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When life events leave you feeling stressed out and anxious, bestselling author Neil Pasricha suggests a simple, 2-minute practice to improve the quality of your days. 00:00 Intro 00:23 Are you suffering from decision fatigue? 00:40 Decide what to focus on each day. 01:00 Clearing negative thoughts can be trickier. 01:35 Writing down what you're grateful for can help ... 02:00 ... but you need to get really specific. 02:35 Also list things you will let go of. Read more: 🤍 This video is co-produced with 🤍Emeritus . You can find more co-productions from HBR and Emeritus on the Emeritus app: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Explainer #Stress
Today, it’s less about getting people to follow you to the future, more about getting them to co-create it with you. Harvard Business School’s Linda A. Hill, co-author of “Collective Genius”, spells out the new ABCs for leading innovation. 00:00 When organizations can’t innovate, it’s because they don’t have the right leadership. 01:06 The new ABCs of leadership: Architect, Bridger, and Catalyst 01:28 A: Architect: Build your company’s culture and capabilities for innovation. 02:12 B: Bridger: Forge partnerships outside your organization. 03:11 C: Catalyst: Accelerate co-creation across the entire ecosystem. 04:15 Real-world example: Pfizer turns vendors into partners. 05:18 These roles require new ways of thinking about power. This video is part of an HBR Big Idea. As HBR turns 100, we look back on our original mission, how we’ve changed, and what the future holds: 🤍 For more from Linda A. Hill, check out, ""Collective Genius: The Art and Practice of Leading Innovation": 🤍 Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Leadership #Innovation Copyright © 2022 Harvard Business School Publishing. All rights reserved. #HarvardBusinessSchool #Power #Business #Explainer #Success #HowTo #Harvard
To many people, strategy is a total mystery. But it’s really not complicated, says Harvard Business School’s Felix Oberholzer-Gee, author of "Better, Simpler Strategy". 00:00 To many people, strategy is a mystery. 00:25 Strategy does not start with a focus on profit. 00:52 It's about creating value. 01:00 There's a simple tool to help visualize the value you create: the value stick. 01:30 What is willingness-to-pay? 02:30 What is willingness-to-sell? 03:14 Remind me: Where does profit come in again? 03:48 How do I raise willingness-to-pay? 05:00 And how do I lower willingness-to-sell? 06:18 Real world example: Best Buy's dramatic turnaround Companies should simplify and focus on two value drivers, he argues: customer satisfaction and employee satisfaction. By aligning strategic initiatives on these alone, leaders make their workers’ jobs less complicated and improve customer experiences. Oberholzer-Gee is the author of the Harvard Business Review article “Eliminate Strategic Overload” (🤍 as well as the book “Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance” (🤍 Produced and edited by Scott LaPierre Video by Dave Di Iulio and Elie Honein Animation by Alex Belser Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Strategy #WhatIsStrategy Copyright © 2022 Harvard Business School Publishing. All rights reserved.
You might think you’re a good listener, but common behaviors like nodding and saying “mm-hmm” can actually leave the speaker feeling unheard or dismissed. The truth is that mastering the art of listening involves a whole host of other skills as well. You need to do more. 00:00 You might think you’re a good listener, but … 00:52 … here’s how to be a “trampoline” listener. 01:25 Question 1: How do I usually listen? 01:50 Question 2: Why do I need to listen right now? 02:35 Question 3: Who is the focus of attention in the conversation? 02:54 Question 4: What am I missing? 04:30 Question 5: Am I getting in my own way? 05:08 Question 6: Am I in an information bubble? 06:04 OK, let’s review. The advice in this Harvard Business Review Guide comes from these articles: 🤍 🤍 🤍 🤍 Produced by Amy Gallo, Jessica Gidal, and Scott LaPierre Edited by Jessica Gidal Video by Andy Robinson Design by Riko Cribbs, Alex Belser, and Karen Player Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Listening #ActiveListening #Communication #Conversations #Harvard #HarvardBusinessSchool Copyright © 2022 Harvard Business School Publishing. All rights reserved.
A comprehensive plan—with goals, initiatives, and budgets–is comforting. But starting with a plan is a terrible way to make strategy. Roger Martin, former dean of the Rotman School of Management at the University of Toronto and one of the world’s leading thinkers on strategy, says developing strategy means going outside an organization’s comfort zone and escaping the common traps of strategic planning. 00:00 Most strategic planning has nothing to do with strategy. 01:00 So what is a strategy? 02:08 Why do leaders so often focus on planning? 04:05 Let's see a real-world example of strategy beating planning. 06:33 How do I avoid the "planning trap"? For more from Roger Martin on this topic, read, "A New Way to Think: Your Guide to Superior Management Effectiveness": 🤍 Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Strategy #RogerMartin Copyright © 2022 Harvard Business School Publishing. All rights reserved. #StrategicPlanning #Planning #Business #Explainer #Success #HowTo
Sure, you could just argue with them. But if you have to work together, here are more productive ways for everyone to win. 00:00 Let me guess: you argue with someone you don't like, or complain about them, or ignore them, right? 00:26 I have a magic trick that will make that annoying co-worker ... less annoying. 01:22 Ask: How am I reacting? 01:40 What exactly is it that's bothering me, and why? 02:40 Separate behaviors from traits. 03:00 Is it really so bad to not like each other? 03:20 What DO I like about this person? 04:00 What might happen if I spent more time with this person? (Yes, this is a hard one!) 04:40 Can we talk about it? 06:15 Ok, nothing else works. What if I just ignore them? 06:55 Let's review! Reading list: 🤍 🤍 🤍 🤍 🤍 Produced by Amy Gallo, Jessica Gidal, and Scott LaPierre Video by Andy Robinson Edited by Jessica Gidal Design by Riko Cribbs, Karen Player, and Jessica Gidal Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #HowTo #SomeoneYouCan'tStand Copyright © 2022 Harvard Business School Publishing. All rights reserved.
