| | Most of the articles that appear in Harvard Business Review are written by business school professors, consultants, or corporate executives—people who have deep expertise in improving how companies are run. On the cover of this issue, we’re highlighting an article written by an unusual pair of authors: Harvard Business School marketing professor Jill Avery and professional matchmaker Rachel Greenwald. | | | | | | | | 7 Steps to a Stronger Personal Brand | | | From Daniel McGinn
Executive Editor, Harvard Business Review | | | Most of the articles that appear in Harvard Business Review are written by business school professors, consultants, or corporate executives—people who have deep expertise in improving how companies are run. On the cover of this issue, we’re highlighting an article written by an unusual pair of authors: Harvard Business School marketing professor Jill Avery and professional matchmaker Rachel Greenwald.
A matchmaker writing for HBR?
It makes more sense than you might think. In the social media age, when our resumes often take a back seat to the image we project online, thinking more holistically about the way we present ourselves makes sense—and it’s a variation of the work Greenwald does helping daters better manage others’ perceptions of them. “[Although] people have always carefully cultivated their public personas and reputations, online search and social media have greatly expanded the potential audience for—and risks and rewards associated with—such efforts,” Avery and Greenwald write in their article “A New Approach to Building Your Personal Brand.” They offer a seven-step process to help you put your best professional foot forward.
Elsewhere in this issue, W. Chan Kim and Reneé Mauborgne—the celebrated authors of the mega-bestseller Blue Ocean Strategy—offer an adaption of their latest book, Beyond Disruption. In the book and this article, “Innovation Doesn’t Have to Be Disruptive,” they critique a glossed-over element of disruptive innovation: that this form of creative destruction often leads established companies to fail, causing pain to a variety of stakeholders (especially employees who lose jobs). They say there’s a better way to innovate. “For the past 20 years, ‘disruption’ has been a leading battle cry for business: Disrupt this. Disrupt that. Disrupt or die…. But the obsession with disruption obscures an important truth: Market-creating innovation isn’t always disruptive.” Indeed, the authors describe examples of “non-disruptive innovation” that generated new products, shareholder value, and jobs without toppling competitors.
Finally, this issue’s Spotlight acknowledges this strange economic moment: Even as so many companies lay off employees, businesses are struggling to retain and hire enough front-line workers. In “The High Cost of Neglecting Low-Wage Workers,” Joseph Fuller and Manjari Raman describe six mistaken assumptions or behaviors employers exhibit that are contributing to this problem. If companies learn to treat workers in ways that make them want to stay, the benefits—for customers, managers, and investors—can be substantial indeed.
Daniel McGinn
Executive Editor | | | | | | | | | | | In the Issue: | | | | | | | | In today’s world, everyone is a brand. Whether you’re applying for a job, asking for a promotion, or writing a dating profile, your success will depend on getting others to recognize your value. In this article, a branding thought leader and a professional dating coach present a guide to creating your personal brand. This process will not only allow you to better control your image and the impact you have on the world but also help you uncover and share the unique abilities you have to offer it. | | | | | | | | | | | | | | | Disruption may be what people talk about. It’s certainly important, and it’s all around us. But it’s only one end of the innovation spectrum. On the other end is what these authors call nondisruptive creation, through which new industries, new jobs, and profitable growth are created without social harm. Nondisruptive creation reveals an immense potential to establish new markets where none existed before and, in doing so, to foster economic growth without a loss of jobs or damage to other industries, enabling business and society to thrive together. | | | | | | | | | | | | | | | Many companies blame outside factors for the trouble they’ve been having in finding and retaining frontline workers: the pandemic, the government’s stimulus checks, the intrinsic nature of low-wage work. The authors argue that in fact the real problem lies in six big mistakes companies themselves have long been making, in such basic areas as hiring, career development, and mentoring. They offer some practical suggestions for how leaders can do better, for their workers and their organizations. | | | | | | | | | | | | | | | | | | | | | | | | | | | Don't wait for someone else to manage your career. If you're looking to push yourself to the next level, it can be hard to know where to start. The HBR Guides to Managing Your Career Ebooks + Toolkit Set provides what you need to transform your career hopes into a concrete action plan. | | | Learn more  | | | | | | | | | | | | | | |  | | | | To ensure email delivery, add noreply@a.email.hbr.org to your address book, contacts, or safe sender list. | | | Copyright © 2023 Harvard Business School Publishing. All rights reserved.
Harvard Business Publishing
20 Guest St, Suite 700
Brighton, MA 02135 | | | | | | | |
No comments:
Post a Comment