Harvard Business Review Press

Do Lunch or Be Lunch: A Provocative Argument for Predictability in Business

A Refreshing Antidote to the Change Mania

In a world saturated with business books touting the virtues of constant reinvention and change, **Do Lunch or Be Lunch** offers a refreshing and thought-provoking alternative. Author Howard Stevenson argues that predictability, not change, is the most powerful tool in the management toolbox.

The Power of Predictability

People join organizations with the hope of shaping a desirable future. But achieving that future hinges on the ability to predict the behavior of colleagues and, in turn, make one's own actions predictable. It is this mutual predictability that fosters successful organizations and ensures individual and collective survival in the competitive landscape.

The Perils of Unpredictability

Stevenson cautions against the growing trend of unpredictability in business organizations. Arbitrary dismissals, self-interest-driven decisions, and constant change initiatives create a chaotic environment that undermines both individual and organizational success.

Predictability and Change: Not Mutually Exclusive

Stevenson debunks the misconception that predictability and change are mutually exclusive. While change is inevitable, he argues that organizations must prioritize understanding and preparing for the consequences of change before implementing it. This approach fosters stability and ensures that change is strategically managed for optimal results.

A Practical Guide to Predictability

**Do Lunch or Be Lunch** provides practical tools and insights for individuals and organizations to cultivate predictability and navigate change effectively. The book delves into:

* **Honing Predictive Powers:** Developing the ability to anticipate and predict future scenarios.

* **Decision-Making:** Making informed decisions based on a clear understanding of potential outcomes.

* **Risk Management:** Identifying and mitigating risks to ensure organizational stability.

* **Conflict Resolution:** Understanding and resolving conflicts within the framework of predictability.

* **Improving Human Interactions:** Building stronger relationships through predictable and reliable communication.

A Must-Read for Leaders and Individuals

**Do Lunch or Be Lunch** is a highly readable and engaging exploration of the crucial role of predictability in business and personal success. This passionate and down-to-earth guide challenges conventional wisdom, encourages thoughtful reflection, and inspires action. It is a valuable resource for anyone seeking to navigate the complexities of change and foster a sustainable and successful future.

Reinventing Jobs: Tối ưu hóa sự kết hợp giữa con người và máy móc

Giới thiệu

Thế giới đang thay đổi nhanh chóng với sự bùng nổ của tự động hóa và trí tuệ nhân tạo. Các tổ chức, doanh nghiệp phải đối mặt với những thách thức mới trong việc ứng dụng các công nghệ này, từ việc xác định thời điểm, vị trí áp dụng tự động hóa đến việc tối ưu hóa sự kết hợp giữa con người và máy móc. Liệu con người có bị thay thế hoàn toàn bởi máy móc? Làm thế nào để thích ứng với những thay đổi không ngừng của công nghệ và tự động hóa?

**Reinventing Jobs** là câu trả lời cho những câu hỏi nan giải này. Cuốn sách là sản phẩm của hai chuyên gia hàng đầu về nhân sự và nguồn nhân lực, Ravin Jesuthasan và John Boudreau. Thay vì tập trung vào việc con người bị thay thế bởi máy móc, cuốn sách cung cấp một phương pháp tiếp cận mới, hướng đến việc tối ưu hóa sự kết hợp giữa con người và tự động hóa, từ đó tạo ra hiệu quả và lợi nhuận cao hơn.

Phương pháp tiếp cận độc đáo

Dựa trên nghiên cứu sơ cấp đột phá, **Reinventing Jobs** đưa ra một phương pháp tiếp cận độc đáo, bao gồm bốn bước rõ ràng: **phân tích, tối ưu hóa, tự động hóa và tái cấu trúc**.

* **Phân tích:** Xác định lại bản chất của công việc, phân tích các nhiệm vụ và giá trị của chúng.

* **Tối ưu hóa:** Xác định các nhiệm vụ quan trọng nhất, những nhiệm vụ có thể tự động hóa và những nhiệm vụ cần con người thực hiện.

* **Tự động hóa:** Áp dụng công nghệ tự động hóa vào các nhiệm vụ phù hợp, giải phóng con người khỏi những công việc đơn điệu, lặp đi lặp lại.

* **Tái cấu trúc:** Tái cấu trúc lại công việc dựa trên sự kết hợp tối ưu giữa con người và máy móc, tạo ra những vai trò mới, hiệu quả hơn.

Nội dung chính của sách

**Reinventing Jobs** không chỉ cung cấp một khung lý thuyết đầy đủ mà còn hướng dẫn thực tiễn, trang bị cho người đọc những công cụ cần thiết để áp dụng phương pháp 4 bước một cách hiệu quả. Cuốn sách giải thích cách thức xác định giá trị của các nhiệm vụ, cách phân bổ nhiệm vụ cho con người và máy móc một cách hợp lý, cũng như cách thức tái cấu trúc công việc để đạt hiệu quả tối ưu.

Bằng việc kết hợp kiến thức lý thuyết và thực tiễn, **Reinventing Jobs** mang đến cho độc giả một cái nhìn toàn diện về tương lai của công việc và vai trò của con người trong kỷ nguyên tự động hóa. Cuốn sách là một nguồn tài liệu quý giá dành cho các nhà lãnh đạo, quản lý, chuyên gia nhân sự, giúp họ đưa ra những quyết định chiến lược phù hợp để thích ứng với sự thay đổi của thị trường lao động trong tương lai.

Review nội dung sách

**Reinventing Jobs** là một cuốn sách cần thiết cho bất kỳ ai quan tâm đến tương lai của công việc, đặc biệt là những người đang dẫn dắt doanh nghiệp, tổ chức trong thời đại chuyển đổi số. Cuốn sách không chỉ cung cấp những giải pháp cho những vấn đề đang được đặt ra mà còn khơi gợi suy nghĩ về vai trò của con người trong tương lai.

Với ngôn ngữ rõ ràng, mạch lạc, minh họa bằng nhiều ví dụ thực tế, **Reinventing Jobs** là một cuốn sách dễ tiếp cận, hữu ích cho tất cả mọi người, từ nhà lãnh đạo doanh nghiệp, nhà quản lý, chuyên gia nhân sự đến những người lao động.

**Kết luận:** **Reinventing Jobs** là một cuốn sách đáng đọc, cung cấp những kiến thức và kỹ năng cần thiết để thích ứng với kỷ nguyên tự động hóa, giúp doanh nghiệp, tổ chức và con người đạt được sự phát triển bền vững trong tương lai.

<p>Does it seem like you never have enough time to get everything done? Keeping on top of your tasks, deadlines, and work schedule can be daunting.&nbsp;Managing Time&nbsp;quickly walks you through the basics. You’ll learn to:</p>

<p>- Assess how you spend your time&nbsp;now</p>

<p>- Prioritize your tasks</p>

<p>- Plan the right time to work on each one</p>

<p>- Avoid procrastination and interruptions</p>

<p>Don't have much time? Get up to speed fast on the most essential business skills with&nbsp;HBR's 20-Minute Manager&nbsp;series. Whether you need a crash course or a brief refresher, each book in the series is a concise, practical primer that will help you brush up on a key management topic. Advice you can quickly read and apply, for ambitious professionals and aspiring executives--from the most trusted source in business. Also available as an ebook.</p>

<p>HBR Guide To Smarter Networking (HBR Guide Series)</p>

<p>Make the connections that will help you succeed—and advance faster.</p>

<p>Networking doesn't stop once you've landed the job. Building a high-quality, diverse network is key to learning and growth, influencing others, and launching your ideas. But how do you move beyond small talk and cold emails to building a network that is strategic and effective, made up of authentic relationships?</p>

<p>The HBR Guide to Smarter Networking will give you the tools you need to connect confidently, get your initiatives off the ground, and move up in your career.</p>

<p>This guide will help you:</p>

<p>- Make great first impressions

- Connect better at conferences—in-person or virtual

- Reach out to find your next job

- Overcome obstacles to building your network

- Avoid networking burnout

- Keep your network healthy over the long haul</p>

<p>Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.</p>

<p>Managing Your Scarcest Resources</p>

<p>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. There's plenty of advice about how to manage them, but most of it focuses on individual actions. What's really needed are&nbsp;organizational&nbsp;solutions that can unleash a company's full productive power and enable it to outpace competitors.</p>

<p>Building off of the popular&nbsp;Harvard Business Review&nbsp;article "Your Scarcest Resource," Michael Mankins and Eric Garton, Bain &amp; 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&nbsp;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. With practical advice for using the framework and in-depth examples of how the best companies manage their people's time, talent, and energy with as much discipline as they do their financial capital, this book shows managers how to create a virtuous circle of high performance.</p>

<p>Every day begins with the same challenge: too many tasks on your to-do list and not enough time to accomplish them. Perhaps you tell yourself to just buckle down and get it all done―skip lunch, work a longer day. Maybe you throw your hands up, recognize you can't do it all, and just begin fighting the biggest fire or greasing the squeakiest wheel.</p>

<p>And yet you know how good it feels on those days when you're working at peak productivity, taking care of difficult and meaty projects while also knocking off the smaller tasks that have been hanging over your head forever. Those are the times when your day didn't run you―you ran your day. To have more of those days more often, you need to discover what works for you given your strengths, your preferences, and the things you&nbsp;must&nbsp;accomplish.</p>

<p>Whether you're an assistant or the CEO, whether you've been in the workforce for 40 years or are just starting out, this guide will help you be more productive. You'll discover different ways to:</p>

<p>- Motivate yourself to work when you really don't want to</p>

<p>- Take on less, but get more done</p>

<p>- Preserve time for your most important work</p>

<p>- Improve your focus</p>

<p>- Make the most of small pockets of time between meetings</p>

<p>- Set boundaries with colleagues―without alienating them</p>

<p>- Take time off without tearing your hair out</p>

<p>Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.</p>

<p>Good Habits (HBR Emotional Intelligence Series)</p>

<p>Improve the way you work—and feel—by forming better habits.</p>

<p>We all have habits. Some of them we've carefully established; others we may have simply fallen into. Some help us get our work done; others hold us back.</p>

<p>This book explores how to change your behavior to break counterproductive tendencies, combat everyday stressors, and ultimately reach your goals at work and in life.</p>

<p>This volume includes the work of:</p>

<p>James Clear

Rasmus Hougaard

Jacqueline Carter

Whitney Johnson

How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.</p>

<p>Bring strategy into your daily work.</p>

<p>It's your responsibility as a manager to ensure that your work--and the work of your team--aligns with the overarching objectives of your organization. But when you're faced with competing projects and limited time, it's difficult to keep strategy front of mind. How do you keep your eye on the long term amid a sea of short-term demands?</p>

<p>The&nbsp;HBR Guide to Thinking Strategically&nbsp;provides practical advice and tips to help you see the big-picture perspective in every aspect of your daily work, from making decisions to setting team priorities to attacking your own to-do list.</p>

<p>You'll learn how to:</p>

<p>- Understand your organization's strategy</p>

<p>- Align your team around key objectives</p>

<p>- Focus on the priorities that matter most</p>

<p>- Spot trends in your company and in your industry</p>

<p>- Consider future outcomes when making decisions</p>

<p>- Manage trade-offs</p>

<p>Life's too short to be unhappy at work</p>

<p>"I'm working harder than I ever have, and I don't know if it's worth it anymore." If you're a manager or leader, these words have probably run through your mind. So many of us are feeling fed up, burned out, and unhappy at work: the constant pressure and stress, the unending changes, the politics--people feel as though they can't give much more, and performance is suffering.</p>

<p>But it's&nbsp;work, after all, right? Should we even expect to be fulfilled and happy at work?</p>

<p>Yes, we should, says Annie McKee, coauthor of the bestselling&nbsp;Primal Leadership. In her new transformative book, she makes the most compelling case yet that happiness--and the full engagement that comes with it--is more important than ever in today's workplace, and she sheds new light on the powerful relationship of happiness to individual, team, and organizational success.</p>

<p>Based on extensive research and decades of experience with leaders, this book reveals that people must have three essential elements in order to be happy at work:</p>

<p>- A sense of purpose and the chance to contribute to something bigger than themselves</p>

<p>- A vision that is powerful and personal, creating a real sense of hope</p>

<p>- Resonant, friendly relationships</p>

<p>With vivid and moving real-life stories, the book shows how leaders can use these powerful pillars to create and sustain happiness even when they're under pressure. By emphasizing purpose, hope, and friendships they can also ensure a healthy, positive climate for their teams and throughout the organization.</p>