When Kathy Fish became Procter & Gamble’s Chief Research, Development & Innovation Officer in 2014, she was concerned that the world’s leading consumer packaged goods company had lost its capability to produce a steady stream of disruptive innovations. In addition, intensifying competition from direct-to-consumer companies convinced Fish that P&G needed to renew its value proposition to make all aspects of the consumer experience “irresistibly superior.” But making this change would require wholesale transformation from within. Can Fish bring lean innovation to scale at Procter & Gamble? Harvard Business School assistant professor Emily Truelove discusses the challenges of bringing this established company back to an innovative mindset in her case, “Kathy Fish at Procter & Gamble: Navigating Industry Disruption by Disrupting from Within.” (🤍 This episode originally aired on Cold Call on June 29, 2021. You can also listen to this episode on HBR.org, and wherever you listen to podcasts: - HBR.org (transcript available here): 🤍 - Apple Podcasts: 🤍 - Spotify: 🤍 - Stitcher: 🤍 - Google Podcasts: 🤍 Series Description: Harvard Business School’s legendary case studies, distilled into podcast form. About Harvard Business Review: Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, books, and digital content and tools published on HBR.org, Harvard Business Review aims to provide professionals around the world with rigorous insights and best practices to help lead themselves and their organizations more effectively and to make a positive impact. Learn more at 🤍hbr.org. Chapters: 00:00 – Intro 2:09 – Why Is It So Hard for P&G to Innovate? 4:52 – P&G’s History of Innovation 8:35 – Kathy Fish, Chief Research, Development, & Innovation Officer 9:40 – Culture at P&G 12:07 – Irresistible Superiority 13:56 – Growth Works 19:21 – Killing Projects 23:40 – Garage: Centralized Capabilities 26:53 – Outro Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #business #management #harvardbusinessschool Copyright © 2022 Harvard Business School Publishing. All rights reserved.
Just agreeing with your boss (or your boss’s boss) feels easier, but it’s often better to voice your disagreement. HBR's Amy Gallo shows how. 00:00 Let’s say you disagree with someone more powerful than you. Should you say so? 00:30 Before deciding, do a risk assessment 01:39 When and where to voice disagreement 02:20 What to say ... 04:00 … and how to say it 05:38 Ok, let’s recap! How exactly do you voice dissent with your superior? And is it always worth it to do so? First, weigh the risk of pushback or a negative reaction from a boss against the risk of not speaking up. If you do decide to voice your opinion, there are some best practices to keep in mind. State your opinions as facts, avoiding using judgment words. In addition, ask permission to dissent instead of offering an unsolicited opinion. Keep in mind that the final decision is still in the hands of your boss, but being honest and respectful will show them that they have more options. Reading list: How to Disagree with Someone More Powerful than You 🤍 How to Disagree with Your Boss 🤍 Say No Without Burning Bridges 🤍 Produced by Amy Gallo, Scott LaPierre, and Jessica Gidal Video by Andy Robinson Edited by Jessica Gidal Design by Riko Cribbs and Karen Player Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #HowTo #Disagree Copyright © 2021 Harvard Business School Publishing. All rights reserved.
Before you throw in the towel, here are some last-ditch strategies to help you craft a work environment where you are able to do your job without all the drama, and keep your self-respect intact. The advice in this video comes from HBR contributing editor Amy Gallo’s new book, “Getting Along: How to Work with Anyone (Even Difficult People)”, available here: 🤍 00:00 Do you work with someone who’s difficult? Try these tactics before you give up completely on them. 00:45 Tactic 1: Set boundaries and limit exposure. 03:10 Tactic 2: Document your colleague’s transgressions and your successes. 04:30 Tactic 3: Bring the issue to someone in power (with caution!). 05:55 Tactic 4: Think long and hard about quitting. 06:50 OK, let’s review! Produced by Amy Gallo, Jessica Gidal, and Scott LaPierre Edited by Jessica Gidal Video by Andy Robinson Design by Riko Cribbs, Alex Belser, and Karen Player Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #DifficultCoworkers #AmyGallo #Harvard #HarvardBusinessSchool Copyright © 2023 Harvard Business School Publishing. All rights reserved.
