help Themselves
Ch 10: Avoid Common Coaching Mistakes
Section 3: Customize Your Coaching
Ch 11: Tailor Your Coaching to People's Learning Styles
Ch 12: Coaching Your Stars, Steadies, and Strugglers
Ch 13: Coaching Your Rookie Managers
Ch 14: Coaching Rising Managers to Emotional Maturity
Ch 15: Coaching Teams
Index
HBR Guide to Getting the Right Work Done
Contents
Section 1: Get Started
Ch. 1: You Can't Get It All Done
Ch. 2: Nine Things Successful People Do Differently
Ch. 3: Being More Productive
Section 2: Prioritize Your Work
Ch. 4: Get a Raise by Getting the Right Work Done
Ch. 5: The Worth-Your-Time Test
Ch. 6: Say Yes to Saying No
Section 3: Organize Your Time
Ch. 7: A Practical Plan for When You Feel Overwhelmed
Ch. 8: Stop Procrastinating--Now
Ch. 9: Don't Let Long-Term Projects Become Last-Minute Panic
Ch. 10: Stop Multitasking
Ch. 11: How to Stay Focused on What's Important
Ch. 12: To-Do Lists That Work
Ch. 13: How to Tackle Your To-Do List
Ch. 14: Reward Yourself for Doing Dreaded Tasks
Section 4: Delegate Effectively
Ch. 15: Management Time
Ch. 16: Levels of Delegation
Section 5: Create Rituals
Ch. 17: Ritual
Ch. 18: Power Through Your Day in 90-Minute Cycles
Ch. 19: An 18-Minute Plan for Managing Your Day
Ch. 20: Use a 10-Minute Diary to Stay on Track
Section 6: Renew Your Energy
Ch. 21: How to Accomplish More by Doing Less
Ch. 22: Manage Your Energy, Not Your Time
Ch. 23: Why Great Performers Sleep More
Section 7: Take Control of Your E-mail
Ch. 24: Simplify Your E-mail
Ch. 25: Eight E-mail Overload Experiments
Section 8: Maintain Your New Approach
Ch. 26: Sustaining Your Productivity System
Section 9: Explore Further
Ch. 27: More Productivity Books to Explore
Ch. 28: Productivity Apps and Tools
Index
HBR Guide to Negotiating
Contents
Introduction
Chapter 1: The Seven Elements Tool
Section 1: Before You Get in the Room
Chapter 2: Question Your Assumptions About the Negotiation
Chapter 3: Prepare the Substance
Chapter 4: Prepare the Process
Chapter 5: Connect in Advance
Section 2: In the Room
Chapter 6: Begin the Negotiation
Chapter 7: Create and Refine Your Options
Chapter 8: Select the Right Outcome
Chapter 9: Continuously Adapt Your Approach
Section 3: The Common Challenges
Chapter 10: Align Multiple Parties
Chapter 11: Tame the Hard Bargainer
Chapter 12: When Communication Breaks Down
Chapter 13: When Emotions Get in the Way
Section 4: Postgame
Chapter 14: Wrap Up the Negotiation
Chapter 15: Review What Happened
Learn More
Index
About the Author
HBR Guide to Leading Teams
Contents
Introduction
Section 1: Build Your Team's Infrastructure
Chapter 1: Pull Together a Winning Team
Chapter 2: Get to Know One Another
Chapter 3: Establish Your Team's Goals
Chapter 4: Agree on Individuals' Roles
Chapter 5: Agree on Rules of Conduct
Chapter 6: Set the Stage for Accountability
Chapter 7: Commit to a Team Contract
Section 2: Manage Your Team
Chapter 8: Make Optimal Team
Decisions
Chapter 9: Hold People Accountable
Chapter 10: Give People Recognition
Chapter 11: Resolve Conflicts Constructively
Chapter 12: Welcome New Members
Chapter 13: Manage Outside the Team
Section 3: Close Out Your Team
Chapter 14: Deliver the Goods
Chapter 15: Learn from Your Team's Experiences
Appendix A: Rules Inventory
Appendix B: Cultural Audit
Appendix C: Team Contract
Index
About the Author
HBR Guide to Building Your Business Case
Contents
Introduction
Section 1: Prepare
Chapter 1: Know the Basics of Making a Case
Chapter 2: Learn How Your Company Evaluates Cases
Section 2: Get to Know Your Audience
Chapter 3: Figure Out Who's Calling the Shots
Chapter 4: Understand Your Audience's Objectives
Section 3: Build the Case
Chapter 5: Clarify the Need
Chapter 6: Build a Cross-Functional Team
Chapter 7: Consider Alternatives
Chapter 8: Think Through the "How" at a High Level
Section 4: Crunch the Numbers
Chapter 9: Estimate Costs and Benefits
Chapter 10: Calculate ROI
Chapter 11: Account for Risks
Section 5: Present Your Case and Move Forward
Chapter 12: Prepare Your Document
Chapter 13: Shop Your Case Around
Chapter 14: Are You Ready to Present?
