The Daily Alert from Harvard Business Review

 

Are you having trouble viewing this email? If so, click here to see it in a web browser.

October 23, 2013 The More Time We Spend Online, the Less Time We Spend Working By Walter Frick What time spent on social media does (and doesn't) crowd out.

Entrepreneurship Who Advises the Entrepreneur? by Kerrie MacPherson Five tips for creating an external advisory board to help your company grow. Leadership Don't Blame IT for Obamacare's Tech Troubles by Michael Schrage Blaming programmers and project managers for technical turmoil is too easy and obvious. Corporate social responsibility Timberland's CEO on Deciding to Engage with Angry Activists by Jeff Swartz When Greenpeace threatened to boycott Timberland, its CEO saw an opportunity to improve. Disruptive innovation Five Power Skills for Discovering Radical Ideas by Vijay Govindarajan How to keep your innovation pipeline full. Operations Bureaucracy is a Bogeyman by Julian Birkinshaw What is the real complexity problem you are trying to resolve? Risk management The Hidden Dangers of Playing It Safe by Doug Sundheim The best leaders make it feel uncomfortable to not take risks. Research What Do You Fail to Notice When You're Hard at Work? by The Daily Stat Even experts are susceptible to inattentional blindness.

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 The First 90 Days App for iPhone and Android MAKE YOUR NEXT CAREER TRANSITION A SUCCESS. Download The First 90 Days App today to help you stay ahead of the game. Download on the App Store Download on Google Play

FEATURED PRODUCT HBR Guide to Coaching Your Employees HBR Press Book When you're swamped with your own work, how can you make time to coach your employees—and do it well? If you don't help them build their skills, they'll keep coming to you for answers instead of finding their own solutions. Got a star on your team who's eager to advance? An underperformer who's dragging the group down? A steady contributor who feels bored and neglected? You'll need to agree on goals for growth, motivate your people to achieve them, support their efforts, and measure their progress. This guide gives you the tools to do that. You'll get better at (1) Matching people's skills with your organization's needs; (2) Creating realistic but inspiring plans for growth; (3) Customizing your approach; (4) Prompting with questions before you dispense advice; (5) Providing the support your employees need to achieve peak performance; (6) Giving them feedback they'll actually apply; (7) Tapping their learning styles to make greater progress; (8) Giving people room to grapple with problems and discover solutions; (9) Engaging your employees and fostering independence. Buy It Now

ADVERTISEMENT

HBR.ORG | THE MAGAZINE | BLOGS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2013 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-545-7685 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada)