Friday, 10 March 2017

The Daily Alert from Harvard Business Review

 


THE DAILY ALERT: Harvard Business Review

March 10, 2017

Is It OK to Get Paid More for Being Lucky?

By Ingvild Almas, Alexander W. Cappelen, Bertil Tungodden


Leadership

The Problem with Saying "My Door Is Always Open" by Megan Reitz, John Higgins

Leaders need to do more to encourage candor.


Managing yourself

Balancing Parenting and Work Stress: A Guide by Daisy Wademan Dowling

Ten tips.


Diversity

Making Intel More Diverse

Danielle Brown, Intel Chief Diversity & Inclusion Officer, talks about the corporation's $300 million initiative to increase diversity, the largest such investment yet by a technology company. The goal is to make Intel's U.S. workforce mirror the talent available in the country by 2020. Brown breaks down what exactly Intel is doing, why the corporation is doing it, where it's going well (recruiting), where it's not going as well (retention), and what other companies can learn from Intel's experience.


International business

We Don't Need Political Solutions for Global Trade — We Need Practical Ones by Rob Knight

Rebuilding globalization on a blockchain backbone.


Experimentation

How to Push Your Team to Take Risks and Experiment by Sara Critchfield

Normalize failure. No, really: Do it.


Work-life balance

If You Want to Be Happy at Work, Have a Life Outside of It by Ran Zilca

Having the time and money to afford leisure affects your job satisfaction.


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Time, Talent, Energy

by Michael C. Mankins and Eric Garton

Business leaders know that the key to competitive success is smart management of scarce resources. That’s why companies allocate their financial capital so carefully. But capital today is cheap and abundant, no longer a source of advantage. The truly scarce resources now are the time, the talent, and the energy of the people in your organization—resources that are too often squandered.

Michael Mankins and Eric Garton, Bain & Company experts in organizational design and effectiveness, present new research into how you can liberate people’s time, talent, and energy and unleash your organization’s productive power. They identify the specific causes of organizational drag—the collection of institutional factors that slow things down, decrease output, and drain people’s energy—and then offer a pragmatic framework for how managers can overcome it.

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FEATURED PRODUCT

HBR’s 10 Must Reads Boxed Set with Bonus Emotional Intelligence

Harvard Business Review

Maximize your own and your organization’s performance with the most important ideas on management—now available with bonus HBR’s 10 Must Reads on Emotional Intelligence. We’ve combed through hundreds of Harvard Business Review articles on topics including leadership, strategy, managing people, and managing yourself and selected the most important ones to help you succeed. From Clayton Christensen and John Kotter to Peter Drucker and Michael Porter, each book is packed with enduring advice on our most sought-after topics from the best minds in business.

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