<p>How to Be Happy at Work&nbsp;deepens our understanding of what it means to be truly fulfilled and effective at work and provides clear, practical advice and instruction for how to get there--no matter what job you have.</p>

<p>HBR Guide To Being A Great Boss</p>

<p>Are you a good boss—or a great one?</p>

<p>Good bosses can handle the day-to-day work of running a team. Great bosses go beyond that, finding ways to help employees become better versions of themselves as people and professionals. But as a manager, how do you reach that next level?</p>

<p>The HBR Guide to Being a Great Boss contains practical tips and advice to help you become a more well-rounded leader, one who sparks creativity, engagement, collaboration, and growth in your team. You'll learn how to:</p>

<p>- Magnify your people's strengths

- Create a welcoming, inclusive culture

- Communicate effectively—and regularly—with your team

- Challenge your people to grow beyond their current limits

- Recognize and reward good work

- Establish yourself as a trustworthy leader and colleague</p>

<p>Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.</p>

<p>HBR's 10 Must Reads On High Performance</p>

<p>Set yourself on the path to greatness.</p>

<p>If you read nothing else on performing at your highest level, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you learn what successful people do differently, find inspiration in your work, and achieve your full potential.</p>

<p>This book will inspire you to:</p>

<p>- Identify the patterns that are holding you back

- Turn weaknesses into strengths and strengths into success

- Form the right habits to reach your goals

- Focus on the work that matters most

- Avoid the pitfalls of being a star performer

- Set the stage for others to excel</p>

<p>This collection of articles includes "The Making of an Expert," by K. Anders Ericsson, Michael J. Prietula, and Edward T. Cokely; "Managing Oneself," by Peter F. Drucker; "Are You a High Potential?," by Douglas A. Ready, Jay A. Conger, and Linda A. Hill, "Making Yourself Indispensable," by John H. Zenger, Joseph R. Folkman, and Scott K. Edinger; "How to Play to Your Strengths," by Laura Morgan Roberts, Gretchen Spreitzer, Jane Dutton, Robert Quinn, Emily Heaphy, and Brianna Barker Caza; "The Power of Small Wins," by Teresa M. Amabile and Steven J. Kramer; "Nine Things Successful People Do Differently," by Heidi Grant; "Make Time for the Work That Matters," by Julian Birkinshaw and Jordan Cohen; "Don't Be Blinded by Your Own Expertise," by Sydney Finkelstein; "Mindfulness in the Age of Complexity," by Ellen Langer and Alison Beard; "Primal Leadership," by Daniel Goleman, Richard Boyatzis, and Annie McKee; and "The Right Way to Form New Habits," by James Clear and Alison Beard.</p>

<p>HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.</p>

<p>A well-crafted business plan generates enthusiasm for your idea and boosts your odds of success--whether you're proposing a new initiative within your organization or starting an entirely new company.&nbsp;Creating Business Plans&nbsp;quickly walks you through the basics. You'll learn to:</p>

<p>Present your idea clearly</p>

<p>Develop sound financial plans</p>

<p>Project risks--and rewards</p>

<p>Anticipate and address your audience's concerns</p>

<p>Don't have much time? Get up to speed fast on the most essential business skills with&nbsp;HBR's 20-Minute Manager&nbsp;series. Whether you need a crash course or a brief refresher, each book in the series is a concise, practical primer that will help you brush up on a key management topic. Advice you can quickly read and apply, for ambitious professionals and aspiring executives--from the most trusted source in business. Also available as an ebook.</p>

<p>HBR Guide To AI Basics For Managers (HBR Guide Series)</p>

<p>AI is ready for business. Are you ready for AI?</p>

<p>From financial modeling and product design to performance management and hiring decisions, AI and machine learning are becoming everyday tools for managers at businesses of all sizes. But AI systems come with benefits and downsides—and if you can't make sense of them, you're not going to make the right decisions.</p>

<p>Whether you need to get up to speed quickly or need a refresher, or you're working with an AI expert for the first time, the HBR Guide to AI Basics for Managers will give you the information and skills you need to succeed.</p>

<p>You'll learn how to:</p>

<p>- Understand key AI terms and concepts

- Recognize which of your projects would benefit from AI

- Work more effectively with your data team

- Hire the right AI vendors and consultants

- Deal with ethical risks before they arise

- Scale AI across your organization</p>

<p>Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.</p>

<p>In his defining work on emotional intelligence, bestselling author Daniel Goleman found that it is twice as important as other competencies in determining outstanding leadership.</p>

