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In an ideal world, our work lives would be completely fulfilling, full of meaning, and intrinsically motivating. So what if you're stuck in a job and your heart isn't in it anymore? Or what if your team is feeling disconnected from your company's mission? This book shows how to use passion as a compass to find the job that's right for you--and to connect with the deeper purpose of your work

You're well into your career and yet you're not where you want to be. Perhaps you've done everything you need to do to be named a partner, but your firm has encountered a crisis that's put all promotions on hold. Maybe a hobby or sidegig has helped unearth a new passion you'd love to pursue full-time. Perhaps you've come to realize that your current role is no longer meaningful. Or maybe you've exceeded all of the goals you set for your current career and you're ready for a new challenge. How do you envision possible new professional selves, explore your options, and embark on a dramatic career makeover when you have a mortgage to pay, kids to support, college and retirement funds to feed--and a full life and full-time job? Can you really set aside the years you've invested in your education and current industry? How can you make a radical change when there are so many demands on you? Whether you know what you want your second act to be or you have no clue--only that what you're doing isn't a match, this guide will help you chart a course and make the switch. You'll discover how to: - Break free of what your career is now to consider what it could be - Get an accurate picture of the skills and abilities you bring to the table - Create experiments that won't sabotage your current job - Assess the financial implications of making a change - Develop a compelling way to tell your story--tying even seemingly unrelated jobs into a cohesive narrative - Build expertise in a new field - Land a new role--

Don't let a fear of numbers hold you back. Today's business environment brings with it an onslaught of data, but leaving the analysis to others in your company just won't cut it. Now more than ever, managers must know how to tease insight from data--to understand where it comes from, make sense of the numbers, and use those findings to inform their toughest decisions. But how do you get started? Whether you're working with data experts or running your own tests, you'll find answers in the HBR Guide to Data Analytics Basics for Managers. This book describes a three-step process to get the information you need, study the data, and communicate your findings to others. You'll learn how to: Identify the metrics you need to measure Formulate hypotheses and test against them Ask the right questions of your data experts Understand statistical terms and concepts Create effective charts and visualizations Avoid common mistakes--

Starting an independent new business is rife with both opportunity and risk. From the basics of writing a business plan to the challenges of financing your new venture, the HBR Entrepreneur's Handbook is your essential resource for getting your startup off the ground. Topics include: Navigating the world of venture capital funding Turning innovations into successful realities in the marketplace Building a business model that makes sense for your business Developing the sales and marketing programs needed for your venture What entrepreneurial leaders must do to build culture and set direction--

We've combed through the ideas, insights, and best practices from the past year of Harvard Business Review to help you get up to speed fast on the relevant ideas driving business today. Discover new ideas and sample the work from our vast cabinet of experts and their smart management thinking. Revisit these topics now to make sure you're incorporating the brightest, most up-to-date practices in your organization, or keep it as a reference to access these memorable pieces when you need them most. The collection includes articles on leadership, strategy, and innovation, as well as content to help you manage yourself and others. A year's worth of management wisdom, all in one place.--

Intro -- Copyright -- Contents -- Ch 1: Understand the Four Components of Influence -- Ch 2: Harnessing the Science of Persuasion -- Ch 3: Three Things Managers Should Be Doing Every Day -- Ch 4: Learning Charisma -- Ch 5: To Win People Over, Speak to Their Wants and Needs -- Ch 6: Storytelling That Moves People -- Ch 7: The Surprising Persuasiveness of a Sticky Note -- Ch 8: When to Sell with Facts and Figures, and When to Appeal to Emotions -- Untitled.

