What we have been driving at in this monkey-on-the-back analogy is that managers can transfer initiative back to their subordinates and keep it there. We have tried to highlight a truism as obvious as it is subtle: namely, before developing initiative in subordinates, the manager must see ...
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But when you start to think beyond “meeting diversity metrics” and start to think about building balanced teams, those are potentially your strongest opportunities for impact. HBR research has proven that diverse teams perform better, but you only get those benefits if each team has a variety ...
by William Oncken, Jr., and Donald L. Wass Commentary by Stephen R. Covey The burdens of subordinates always seem to end up on the manager’s HY I S I T T HAT MANAGER S ARE W typically running out of time back. Here’s while their subordinates are typically running out of work?
#8. HBR’s 10 Must Reads on Strategic Marketing – by Clayton M. Christensen If you read nothing else on how to create a competitive edge, these ten articles from the Harvard Business Review will help you get a bird’s eye view of your brand’s strengths and weaknesses. ...
Learn to elevate employee experience and prepare for the future era of work with expert-led sessions that unveil the latest HR research and strategies. Learn more How to make the most out of your employee feedback How to create surveys that capture genuine employee insights. ...