<p>If you read nothing else on emotional intelligence, read these 10 articles by experts in the field. We’ve combed through hundreds of articles in the&nbsp;Harvard Business Review&nbsp;archive and selected the most important ones to help you boost your emotional skills—and your professional success.</p>

<p>This book will inspire you to:</p>

<p>- Monitor and channel your moods and emotions</p>

<p>- Make smart, empathetic people decisions</p>

<p>- Manage conflict and regulate emotions within your team</p>

<p>- React to tough situations with resilience</p>

<p>- Better understand your strengths, weaknesses, needs, values, and goals</p>

<p>- Develop emotional agility</p>

<p>This collection of articles includes: “What Makes a Leader” by Daniel Goleman, “Primal Leadership: The Hidden Driver of Great Performance” by Daniel Goleman, Richard Boyatzis, and Annie McKee, “Why It’s So Hard to Be Fair” by Joel Brockner, “Why Good Leaders Make Bad Decisions” by Andrew Campbell, Jo Whitehead, and Sydney Finkelstein, “Building the Emotional Intelligence of Groups” by Vanessa Urch Druskat and Steve B. Wolff, “The Price of Incivility: Lack of Respect Hurts Morale—and the Bottom Line” by Christine Porath and Christine Pearson, “How Resilience Works” by Diane Coutu, “Emotional Agility: How Effective Leaders Manage Their Negative Thoughts and Feelings” by Susan David and Christina Congleton, “Fear of Feedback” by Jay M. Jackman and Myra H. Strober, and “The Young and the Clueless” by Kerry A. Bunker, Kathy E. Kram, and Sharon Ting.</p>

<p>Learn why bad decisions happen to good managers—and how to make better ones.</p>

<p>If you read nothing else on decision making, read these 10 articles. We’ve combed through hundreds of articles in the&nbsp;Harvard Business Review&nbsp;archive and selected the most important ones to help you and your organization make better choices and avoid common traps.</p>

<p>Leading experts such as Ram Charan, Michael Mankins, and Thomas Davenport provide the insights and advice you need to:</p>

<p>- Make bold decisions that challenge the status quo</p>

<p>- Support your decisions with diverse data</p>

<p>- Evaluate risks and benefits with equal rigor</p>

<p>- Check for faulty cause-and-effect reasoning</p>

<p>- Test your decisions with experiments</p>

<p>- Foster and address constructive criticism</p>

<p>- Defeat indecisiveness with clear accountability</p>

<p>10 Must Reads on Managing Yourself</p>

<p>The path to your professional success starts with a critical look in the mirror.</p>

<p>If you read nothing else on managing yourself, read these 10 articles (plus the bonus article “How Will You Measure Your Life?” by Clayton M. Christensen). We've combed through hundreds of&nbsp;Harvard Business Review&nbsp;articles to select the most important ones to help you maximize yourself/</p>

<p>HBR's 10 Must Reads on Managing Yourself&nbsp;will inspire you to:</p>

<p>- Stay engaged throughout your 50+-year work life</p>

<p>- Tap into your deepest values</p>

<p>- Solicit candid feedback</p>

<p>- Replenish physical and mental energy</p>

<p>- Balance work, home, community, and self</p>

<p>- Spread positive energy throughout your organization</p>

<p>- Rebound from tough times</p>

<p>- Decrease distractibility and frenzy</p>

<p>- Delegate and develop employees' initiative</p>

<p>This collection of best-selling articles includes:&nbsp;bonus article “How Will You Measure Your Life?” by Clayton M. Christensen, "Managing Oneself," "Management Time: Who's Got the Monkey?" "How Resilience Works," "Manage Your Energy, Not Your Time," "Overloaded Circuits: Why Smart People Underperform," "Be a Better Leader, Have a Richer Life," "Reclaim Your Job," "Moments of Greatness: Entering the Fundamental State of Leadership," "What to Ask the Person in the Mirror," and "Primal Leadership: The Hidden Driver of Great Performance."</p>

<p>The importance of achieving focus&nbsp;goes well beyond your own productivity. Deep focus allows you to lead others successfully, find clarity amid uncertainty, and heighten your sense of professional fulfillment.</p>

