The Daily Idea from Harvard Business Review

 

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

December 24, 2013 Don't Be a Doer-in-Chief A go-getter is a great thing to be early in your career. Moving fast, taking on more projects, and putting out high-quality work are promotion-worthy characteristics. But once you hit the management ranks, a nose-to-the-floor mentality won't cut it. You won't influence people just by working hard. If you want results, you'll need to revamp your approach, and learn how to motivate people. You'll need to do less, and lead more. SOURCE: Doing Less, Leading More by Ed Batista

PREVIOUS IDEAS Stop Complaining About Uber's Pricing Strategy New Leaders Should Listen First, Act Second The (Legal) Marijuana Industry Is One to Watch Companies That Don't Pay Livable Wages Are Scrooges A Nobel Prize for Innovation? Rituals Enchance Our Experiences

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)