Harvard Business Review
@HarvardBiz

The best ideas in business and management to help people, organizations, and economies work better.

hbr.org
Joined May 2008
17,810 Photos and videos
Deepen your leadership pipeline by giving employees with unconventional skills or backgrounds a chance. s.hbr.org/4mphlBg

Hire Leaders for What They Can Do, Not What They Have Done

The next time you are filling a leadership role, ask yourself three questions. First, does the candidate have the skills to be a high-performing contributor or the skills to be an effective leader?...

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You don’t need to have all of the “required” qualifications to apply for a job. s.hbr.org/4vzObnl

You Don’t Need to Meet Every Qualification to Apply for a Job

One of your biggest concerns as a college graduate is landing your first job. But when you look at the qualifications in many role descriptions, you may worry that there’s no way you’ll get the job,...

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Each quarter, HBR editors curate a selection of ebooks—and you choose the one to explore. Available with Premium and HBR Executive. s.hbr.org/3TwsztQ
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SPONSORED: Your Workforce Isn’t Fighting AI. It’s Drawing the Blueprint for It, From @Workday s.hbr.org/4jCvpYF

Your Workforce Isn’t Fighting AI. It’s Drawing the Blueprint for It. - SPONSOR CONTENT FROM WORKDAY

Sponsor content from Workday.

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Naming our emotions is an important first step in dealing with them effectively. s.hbr.org/3O23gND

3 Ways to Better Understand Your Emotions

Naming them is an important first step.

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Many people think that taking time off sends the wrong signals to their manager. But research shows that people who take vacations are the ones getting promoted. s.hbr.org/4mvJLJZ

Are the People Who Take Vacations the Ones Who Get Promoted?

Research makes a new case for using your paid time off.

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Few executives have made as many high-stakes calls, over as many years, as former Disney CEO Bob Iger. In a conversation with Nitin Nohria, former dean of Harvard Business School, Iger reflects on the decisions that ultimately belong to the CEO. He shares how he decides where to spend his time, when to step into a problem, and when to get out of the way. He also discusses the CEO’s role in shaping culture and setting the tone for an organization—and he explains what leadership looks like when crises stop feeling exceptional and become a constant part of the job. Watch the interview to hear Iger’s lessons from decades at the top. s.hbr.org/3Vpmwry

Bob Iger on Power, Succession, and Leading Disney Through Upheaval

Longtime Disney CEO Bob Iger sits down with Nitin Nohria, former dean of Harvard Business School, to reflect on what it takes to lead a company as iconic—and complex—as Disney: honoring the past...

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Prioritize spending time on the activities that are highest in value and most energizing. s.hbr.org/4tjQhGf

Steps to Take When You’re Starting to Feel Burned Out

First, make a doctor’s appointment.

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Explore the HBR Magazine Archive and access years of leadership thinking. s.hbr.org/46SPenb
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Ideal mentees are enthusiastic, energetic, organized, and focused. They embrace feedback while remaining honest and responsive. And they learn to underpromise and overdeliver. s.hbr.org/4nPjxTw

What Mentors Wish Their Mentees Knew

The mentor-mentee relationship is a tango between a junior person and a more senior one; just as in dance, coordination and orchestration between parties is necessary for grace and success. While...

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Many businesses are still following a talent-management playbook from the 1950s. There's a better way for HR to accommodate today's workers. s.hbr.org/4nJeiod

Why We Love to Hate HR…and What HR Can Do About It

Complaints against HR, which are nothing new, have a cyclical quality. They’re driven largely by the business context. When companies are struggling with labor issues, HR is seen as a valued leader...

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Employees are happier and more productive when they're treated like adults at work. s.hbr.org/4wMjf3H

The Neuroscience of Trust

Managers have tried various strategies and perks to boost employee engagement—all with little impact on long-term retention and performance. But now, neuroscience offers some answers. Through his...

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Do once-a-year goals make sense for employees today? s.hbr.org/4dGxXkb

Reinventing Performance Management

Like many other companies, Deloitte realized that its system for evaluating the work of employees—and then training them, promoting them, and paying them accordingly—was increasingly out of step with...

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To cut down on pointless meetings, ask yourself a series of questions next time you get an urge to schedule one. s.hbr.org/4v3eYXS

Do You Really Need to Hold That Meeting?

When an issue pops up, it can be tempting to schedule a meeting right away to deal with it. Although scheduling a meeting can be the right solution, it’s not always the right call and can waste your...

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The longtime Harvard Business School professor Howard Stevenson shifted the field’s focus from risk-taking personalities to a mode of management. s.hbr.org/3VtaaP5

Remembering Howard Stevenson, Who Transformed the Study of Entrepreneurship

Howard Stevenson transformed entrepreneurship from a study of founders’ personalities and business formation into a way of managing: pursuing opportunity beyond the resources currently controlled....

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You’ve always been a high achiever—top of your class, captain of your sports teams, star performer at work. That doesn't mean you'll automatically be a great manager. s.hbr.org/42R7qeP

Shifting from Star Performer to Star Manager

First, you have to do a little self-evaluation.

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The story of overwork is literally a story of diminishing returns—keep overworking, and you’ll do more work on tasks that are increasingly meaningless. s.hbr.org/4fBxFNS

The Research Is Clear: Long Hours Backfire for People and for Companies

The high cost of overwork.

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Can your organization properly steer AI-generated output—and stand behind the results? s.hbr.org/4AKi4nf

AI Is Making Verification the Bottleneck for Companies

Hierarchy does more than route information; it also verifies: deciding what information means, what deserves the firm’s attention, which outputs can be trusted, and which are worth generating at all....

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In the age of AI, these three mental shifts can help you adapt quickly, respond under pressure, and think creatively. s.hbr.org/4zcmdyU

The Mindsets Leaders Need as AI Accelerates the Pace of Business

AI is changing not only what leaders need to know, but how they need to think. Yet many are struggling to adapt to the speed, uncertainty, and emotional complexity of an AI-driven workplace. To keep...

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An HBR Executive Masterclass with former Harvard Business School dean Nitin Nohria. s.hbr.org/46ZnltB

Match Your Pace to the Moment

CEOs are constantly sending signals about speed: how quickly decisions should be made, how often progress should be measured, and how urgently people should respond. But moving faster won’t necessa...

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