<p>Yet the forces that challenge sustained focus range from dinging phones to office politics to life's everyday worries. This book explains how to strengthen your ability to focus, manage your team's attention, and break the cycle of distraction.</p>

<p>This volume includes the work of:</p>

<p>- Daniel Goleman</p>

<p>- Heidi Grant</p>

<p>- Amy Jen Su</p>

<p>- Rasmus Hougaard</p>

<p>HOW TO BE HUMAN AT WORK.</p>

<p>The HBR Emotional Intelligence Series&nbsp;features smart, essential reading on the human side of professional life from the pages of&nbsp;Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.</p>

<p>Changing hearts is an important part of changing minds. Research shows that appealing to human emotion can help you make your case and build your authority as a leader.</p>

<p>This book highlights that research and shows you how to act on it, presenting both comprehensive frameworks for developing influence and small, simple tactics you can use to convince others every day.</p>

<p>This volume includes the work of:</p>

<p>- Nick Morgan</p>

<p>- Robert Cialdini</p>

<p>- Linda A. Hill</p>

<p>- Nancy Duarte</p>

<p>This collection of articles includes "Understand the Four Components of Influence," by Nick Morgan; "Harnessing the Science of Persuasion," by Robert Cialdini; "Three Things Managers Should Be Doing Every Day," by Linda A. Hill and Kent Lineback; "Learning Charisma," by John Antonakis, Marika Fenley, and Sue Liechti; "To Win People Over, Speak to Their Wants and Needs," by Nancy Duarte; "Storytelling That Moves People," an interview with Robert McKee by Bronwyn Fryer; "The Surprising Persuasiveness of a Sticky Note," by Kevin Hogan; and "When to Sell with Facts and Figures, and When to Appeal to Emotions," by Michael D. Harris.</p>

<p>How to be human at work.&nbsp;The HBR Emotional Intelligence Series&nbsp;features smart, essential reading on the human side of professional life from the pages of&nbsp;Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.</p>

<p>HBR's 10 Must Reads: On Communication Vol. 2</p>

<p>Is your message getting through? The right communication tactics can motivate your people—and fuel your business.</p>

<p>Get more of the ideas you want, from the authors you trust, with HBR's 10 Must Reads on Communication (Vol. 2). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you get your message across—whether you're speaking face-to-face or connecting with someone across the world.</p>

<p>With insights from leading experts including Erin Meyer, Heidi Grant, and Douglas Stone, this book will inspire you to:</p>

<p>- Power your organization through conversation

- Unlock value in your organization by asking better questions

- Improve your ability to give—and receive—advice

- Achieve better outcomes in cross-cultural negotiations

- Create smart, effective data visualizations

- Spark collaboration, learning, and innovation using digital tools</p>

<p>This collection of articles includes: "Leadership Is a Conversation," by Boris Groysberg and Michael Slind; "The Surprising Power of Questions," by Alison Wood Brooks and Leslie K. John; "A Second Chance to Make the Right Impression," by Heidi Grant; "The Art of Giving and Receiving Advice," by David A. Garvin and Joshua D. Margolis; "Find the Coaching in Criticism," by Sheila Heen and Douglas Stone; "Visualizations That Really Work," by Scott Berinato; "What Managers Need to Know About Social Tools," by Paul Leonardi and Tsedal Neeley; "Be Yourself, But Carefully," by Lisa Rosh and Lynn Offermann; "How to Preempt Team Conflict," by Ginka Toegel and Jean-Louis Barsoux; "Getting to Si, Ja, Oui, Hai, and Da," by Erin Meyer; and "Cultivating Everyday Courage," by James R. Detert.</p>

<p>HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.</p>

<p>Managing people is fraught with challenges―even if you're a seasoned manager. Here's how to handle them.</p>

<p>If you read nothing else on managing people, read these 10 articles (featuring “Leadership That Gets Results,” by Daniel Goleman). We've combed through hundreds of&nbsp;Harvard Business Review&nbsp;articles and selected the most important ones to help you maximize your employees' performance.</p>