New research shows that scheduling when you take breaks or switch tasks encourages creativity and helps you find more insightful answers to problems you are solving. Based on the HBR/Ascend article by Jackson G. Lu, Modupe Akinola, and Malia Mason: 🤍 This video is co-produced with 🤍Emeritus. You can find more co-productions from HBR and Emeritus on the Emeritus app: 🤍 Follow HBR: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Explainer #Creativity #Breaks #Tips #Work
Setup, conflict, resolution. You know right away when you see an effective chart or graphic. It hits you with an immediate sense of its meaning and impact. But what actually makes it clearer, sharper, and more effective? In this video, Scott Berinato, author of “Good Charts” and “Good Charts Workbook”, walks through the three essential ingredients of any storyincluding those told with data. - At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍
When you’re in the middle of a conflict, it’s common to automatically enter a “fight or flight” mentality. But it’s possible to interrupt this response and clear a path towards a more productive discussion. 00:00 Have you ever lost control during a heated argument at work? 00:28 Emotions are a chemical response to a difficult situation. 01:35 To stay calm, first acknowledge and label your feelings. 02:25 Next, focus on your body. 03:32 Use visualizations. 04:19 Focus on your breath. 04:52 Repeat a calming phrase or mantra. 05:08 Ok. Let’s review. Start by taking a deep breath and focusing on your body. Repeat a mantra to yourself such as “This isn’t about me,” “This will pass,” or “This is about the business.” And try to distance yourself from the negative emotion you’re feeling by labeling it: “He is so wrong about that and it’s making me mad becomes I’m having the thought that my coworker is wrong, and I’m feeling anger.” And don’t forget the value of taking a break. The more time you give yourself to process your emotions, the less intense they are likely to be. Reading list: 🤍 🤍 🤍 🤍 🤍 🤍 Produced by Amy Gallo, Jessica Gidal, and Scott LaPierre Video by Andy Robinson Edited by Jessica Gidal Animation by Alex Belser Design by Riko Cribbs and Karen Player Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #HowTo #Emotions Copyright © 2022 Harvard Business School Publishing. All rights reserved.
When you break the bounds of existing industries, competition becomes irrelevant. The business universe consists of two distinct kinds of space, which we think of as red and blue oceans. Red oceans represent all the industries in existence today—the known market space. In red oceans, industry boundaries are defined and accepted, and the competitive rules of the game are well understood. Here, companies try to outperform their rivals in order to grab a greater share of existing demand. As the space gets more and more crowded, prospects for profits and growth are reduced. Products turn into commodities, and increasing competition turns the water bloody. Blue oceans denote all the industries not in existence today—the unknown market space, untainted by competition. In blue oceans, demand is created rather than fought over. There is ample opportunity for growth that is both profitable and rapid. There are two ways to create blue oceans. In a few cases, companies can give rise to completely new industries, as eBay did with the online auction industry. But in most cases, a blue ocean is created from within a red ocean when a company alters the boundaries of an existing industry. This is what Cirque du Soleil did. In breaking through the boundary traditionally separating circus and theater, it made a new and profitable blue ocean from within the red ocean of the circus industry. - At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍
Here are ways to reliably create the conditions that make creativity a more predictable occurrence. Based on the HBR article by Joseph Grenny: 🤍 00:00 People often sort themselves into categories of creatives or non-creatives, but this is wrong. 00:45 You can create the right conditions to be creative following these principles. 01:08 Frame the problem. 01:30 Obey your curiosity. 01:55 Do things that don't interest you. 02:15 Keep a shoebox of experiences and good ideas. 02:34 Invite uncomfortable conversations. 03:00 Focus on creativity when it hits. Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Creativity #BeCreative #Harvard #HarvardBusinessSchool Copyright © 2023 Harvard Business School Publishing. All rights reserved.
What can leaders learn from both winning and losing? This is Part 1 of our series exploring what lessons major-league, professional sports coaches have for business leaders seeking to unlock human potential on their teams. New installments coming in June and July. Hosted by Ranjay Gulati, the Paul R. Lawrence MBA Class of 1942 Professor of Business Administration at Harvard Business School and author of "Deep Purpose: The Heart and Soul of High-Performance Companies". Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Sports #Coaches #Leadership #Coaching #Business #Work #Talent #Teamwork #Tenacity #Training #Transformation #NBA #NFL #MLBB #Harvard #HarvardBusinessSchool Copyright © 2023 Harvard Business School Publishing. All rights reserved.
Jonah Berger, professor at the Wharton School of the University of Pennsylvania, says that most of us aren’t approaching persuasion the right way. Pushing people to behave how you’d like them to or believe the same things you do just doesn’t work, no matter how much data you give or how many emotional appeals you make. Studying both psychology and business, he’s found better tactics for bringing people over to your side. One of the keys? Asking questions so people feel like they’re making the decision to change. Berger is the author of the book The Catalyst: How to Change Anyone’s Mind. (🤍 This episode originally aired on HBR IdeaCast on August 11, 2020. Listen to more HBR IdeaCast episodes here: 🤍 You can also listen to this episode on HBR.org, and wherever you listen to podcasts: - HBR.org (transcript available here): 🤍 - Apple Podcasts: 🤍 - Spotify: 🤍 - Stitcher: 🤍 - Google Podcasts: 🤍 Series Description: A weekly podcast featuring the leading thinkers in business and management. About Harvard Business Review: Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, books, and digital content and tools published on HBR.org, Harvard Business Review aims to provide professionals around the world with rigorous insights and best practices to help lead themselves and their organizations more effectively and to make a positive impact. Learn more at 🤍hbr.org. Chapters: 00:00 – Intro 1:36 - The Most Common Persuasion Mistake... 5:12 – ...and How to Overcome It 8:17- Possible Scenarios and Persuasion Techniques 18:15 – The Art of Being Subtle 20:02 – How to Negate Your Stubbornness 26:51- Outro Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #business #management Copyright © 2022 Harvard Business School Publishing. All rights reserved.
