Summary. Reprint: R1206C Few managerial transitions are more difficult than making the move from leading a function to leading an entire enterprise for the first time. The scope and complexity of the job increase dramatically, in ways that can leave executives feeling overwhelmed and uncertain. It truly is different at the top. But how, exactly? Career transition expert Michael Watkins set out to
In these difficult times, we’ve made a number of our coronavirus articles free for all readers. To get all of HBR’s content delivered to your inbox, sign up for the Daily Alert newsletter. As policymakers around the world struggle to combat the rapidly escalating Covid-19 pandemic, they find themselves in uncharted territory. Much has been written about the practices and policies used in countries
Summary. What makes a good listener? Most people think is comes down to three components: not interrupting the speaker, following along with facial expressions, and being able to repeat back almost verbatim what the speaker has just said. According to research from Zenger and Folkman, however, we’re doing it all wrong. Instead of thinking of a good listener as a sponge —absorbing everything but pr
Summary. When Julie Zhuo, Facebook’s vice president of design, first began managing a team, it consisted of just a handful of people. And then it doubled. Every few years, it doubled again. At each of these points, Zhuo felt like she had an entirely different job. While the core principles of management stayed the same, the day-to-day changed significantly. People often ask her what’s different a
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