<p>HBR's 10 Must Reads on Managing People&nbsp;will inspire you to:</p>

<p>Tailor your management styles to fit your people</p>

<p>Motivate with more responsibility, not more money</p>

<p>Support first-time managers</p>

<p>Build trust by soliciting input</p>

<p>Teach smart people how to learn from failure</p>

<p>Build high-performing teams</p>

<p>Manage your boss</p>

<p>This collection of best-selling articles includes:&nbsp;featured article "Leadership That Gets Results" by Daniel Goleman, "One More Time: How Do You Motivate Employees?" "The Set-Up-to-Fail Syndrome," "Saving Your Rookie Managers from Themselves," "What Great Managers Do," "Fair Process: Managing in the Knowledge Economy," "Teaching Smart People How to Learn," "How (Un)ethical Are You?" "The Discipline of Teams," and "Managing Your Boss."</p>

<p>Is your company spending too much time on strategy development―with too little to show for it?</p>

<p>If you read nothing else on strategy, read these 10 articles (featuring “What Is Strategy?” by Michael E. Porter). We've combed through hundreds of&nbsp;Harvard Business Review&nbsp;articles and selected the most important ones to help you catalyze your organization's strategy development and execution.</p>

<p>HBR's 10 Must Reads on Strategy&nbsp;will inspire you to:</p>

<p>Distinguish your company from rivals</p>

<p>Clarify what your company will and won't do</p>

<p>Craft a vision for an uncertain future</p>

<p>Create blue oceans of uncontested market space</p>

<p>Use the Balanced Scorecard to measure your strategy</p>

<p>Capture your strategy in a memorable phrase</p>

<p>Make priorities explicit</p>

<p>Allocate resources early</p>

<p>Clarify decision rights for faster decision making</p>

<p>This collection of best-selling articles includes:&nbsp;featured article "What Is Strategy?" by Michael E. Porter, "The Five Competitive Forces That Shape Strategy," "Building Your Company's Vision," "Reinventing Your Business Model," "Blue Ocean Strategy," "The Secrets to Successful Strategy Execution," "Using the Balanced Scorecard as a Strategic Management System," "Transforming Corner-Office Strategy into Frontline Action," "Turning Great Strategy into Great Performance," and "Who Has the D? How Clear Decision Roles Enhance Organizational Performance."</p>

<p>HBR's 10 Must Reads On Leadership</p>

<p>Go from being a good manager to an extraordinary leader.</p>

<p>If you read nothing else on leadership, read these 10 articles (featuring “What Makes an Effective Executive,” by Peter F. Drucker). We've combed through hundreds of&nbsp;Harvard Business Reviewarticles on leadership and selected the most important ones to help you maximize your own and your organization's performance.</p>

<p>HBR's 10 Must Reads On Leadership&nbsp;will inspire you to:</p>

<p>- Motivate others to excel</p>

<p>- Build your team's self-confidence in others</p>

<p>- Provoke positive change</p>

<p>- Set direction</p>

<p>- Encourage smart risk-taking</p>

<p>- Manage with tough empathy</p>

<p>- Credit others for your success</p>

<p>- Increase self-awareness</p>

<p>- Draw strength from adversity</p>

<p>This collection of best-selling articles includes:&nbsp;featured article "What Makes an Effective Executive" by Peter F. Drucker, "What Makes a Leader?" "What Leaders Really Do," "The Work of Leadership," "Why Should Anyone Be Led by You?" "Crucibles of Leadership," "Level 5 Leadership: The Triumph of Humility and Fierce Resolve," "Seven Transformations of Leadership," "Discovering Your Authentic Leadership," and "In Praise of the Incomplete Leader."</p>

<p>Virtual EI (HBR Emotional Intelligence Series)</p>

<p>Be mindful, empathetic, and authentic—even on-screen.</p>

<p>Managing your team, building relationships and trust, and facilitating effective meetings in a hybrid or fully remote workforce is challenging.</p>

<p>Virtual EI explores how to develop, practice, and demonstrate your emotional intelligence and social skills in a virtual or hybrid setting. You'll learn how to make your team feel heard, draw everyone's voice into the conversation, and make real connections.</p>

<p>This volume includes the work of:</p>

<p>- Amy C. Edmondson

- Mark Mortensen

- Heidi K. Gardner

- Amanda Sinclair</p>

<p>How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.</p>

<p>HBR's 10 Must Reads 2020: The Definitive Management Ideas Of The Year From Harvard Business Review</p>