If you’re comfortable but bored at your current position, you’re in the danger zone. Here are some ways to keep growing without leaving your company. Whitney Johnson, an executive coach and author of "Disrupt Yourself", says we give a lot of airtime to building disruptive products and services, to buying and/or investing in disruptive companies, and we should. Both are vital engines of economic growth. But, the most overlooked engine of growth is the individual. If you are really looking to move the world forward, begin by innovating on the inside, and disrupt yourself. - At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍
First, realize there’s a difference between acting tough and actually being mentally strong. Developing mental strength takes practice, and involves overcoming our natural anxieties so we can handle difficult situations. Amy Morin, author of “13 Things Mentally Strong People Don't Do”, says it’s not about making sure you never fail, but telling yourself that you are strong enough to deal with failure when it inevitably happens. - At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍
They’re not being a jerk on purpose, and if you can understand what motivates them you’ll find a better way to co-exist, and maybe even thrive. 00:00 First, some good news and bad news about passive-aggressive coworkers. 00:42 Do these bad behaviors sound familiar? 01:10 Let’s define the term “passive-aggressive.” 01:32 Why are they behaving this way? 02:52 Tip 1: Avoid calling them “passive-aggressive.” 03:33 Tip 2: Focus on what they’re trying to say. 04:26 Tip 3: Don’t take the bait. 05:37 Tip 4: Get support from the team. 07:04 OK, let’s review! The tips in this Harvard Business Review Guide come from Amy Gallo’s book, “Getting Along: How to Work with Anyone (Even Difficult People)”, available here: 🤍 Produced by Amy Gallo and Scott LaPierre Video by Andy Robinson Design by Riko Cribbs, Alex Belser, and Karen Player Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #PassiveAggressive #Conflict Copyright © 2022 Harvard Business School Publishing. All rights reserved.
Here’s how to figure out if it’s time to move on to the next phase of your careerand if it is, how to do it right. 00:00 Feel like you might want to quit? 00:17 First, ask yourself these three questions 01:17 Before quitting: can anything be fixed? 01:58 How to tell your manager you quit 02:55 What reason should you give? 03:33 How much notice do you give? 04:11 What do you do once you’ve given notice? 05:03 Ok, let’s recap! Here’s a summary People everywhere are thinking about quitting their jobs. But how do you decide if this is the right decision for you? And if you do decide to quit, how do you give your notice and leave gracefully? This video collects HBR’s best advice on the topic and covers everything from how to tell your boss to how much notice to give. Reading list: How to Quit Your Job: An HBR Guide 🤍 Don’t Quit Your Job Before Asking Yourself These Questions 🤍 Are You Really Ready to Quit? 🤍 How to Ask for a Raise 🤍 What to Do When You Have a Bad Boss 🤍 Yes, You Can Quit Your Job Without Burning a Bridge 🤍 How to Quit Your Job Without Burning Bridges 🤍 How to Quit Your Job 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #HowTo #Quit
Of all the bad bosses out there, one of the most common–and most painful to work for–is the one who’s plagued by doubt. Here’s how to deal with them. 00:00 If you’ve ever doubted yourself because your boss doesn’t have faith in you, shoots down your ideas without explanation, or blames you for their lack of success, this video is for you. 00:34 How do you know if you’re dealing with an insecure boss? 01:05 Don’t try to retaliate! You’ll only make things worse. 01:30 A little self-doubt is normal, but here’s where it crosses the line. 02:41 Tactic 1: Remain patient. 03:25 Tactic 2: Frame your work as a joint effort. 04:05 Tactic 3: Signal that you’re not a threat. 04:45 Tactic 4: Flattery works–as long as it’s genuine. 05:25 Tactic 5: Restore their sense of control. 06:40 Realize though: You’re not going to change them. 07:00 Let’s recap! The tips in this Harvard Business Review Guide come from Amy Gallo’s book, “Getting Along: How to Work with Anyone (Even Difficult People)”, available here: 🤍 SEE ALSO: Managing 3 Types of Bad Bosses: 🤍 What to Do When You Have a Bad Boss: 🤍 Produced by Amy Gallo and Scott LaPierre Video by Andy Robinson Design by Riko Cribbs, Alex Belser, and Karen Player Follow us: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #BadBoss #Insecurity Copyright © 2022 Harvard Business School Publishing. All rights reserved.
