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Managing people is fraught with challenges-even if you're a seasoned manager. Here's how to handle them. If you read (or listen to) nothing else on managing people, listen to these ten articles (featuring "Leadership That Gets Results," by Daniel Goleman). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you maximize your employees' performance. HBR's 10 Must Reads on Managing People will inspire you to: tailor your management styles to fit your people; motivate with more responsibility, not more money; support first-time managers; build trust by soliciting input; teach smart people how to learn from failure; build high-performing teams; and manage your boss. This collection of bestselling articles includes: 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."… (meer)
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Overall brilliant book with some great insights.
Across 10 articles, this book covers the dynamics of managing individuals, teams, processes and (perhaps most useful,) bosses.
Doing an article-by-article review would be useful but exhausting, so sufficed to say this is an extremely valuable book for people interested in leadership.
Seeing such a clear description and analysis of items such as leadership style (I, for example, am a classic pace-setter by default) helps to crystallize and formalize my thoughts on the topics.
For example, highly satisfied employees are driven more by achievement than salary, title or status. So to encourage peak performance, giving someone a challenging task may very likely result in higher output than a raise or other financial incentive.
Another useful and immediately applicable piece of information was about tuning job requirements to meet team members' strengths. This was in "What Great Managers Do". I applied this to my team and immediately saw an increase in both productivity and job satisfaction.
I found this book to be excellent, I recommend it highly. ( )
Managing people is fraught with challenges-even if you're a seasoned manager. Here's how to handle them. If you read (or listen to) nothing else on managing people, listen to these ten articles (featuring "Leadership That Gets Results," by Daniel Goleman). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you maximize your employees' performance. HBR's 10 Must Reads on Managing People will inspire you to: tailor your management styles to fit your people; motivate with more responsibility, not more money; support first-time managers; build trust by soliciting input; teach smart people how to learn from failure; build high-performing teams; and manage your boss. This collection of bestselling articles includes: 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."
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(3.9)
1
Across 10 articles, this book covers the dynamics of managing individuals, teams, processes and (perhaps most useful,) bosses.
Doing an article-by-article review would be useful but exhausting, so sufficed to say this is an extremely valuable book for people interested in leadership.
Seeing such a clear description and analysis of items such as leadership style (I, for example, am a classic pace-setter by default) helps to crystallize and formalize my thoughts on the topics.
For example, highly satisfied employees are driven more by achievement than salary, title or status. So to encourage peak performance, giving someone a challenging task may very likely result in higher output than a raise or other financial incentive.
Another useful and immediately applicable piece of information was about tuning job requirements to meet team members' strengths. This was in "What Great Managers Do". I applied this to my team and immediately saw an increase in both productivity and job satisfaction.
I found this book to be excellent, I recommend it highly. (