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November 15, 2013 Job Candidates Should Be Less Risk AverseBy The Daily Idea Candidates like to employ a play-it-safe strategy during job interviews. They offer conservative answers. They avoid saying anything atypical. They let their credentials do the talking. But in this hyper-competitive market, a risk-averse approach may not be the way to go. When it comes down to it, hiring committees talk about what they remember most about a job candidate. Experience and credentials are important to them, of course. But so, too, are lasting impressions. So... More » |
Leading teamsGet a Dysfunctional Team Back on Track by HBR IdeaCastRoger Schwarz, author of "Smart Leaders, Smarter Teams," explains how to build trust and accountability on your team. CommunicationDoes Your Company Actually Need Data Visualization? by Bill ShanderIt depends on whether you're selling products, or ideas. CollaborationA Framework for Reducing Suffering in Health Care by Deirdre E. MylodSuffering is neither too vast nor too vague to be measured and managed -- or prevented altogether. Information & technologyIT Can No Longer Afford to Ignore Its Users by Aaron LevieWelcome to the age of user-centric IT. EntrepreneurshipDon't Start a Company with Your Business School Pals by Michael FertikEnough with the "Cool Kids Start Companies" syndrome. Decision makingThe Five Traps of High-Stakes Decision Making by Michael C. MankinsBet on process rather than luck or inspiration. Tech industryDave Eggers Wrote the Best Business Book of the Year by H. James WilsonHis new novel synthesizes all that is unsettling in the knowledge economy. EthicsYour Genes May Predispose You to Claiming Too Many Sick Days by The Daily StatGenetics accounted for a substantial portion of research participants' attitudes toward dishonesty. CustomersUnderstanding Chinese Consumers by Dr. Rui (Juliet) ZhuThey're becoming more informed, more sophisticated, and more conscious of quality and price. |
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FEATURED PRODUCTHBR Guide to Coaching Your EmployeesHBR Press BookWhen 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 |
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