How can an understated watch brand stand out against flashier, gem-encrusted offerings in China? Wei Song oversees Greater China for Rochat & Schmid, a 100-year-old Swiss maker of luxury timepieces. China is a critical market for the firm, but sales of watches have stalled there. The firm's competitors are going after China's luxury shoppers, who are younger and flashier than the traditional customer base, with new gem-encrusted products that offer "bling." To compete with them, Pearl Zhang, Song's VP of marketing, wants to launch a campaign featuring a Chinese singer with a huge social media following among Millennials. But Simon Carbonnier, R&S's chief creative officer back in Switzerland, is dead set against celebrity endorsements and anything that deviates from the brand's long-term value of "understated elegance." Should Song fight for Pearl's new campaignor not? Expert commentary on this case study is provided by Kent Wong and Martin Ganz. Script and audio production by Jessica Gidal Illustration by Ryan Inzana (🤍 Animation by Riko Cribbs Based on this HBR case study by Stephen Nason, Joseph Salvacruz, and JP Stevenson: 🤍 - At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: 🤍 Follow us: 🤍 🤍 🤍 🤍 🤍 #casestudy #harvardbusiness
Nir Eyal, an expert on technology and psychology, says that we all need to learn to be less distracted into activities that don’t help us achieve what we want to each day. Unwelcome behaviors can range from social media scrolling and bingeing on YouTube videos to chatting with colleagues or answering non-urgent emails. To break these habits, we start by recognizing that it is often our own emotions, not our devices, that distract us. We must then recognize the difference between traction (values-aligned work or leisure) and distraction (not) and make time in our schedules for more of the former. Eyal also has tips for protecting ourselves from the external distractions that do come at us and tools to force us to focus on bigger-picture goals. He is the author of the book Indistractable: How to Control Your Attention and Choose Your Life (🤍 This article originally aired on HBR IdeaCast on September 24, 2019. Listen to more HBR IdeaCast episodes on YouTube: 🤍 You can also listen to this episode on HBR.org, and wherever you listen to podcasts: - HBR.org (transcript available here): 🤍 - Apple Podcasts: 🤍 - Spotify: 🤍 - Stitcher: 🤍 - Google Podcasts: 🤍 Series Description: A weekly podcast featuring the leading thinkers in business and management. About Harvard Business Review: Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, books, and digital content and tools published on HBR.org, Harvard Business Review aims to provide professionals around the world with rigorous insights and best practices to help lead themselves and their organizations more effectively and to make a positive impact. Learn more at 🤍hbr.org. Chapters: 00:00 – Intro 1:33 – Distraction is Habitual 6:09 – Four Ways to Become Indistractable 11:29 – Managing External Distractions 14:43 – Time Boxing/Schedule Syncing 19:37 – Making Pacts with Yourself and Others 22:23 – Distraction at Work Is a Symptom of Cultural Dysfunction 26:24 – Outro Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #business #management Copyright © 2022 Harvard Business School Publishing. All rights reserved.
Part two of our four-part special series, Find Joy in Any Job, with Marcus Buckingham on how to design your work to focus on what you love. At a time when 41% of us are considering quitting our jobs, it’s time for us to understand why and what we can do about it. In this special series from HBR’s IdeaCast, we’re looking at how to craft your current job around the work you really love. In this episode, we’ll explain how to identify which tasks fit that bill and can lead you to a more fulfilling and successful career. IdeaCast co-host Alison Beard speaks with Marcus Buckingham, head of research on people and performance at the ADP Research Institute and author of the new book Love + Work. Listen to all Find Joy in Any Job episodes here: 🤍 You can also listen to this episode on HBR.org, and wherever you listen to podcasts: - HBR.org (transcript available here): 🤍 - Apple Podcasts: 🤍 - Spotify: 🤍 - Stitcher: 🤍 - Google Podcasts: 🤍 Series Description: HBR IdeaCast’s Find Joy in Any Job is a special four-part series with renowned management thinker Marcus Buckingham. At a time when 41% of us are considering quitting our current roles, we'll offer a better solution: a way to improve them. We'll capture voices from workers around the world and explore why so many feel unhappy and disengaged. We'll explain how to pinpoint the aspects of work that you do (or could) love and how to shift your responsibilities to those areas. Finally, we'll discuss how to build a team and organization full of people who love what they do. Marcus is the head of research on people and performance at the ADP Research Institute and author of the new book Love + Work (as well as co-author of the best-selling Nine Lies About Work). He'll be joined by IdeaCast co-host Alison Beard. About Harvard Business Review: Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, books, and digital content and tools published on HBR.org, Harvard Business Review aims to provide professionals around the world with rigorous insights and best practices to help lead themselves and their organizations more effectively and to make a positive impact. Learn more at 🤍hbr.org. Chapters: 00:00 Open 00:22 Intro 02:24 Find Things You Love in Any Job 08:07 Finding – and Focusing On – What You Love About Your Job 10:24 Loves Leads to Practice Leads to Performance 13:22 What’s Your Wyrd? 16:00 Look for Clues and Keep Track 18:41 Articulate What You Love and Loathe 21:35 Love is Fuel for Learning 27:23 Your Career is a Scavenger Hunt Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Joy #Job Copyright © 2022 Harvard Business School Publishing. All rights reserved.