Chapter 15: Make Your Pitch
Chapter 16: Get to a Decision
Chapter 17: What Next?
Appendix A: Common Mistakes
Appendix B: How to Give a Killer Presentation
Glossary
Index
About the Authors
HBR Guide to Better Business Writing
Contents
Introduction
Section 1: Delivering the Goods Quickly and Clearly
Ch 1: Know why you're writing
Ch 2: Understand your readers
Ch 3: Divide the writing process into four separate tasks
Ch 4: Before writing in earnest, jot down your three main points--in complete sentences
Ch 5: Write in full--rapidly
Ch 6: Improve what you've written
Ch 7: Use graphics to illustrate and clarify
Section 2: Developing Your Skills
Ch 8: Be relentlessly clear
Ch 9: Learn to summarize--accurately
Ch 10: Waste no words
Ch 11: Be plain-spoken: Avoid bizspeak
Ch 12: Use chronology when giving a factual account
Ch 13: Be a stickler for continuity
Ch 14: Learn the basics of correct grammar
Ch 15: Get feedback on your drafts from your colleagues
Section 3: Avoiding the Quirks That Turn Readers Off
Ch 16: Don't anesthetize your readers
Ch 17: Watch your tone
Section 4: Common Forms of Business Writing
Ch 18: E-mails
Ch 19: Business Letters
Ch 20: Memos and Reports
Ch 21: Performance Appraisals
Appendix A: A Checklist for the Four Stages of Writing
Appendix B: A Dozen Grammatical Rules You Absolutely Need to Know
Appendix C: A Dozen Punctuation Rules You Absolutely Need to Know
Appendix D: Common Usage Gaffes
Appendix E: Some Dos and Don'ts of Business-Writing Etiquette
Appendix F: A Primer of Good Usage
Desk References
Index
Acknowledgments
About the Author
HBR Guide to Persuasive Presentations
Contents
Introduction
Section 1: Audience
Understand the Audience's Power
Segment the Audience
Present Clearly and Concisely to Senior Executives
Get to Know Your Audience
Define How You'll Change the Audience
Find Common Ground
Section 2: Message
Define Your Big Idea
Generate Content to Support the Big Idea
Anticipate Resistance
Amplify Your Message Through Contrast
Build an Effective Call to Action
Choose Your Best Ideas
Organize Your Thoughts
Balance Analytical and Emotional Appeal
Lose the Jargon
Craft Sound Bites
Section 3: Story
Apply Storytelling Principles
Create a Solid Structure
Craft the Beginning
Develop the Middle
Make the Ending Powerful
Add Emotional Texture
Use Metaphors as Your Glue
Create Something They'll Always Remember
Section 4: Media
Choose the Right Vehicle for Your Message
Make the Most of Slide Software
Determine the Right Length for Your Presentation
Persuade Beyond the Stage
Share the Stage
Section 5: Slides
Think Like a Designer
Create Slides People Can "Get" in Three Seconds
Choose the Right Type of Slide
Storyboard One Idea per Slide
Avoid Visual Cliches
Arrange Slide Elements with Care
Clarify the Data
Turn Words into Diagrams
Use the Right Number of Slides
Know When to Animate
Section 6: Delivery
Rehearse Your Material Well
Know the Venue and Schedule
Anticipate Technology Glitches
Manage Your Stage Fright
Set the Right Tone for Your Talk
Be Yourself
Communicate with Your Body
Communicate with Your Voice
Make Your Stories Come to Life
Work Effectively with Your Interpreter
Get the Most out of Your Q&A
Build Trust with a Remote Audience
Keep Remote Listeners Interested
Keep Your Remote Presentation Running Smoothly
Section 7: Impact
Build Relationships Through Social Media
Spread Your Ideas with Social Media
Gauge Whether You've Connected with People
Follow Up After Your Talk
Index
About the Author
HBR Guide to Data Analytics Basics for Managers
Contents
Introduction
Section 1: Getting Started
Chapter 1: Keep Up with Your Quants
Ch 2: A Simple Exercise to Help You Think Like a Data Scientist
Section 2: Gather the Right Information
Ch 3: Do You Need All That Data?