<p>A year's worth of management wisdom, all in one place.</p>

<p>We've reviewed the ideas, insights, and best practices from the past year of&nbsp;Harvard Business Review&nbsp;to keep you up-to-date on the most cutting-edge, influential thinking driving business today. With authors from Michael E. Porter to Katrina Lake and company examples from Alibaba to 3M, this volume brings the most current and important management conversations right to your fingertips.</p>

<p>This book will inspire you to:</p>

<p>- Ask better questions to boost your learning, persuade others, and negotiate more effectively</p>

<p>- Create workplace conditions where gender equity can thrive</p>

<p>- Boost results by allowing humans and AI to enhance one another's strengths</p>

<p>- Make better connections with your customers by giving them a glimpse inside your company</p>

<p>- Scale your agile processes from a few teams to hundreds</p>

<p>- Build a commitment to both economic and social values in your organization</p>

<p>- Prepare your company for a rapidly aging workforce and society</p>

<p>This collection of articles includes "The Surprising Power of Questions," by Alison Wood Brooks and Leslie K. John; "Strategy Needs Creativity," by Adam Brandenburger; "What Most People Get Wrong about Men and Women," by Catherine H. Tinsley and Robin J. Ely; "Collaborative Intelligence: Humans and AI Are Joining Forces," by H. James Wilson and Paul R. Daugherty; "Stitch Fix's CEO on Selling Personal Style to the Mass Market," by Katrina Lake; "Strategy for Start-Ups," by Joshua Gans, Erin L. Scott, and Scott Stern; "Agile at Scale," by Darrell K. Rigby, Jeff Sutherland, and Andy Noble; "Operational Transparency," by Ryan W. Buell; "The Dual-Purpose Playbook," by Julie Battilana, Anne-Claire Pache, Metin Sengul, and Marissa Kimsey; "How CEOs Manage Time," by Michael E. Porter and Nitin Nohria; and "When No One Retires," by Paul Irving.</p>

<p>HBR Guide To Critical Thinking (HBR Guide Series)</p>

<p>Tackle complex situations with critical thinking.</p>

<p>You're facing a problem at work. There are many ways you can approach the situation, but each comes with its own pros and cons. How do you sort through all the information so that you know you're taking the right path?</p>

<p>The answer is in how you think. The HBR Guide to Critical Thinking will help you navigate your most challenging issues, from difficult problems to tough decisions to complex scenarios. By carefully observing the situation, gathering information, inviting other perspectives, and analyzing what's in front of you, you can move forward with confidence while building this crucial leadership skill.</p>

<p>You'll learn how to:</p>

<p>- Question your assumptions

- Keep an open mind to opposing viewpoints

- Sidestep cognitive biases

- Use data—when appropriate

- Grow comfortable with ambiguity

- Find innovative and creative solutions</p>

<p>Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.</p>

<p>Dealing With Difficult People (HBR Emotional Intelligence Series)</p>

<p>Learn how to deal with difficult colleagues and clients.</p>

<p>At the heart of dealing with difficult people is handling their--and your own--emotions. How do you stay calm in a tough conversation? How do you stay unruffled in the face of passive-aggressive comments? And how do you know if you're difficult to work with?</p>

<p>This book explains the research behind our emotional response to awful colleagues and shows how to build the empathy and resilience to make those relationships more productive.</p>

<p>Books in this series are based on the work of experts including:</p>

<p>- Daniel Goleman

- Tony Schwartz

- Nick Morgan

- Daniel Gilbert</p>

<p>This collection of articles includes "To Resolve a Conflict, First Decide: Is It Hot or Cold?" by Mark Gerzon; "Taking the Stress Out of Stressful Conversations," by Holly Weeks; "The Secret to Dealing with Difficult People: It's About You," by Tony Schwartz; "How to Deal with a Mean Colleague," by Amy Gallo; "How To Deal with a Passive-Aggressive Colleague," by Amy Gallo; "How to Work with Someone Who's Always Stressed Out," by Rebecca Knight; "How to Manage Someone Who Thinks Everything Is Urgent," by Liz Kislik; and "Do You Hate Your Boss?" by Manfred F. R. Kets de Vries.</p>

<p>HOW TO BE HUMAN AT WORK.</p>

<p>The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.</p>