Rafi Mohammed, founder of the consulting firm Culture of Profit, says a crisis or recession is not the time to panic and slash prices. He says leaders should instead reevaluate their price strategy — or develop one for the first time — to better respond to customers during the slump and keep them when the economy recovers. He shares examples of companies across a variety of industries that have created effective price strategies as well as his advice for changing prices in response to Covid-19. Mohammed is the author of The 1% Windfall: How Successful Companies Use Price to Profit and Grow. (🤍 This episode originally aired on HBR IdeaCast in on July 7, 2020. Listen to more HBR IdeaCast episodes here: 🤍 You can also listen to this episode on HBR.org, and wherever you listen to podcasts: - HBR.org (transcript available here): 🤍 - Apple Podcasts: 🤍 - Spotify: 🤍 - Stitcher 🤍 - Google Podcasts: 🤍 Series Description: A weekly podcast featuring the leading thinkers in business and management. About Harvard Business Review: Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, books, and digital content and tools published on HBR.org, Harvard Business Review aims to provide professionals around the world with rigorous insights and best practices to help lead themselves and their organizations more effectively and to make a positive impact. Learn more at 🤍hbr.org. Chapters: 00:00 – Intro 1:54 – How to Prevent Major Losses 4:48 – Responding to a Hit to Your Demand 8:11 – Being Transparent with Customers 11:26 – Responding to a Surge in Demand 13:21 – When Customers Don’t Like Your Pricing Strategy 17:02 – Knowing When to Raise Your Prices 20:16- Outro Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #business #management Copyright © 2022 Harvard Business School Publishing. All rights reserved.
Tsedal Neeley, professor at Harvard Business School, has been studying remote work and global teams for years. In episode 732 early in the pandemic, she shared how managers could lead their teams while many team members worked from home. Now, as more people return to more in-person work, she’s back on the show to help managers lead their teams effectively in a hybrid workplace, a mix of working from home and the office. Neeley is the author of the book Remote Work Revolution: Succeeding from Anywhere, and the HBR article “15 Questions About Remote Work Answered.” This episode originally aired on HBR IdeaCast on July 27, 2021. Listen to more HBR IdeaCast episodes on YouTube: 🤍 You can also listen to this episode on HBR.org, and wherever you listen to podcasts: - HBR.org (transcript available here): 🤍 - Apple Podcasts: 🤍 - Spotify: 🤍 - Stitcher 🤍 - Google Podcasts: 🤍 Series Description: A weekly podcast featuring the leading thinkers in business and management. About Harvard Business Review: Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, books, and digital content and tools published on HBR.org, Harvard Business Review aims to provide professionals around the world with rigorous insights and best practices to help lead themselves and their organizations more effectively and to make a positive impact. Learn more at 🤍hbr.org. Chapters: 00:00 – Intro 1:31 – Flexibility 5:55 – Can Tech Replace 1-1 Contact? 9:11 – Why Force People to Come to the Office? 12:39 – DEI While Hybrid 15:29 – Building Trust While Hybrid 18:22 – Deciding to Stay Home or Go In 21:10 – If You’re More Productive at Home 24:34- Outro Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #business #management Copyright © 2022 Harvard Business School Publishing. All rights reserved.
After one of the greatest winning streaks in all of sports, the team principal for Mercedes-AMG Petronas—arguably the most impressive team in F1 racing history—finally had a losing season. He shares what he's learned, what’s changed about his leadership style, and what’s not. Harvard Business School professor Anita Elberse, who co-wrote a case study on Wolff’s management style and practices, interviews him about looking back at a tough season, and looking forward. Read more about Wolff and Prof. Elberse’s findings in this HBR article: 🤍 00:00 Looking back on a season that didn’t go exactly as planned. 01:13 How do you cope emotionally with losing? 02:30 The dangers of getting used to not finishing first. 03:00 What went wrong this season? 05:30 Micromanaging may work when you're wining, but what about when you lose? 07:37 Are you a different leader after this last season? 08:52 Is there one key lesson from this? Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #TotoWolff #F1 Copyright © 2022 Harvard Business School Publishing. All rights reserved. #Leadership #Management #Winning #Racing #Sports #CaseStudy #HarvardBusinessSchool #Harvard
Part three of our four-part special series, Find Joy in Any Job, with Marcus Buckingham on how to design your work to focus on what you love. A lot of us are feeling unhappy and disengaged at work – and that started long before the pandemic. A big part of the problem, says Marcus Buckingham, is that we don’t take the initiative to do more of the tasks that we truly love. After identifying what most energizes and excites you about your current role or employer, you can try a host of strategies to shape your work around those things. In this special series from HBR, we’re looking at how to find love in your work. In this episode, we explain how to shift your current role to focus on what really drives you. IdeaCast co-host Alison Beard speaks with Marcus Buckingham, head of research on people and performance at the ADP Research Institute and author of the new book Love + Work. Listen to all Find Joy in Any Job episodes here: 🤍 You can also listen to this episode on HBR.org, and wherever you listen to podcasts: - HBR.org (transcript available here): 🤍 - Apple Podcasts: 🤍 - Spotify: 🤍 - Stitcher: 🤍 - Google Podcasts: 🤍 Series Description: HBR IdeaCast’s Find Joy in Any Job is a special four-part series with renowned management thinker Marcus Buckingham. At a time when 41% of us are considering quitting our current roles, we'll offer a better solution: a way to improve them. We'll capture voices from workers around the world and explore why so many feel unhappy and disengaged. We'll explain how to pinpoint the aspects of work that you do (or could) love and how to shift your responsibilities to those areas. Finally, we'll discuss how to build a team and organization full of people who love what they do. Marcus is the head of research on people and performance at the ADP Research Institute and author of the new book Love + Work (as well as co-author of the best-selling Nine Lies About Work). He'll be joined by IdeaCast co-host Alison Beard. About Harvard Business Review: Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, books, and digital content and tools published on HBR.org, Harvard Business Review aims to provide professionals around the world with rigorous insights and best practices to help lead themselves and their organizations more effectively and to make a positive impact. Learn more at 🤍hbr.org. Chapters: 00:00 Open 00:35 Intro 02:24 Turn What You Love Into a Contribution 04:54 Manage Up To Maximize What You Love 09:24 How To Stop Doing What You Loathe 13:00 Look Through a Lens of Love 14:06 How This Affects Teams 17:03 Formalize a Role Shift 19:37 Embrace Others’ Loves and Strengths 22:08 Side Hustles as a Solution 24:22 Outcomes of Improving Your Role Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #Joy #Job Copyright © 2022 Harvard Business School Publishing. All rights reserved.