Ch 4: How to Ask Your Data Scientists for Data and Analytics
Ch 5: How to Design a Business Experiment
Ch 6: Know the Difference Between Your Data and Your Metrics
Ch 7: The Fundamentals of A/B Testing
Ch 8: Can Your Data Be Trusted?
Section 3: Analyze the Data
Chapter 9: A Predictive Analytics Primer
Ch 10: Understanding Regression Analysis
Ch 11: When to Act On a Correlation, and When Not To
Ch 12: Can Machine Learning Solve Your Business Problem?
Ch 13: A Refresher on Statistical Significance
Ch 14: Linear Thinking in a Nonlinear World
Ch 15: Pitfalls of Data-Driven Decisions
Ch 16: Don't Let Your Analytics Cheat the Truth
Section 4: Communicate Your Findings
Ch 17: Data Is Worthless If You Don't Communicate It
Ch 18: When Data Visualization Works--and When It Doesn't
Ch 19: how to Make Charts That Pop and Persuade
Ch 20: Why It's So Hard for Us to Communicate Uncertainty
Ch 21: Responding to Someone Who Challenges Your Data
Ch 22: Decisions Don't Start with Data
Appendix: Data Scientist: The Sexiest Job of the 21st Century
Index
HBR Guide to Making Every Meeting Matter
Contents
Preface: The Condensed Guide to Running Meetings
Section One: Prepare
Chapter 1: Do You Really Need to Hold That Meeting?
Chapter 2: Stop Calling Every Conversation a "Meeting"
Chapter 3: If You Can't Say What Your Meeting Will Accomplish, You Shouldn't Have It
Chapter 4: How to Design an Agenda for an Effective Meeting
Chapter 5: The Key to Shorter, Better Meetings
Chapter 6: The 50-Minute Meeting
Chapter 7: The Magic of 30-Minutes Meetings
Chapter 8: Meetings Need a Shot Clock
Chapter 9: Are There Too Many People in Your Meeting?
Section Two: Conduct
Chapter 10: Before a Meeting, Tell Your Team That Silence Denotes Consent
Chapter 11: Establish Ground Rules
Chapter 12: Reach Group Decisions During Meetings
Chapter 13: The Right Way to Cut People Off in Meetings
Chapter 14: Dealing with People Who Derail Meetings
Chapter 15: Refocus a Meeting After Someone Interrupts
Section Three: Participate
Chapter 16: Polite Ways to Decline a Meeting Invitation
Chapter 17: How to Interject in a Meeting
Chapter 18: Stuck in a Meeting from Hell? Here's What to Do
Chapter 19: 7 Ways to Stop a Meeting from Dragging On
Chapter 20: When Your Boss is Terrible at Leading Meetings
Section Four: Close and Follow Up
Chapter 21: The Right Way to End a Meeting
Chapter 22: Don't End a Meeting Without Doing These 3 Things
Section Five: Specific Types of Meetings
Chapter 23: What Everyone Should Know About Running Virtual Meetings
Chapter 24: How to Run a Great Virtual Meeting
Chapter 25: Conduct a Meeting of People from Different Cultures
Chapter 26: Making Global Meetings Work
Chapter 27: Give Your Standing Meetings a Makeover
Chapter 28: How to Do Walking Meetings Right
Chapter 29: Stand-Up Meetings Don't Work for Everybody
Chapter 30: Leadership Summits That Work
Appendix A: Meeting Preparation Checklist
Appendix B: Sample Agendas
Appendix C: Meeting Follow-Up Checklist
Appendix D: Sample Follow-Up Memo
Appendix E: Digital Tools to Make Your Next Meeting More Productive
Index
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