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Sur ce compte il aura que des tik tok de rayane. Hbr
When we discuss this issue, feminists answer with the same tired platitudes: It’s rare so it doesn’t matter. If he has nothing to hide, he as nothing to fear. It’s not even harmful to him, so it’s no big deal. Well, do you consider driving a teenager to suicide harmful enough to take it seriously? Tune in Thursday, May 4th, 2023 to hear more. More listing and viewing options are available at 🤍 Tonight’s article: 🤍 Want more? 🤍 = Support the badgers: 🤍 Patreon us on patreon: 🤍 Subscribe to us on minds 🤍 Follow us on twitter! 🤍 Join our Facebook group! 🤍 Watch us on twitch! 🤍 Brian - 🤍 Max Derrat - 🤍 Hannah - 🤍 Prim Reaper - 🤍 Karen - 🤍 Alison - 🤍 Anna - 🤍 Mike - 🤍 Aydin - 🤍 Deborah Powney - 🤍
Suzanne Peterson, associate professor at Thunderbird School of Global Management, says many talented professionals get held back from leadership roles because of relatively intangible reasons. She argues aspiring managers can intentionally alter their everyday interactions in small ways to have a large influence on their professional reputation. She explains how to adopt markers of different leadership styles to be seen as both influential and likable. Peterson is a coauthor of the HBR article “How to Develop Your Leadership Style: Concrete Advice for a Squishy Challenge.” (🤍 This episode originally aired on HBR IdeaCast on November 6, 2020. Listen to more HBR IdeaCast episodes here: 🤍 You can also listen to this episode on HBR.org, and wherever you listen to podcasts: - HBR.org (transcript available here): 🤍 - Apple Podcasts: 🤍 - Spotify: 🤍 - Stitcher: 🤍 - Google Podcasts: 🤍 Series Description: A weekly podcast featuring the leading thinkers in business and management. About Harvard Business Review: Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, books, and digital content and tools published on HBR.org, Harvard Business Review aims to provide professionals around the world with rigorous insights and best practices to help lead themselves and their organizations more effectively and to make a positive impact. Learn more at 🤍hbr.org. Chapters: 00:00 – Intro 4:05 – Power vs. Attractive Styles 11:48 – How Do I Adapt My Leadership Style? 14:24 – Adapting Your Style as a Woman or Person of Color 17:26 – How Did the Pandemic Change All This? 18:57 – Examples of Balanced Leaders 21:08 – Outro Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #business #management Copyright © 2022 Harvard Business School Publishing. All rights reserved.
Giveaway for free skins! - 🤍 Hawksnest -🤍 My Other Channels! Stream Channel - 🤍 Highlights Channel - 🤍 Clips Channel - 🤍 My Social Medias! Twitter - 🤍 Instagram - 🤍 Facebook - 🤍 Business Email - ferg🤍tribegaming.gg Personal Business Email - Fergbusinessemail🤍gmail.com I am previously a multiple game #1 Player on the mobile platform Some past accomplishments - #1 COD Mobile Ranked Leaderboards (Longest #1 held in games history) #1 Fortnite Mobile K/D and Win Percentage Leaderboards for both Solo and Squad even tho I only played Solo Squad. (Also Longest hold of #1 in games history) #1 Rules Of Survival Solo Player, Rules Of Survivals only MVP, Own personalized 'Ferg' Gun skin in game, All billboards in the game with my brand on them for 5 months, personalized own character skin also an RGS Champion with the most kills and highest KDR of whole tournament. #1 Cyber Hunter Leaderboards Season 1 (Only played the game to get #1 and then switched to COD : Mobile beta). Editor - 🤍 Intro - 🤍 #CODM #CODMobile #CallOfDutyMobile Tribe Gaming 🤍 🤍 🤍
Kieran Setiya, a philosophy professor at MIT, says many people experience a mid-career crisis. Some have regrets about paths not taken or serious professional missteps; others feel a sense of boredom or futility in their ongoing streams of work. The answer isn’t always to find a new job or lobby for a promotion. Motivated by his own crisis, Setiya started looking for ways to cope and discovered several strategies that can help all of us shift our perspective on our careers and get out of the slump without jumping ship. He is the author of the HBR article “Facing Your Mid-Career Crisis.” This episode originally aired on HBR IdeaCast on February 12, 2019. Listen to more HBR IdeaCast episodes here: 🤍 You can also listen to this episode on HBR.org, and wherever you listen to podcasts: - HBR.org (transcript available here): 🤍 - Apple Podcasts: 🤍 - Spotify: 🤍 - Stitcher: 🤍 - Google Podcasts: 🤍 Series Description: A weekly podcast featuring the leading thinkers in business and management. About Harvard Business Review: Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, books, and digital content and tools published on HBR.org, Harvard Business Review aims to provide professionals around the world with rigorous insights and best practices to help lead themselves and their organizations more effectively and to make a positive impact. Learn more at 🤍hbr.org. Chapters: 00:00 – Intro 2:11 – Midlife vs. Mid-Career Crisis 6:29 – The Grand Cartoon of Lives Unlived 12:09 – Shifting Your Mindset About Work 19:55 – To Change Careers, or Not 24:49 - Outro Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #business #management Copyright © 2022 Harvard Business School Publishing. All rights reserved.
My Other Channels! Stream Channel - 🤍 Highlights Channel - 🤍 Clips Channel - 🤍 My Social Medias! Twitter - 🤍 Instagram - 🤍 Facebook - 🤍 Business Email - ferg🤍tribegaming.gg Personal Business Email - Fergbusinessemail🤍gmail.com I am previously a multiple game #1 Player on the mobile platform Some past accomplishments - #1 COD Mobile Ranked Leaderboards (Longest #1 held in games history) #1 Fortnite Mobile K/D and Win Percentage Leaderboards for both Solo and Squad even tho I only played Solo Squad. (Also Longest hold of #1 in games history) #1 Rules Of Survival Solo Player, Rules Of Survivals only MVP, Own personalized 'Ferg' Gun skin in game, All billboards in the game with my brand on them for 5 months, personalized own character skin also an RGS Champion with the most kills and highest KDR of whole tournament. #1 Cyber Hunter Leaderboards Season 1 (Only played the game to get #1 and then switched to COD : Mobile beta). Editor - 🤍 Intro - 🤍 #CODM #CODMobile #CallOfDutyMobile Tribe Gaming 🤍 🤍 🤍
Misandric narratives in feminism have traditionally sheltered behind and beneath more easily accepted narratives about female vulnerability and disadvantage. Meanwhile, society’s compassion for men is limited, and discussion about male vulnerability and disadvantage often falls on unreceptive ears. Is this changing? An article for the center for male psychology, written by Dr. John Barry, provides some hope. Tune in Thursday, April 27th, 2023 to hear more. More listing and viewing options are available at 🤍 Tonight’s article: 🤍 Want more? 🤍 = Support the badgers: 🤍 Patreon us on patreon: 🤍 Subscribe to us on minds 🤍 Follow us on twitter! 🤍 Join our Facebook group! 🤍 Watch us on twitch! 🤍 Brian - 🤍 Max Derrat - 🤍 Hannah - 🤍 Prim Reaper - 🤍 Karen - 🤍 Alison - 🤍 Anna - 🤍 Mike - 🤍 Aydin - 🤍
In this repeat episode, we honor the legacy of HBS professor Clayton Christensen, who passed away on January 23, 2020. The legendary management thinker was best known for his influential theory of “disruptive innovation,” which inspired a generation of executives and entrepreneurs. This HBR IdeaCast interview was originally published in 2016. This episode originally aired on HBR IdeaCast on January 27, 2020. Listen to more HBR IdeaCast episodes on YouTube: 🤍 You can also listen to this episode on HBR.org, and wherever you listen to podcasts: - HBR.org (transcript available here): 🤍 - Apple Podcasts: 🤍 - Spotify: 🤍 - Stitcher 🤍 - Google Podcasts: 🤍 Series Description: A weekly podcast featuring the leading thinkers in business and management. About Harvard Business Review: Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, books, and digital content and tools published on HBR.org, Harvard Business Review aims to provide professionals around the world with rigorous insights and best practices to help lead themselves and their organizations more effectively and to make a positive impact. Learn more at 🤍hbr.org. Chapters: 00:00 – Intro 1:42 – Hiring a Milkshake 9:27 – Customers Hire Products for Jobs to Be Done 17:08 – Integrating Around a Job (Time Warner-AT&T Merger) 19:11 – Identifying Threats & Opportunities via Jobs to Be Done 25:55- Outro Follow Harvard Business Review: 🤍 🤍 🤍 🤍 🤍 Sign up for Newsletters: 🤍 #HarvardBusinessReview #business #management Copyright © 2022 Harvard Business School Publishing. All rights reserved.
Support the channel (and your growth) by purchasing the book here: 🤍 Listen to this books podcast here: 🔴SUBSCRIBE NOW ➤ 🤍 Watch My First YouTube Video: 🤍 LINKEDIN ➤ 🤍 INSTAGRAM ➤ 🤍 TWITTER ➤ 🤍 FACEBOOK ➤ 🤍 SNAPCHAT ➤ 🤍 how to manage my boss manage my boss HBR Harvard Business Review Omar M Khateeb Mind Loom Mind Loom Book Review Book Review Book Summary career development career tips how to manage my career
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