Whether you are new to being a boss or are simply looking to stand out from the pack, this is the one primer you need to develop your managerial and leadership skills. Packed with step-by-step advice and wisdom from HBR's management archive, the book provides best practices on topics from building credibility and emotional intelligence to hiring and engaging the best employees, as well as understanding key financial statements and the fundamentals of strategy. Keep this comprehensive guide with you as you grow as a leader and you will have a bigger impact in your organization and on your career.--

Are your employees meeting their goals? Is their work improving over time? Understanding where your employees are succeeding--and falling short--is a pivotal part of ensuring you have the right talent to meet organizational objectives. In order to work with your people and effectively monitor their progress, you need a system in place. The HBR Guide to Performance Management provides a new multi-step, cyclical process to help you keep track of your employees' work, identify where they need to improve, and ensure they're growing with the organization. You'll learn to: Set clear employee goals that align with company objectives Monitor progress and check in regularly Close performance gaps Understand when to use performance analytics Create opportunities for growth, tailored to the individual Overcome and avoid burnout on your team--

Whether you're hosting a conference call or running a WebEx meeting, virtual meetings are ripe for problems. Poor call quality, people forgetting to mute, people staying muted rather than participating--the list of things that can and do go wrong is endless. But you can prepare and lead an effective meeting from afar. This book will quickly bring you up to speed. With guiding principles and tips for making your virtual meeting run smoothly, you'll tick through every item on your agenda. Running Virtual Meetings guides you through the basics of: - Conducting efficient and productive virtual meetings - Preparing for a successful meeting--from crafting a realistic agenda to performing a technological test-drive - Managing common problems, such as connectivity issues, low talkers, blowhards, and background noise - Following up and holding people accountable when your attendees are spread all over the globe.--

Meetings. They hold such promise for moving your business forward, but they rarely deliver. We all know the steps we're supposed to take to run an effective meeting, but we seldom follow them. Why? Perhaps it just doesn't seem worth the time to pinpoint what we want to accomplish, craft an agenda, handpick participants, issue prework, and, after the meeting, send out notes summarizing key decisions and next steps. But meeting preparation and follow-up is time well spent. This guide offers practical tips to make your meetings easier to prepare for, more enjoyable to run, and more productive. In time, these steps will become so ingrained you won't be able to imagine running a meeting any other way. You'll learn how to: determine whether you even need to meet manage basic meeting prep orchestrate group decision making get the most out of web- and phone-conferencing tools cope with chronic latecomers, windbags, and other common problems turn a bad meeting around keep the momentum going with prompt meeting follow-up develop a reputation for running great meetings--

Whether you have one team member abroad or several people working remotely, leading a virtual team presents special challenges. How do you ensure accountability when you don't see your people every day? How can you get your team to communicate effectively when they're navigating language barriers and time differences and relegated to communication channels, such as email and instant messaging, that invite misinterpretation? Leading an effective virtual team is possible--and this book will give you quick tips and strategies for managing your team productively, no matter how far flung its members might be. Leading Virtual Teams guides you through the basics of: Assessing your team's technological needs Ensuring your team has the right mix of skills and abilities Clarifying the processes, goals, and tools you'll use to communicate and collaborate with your team Keeping your people motivated and engaged--and accountable Navigating common challenges, such as technology glitches, isolation, conflict, and performance issues.--

Whether you work at a home office or in one location of a global company, you need to work well with others to meet your professional and organizational goals. This book offers strategies for collaborating with colleagues more effectively no matter where you are. You'll learn tips and strategies for addressing a wide range of virtual work challenges, from conference calls to team chat room etiquette to navigating time zones to coping when technologies fail to avoiding feeling disconnected when you're not interacting one-on-one at the coffee station. Virtual Collaboration guides you through the basics of: - Deciding whether remote work is right for you - Communicating effectively over a variety of media - Clarifying the processes, goals, and tools you'll use to communicate and collaborate with your colleagues - Navigating common challenges, such as technology glitches, isolation, conflict, and performance issues.--

Get started -- You can't get it all done -- So what should you do? / by Peter Bregman -- Nine things successful people do differently -- It's not who you are : it's what you do/ by heidi grant halvorson -- Being more productive : an interview with david allen and tony schwartz -- Do you need the right system or the right frame of mind? / by Daniel McGinn -- Prioritize your work -- Get a raise by getting the right work done -- Focus on the work that will bring the greatest reward for your organization and for you / by Peter Bregman -- The worth-your-time test -- Stop wasting time on the wrong work / by Peter Bregman -- Say yes to saying no -- Make it easier to decline projects and invitations / by Alexandra Samuel -- Organize your time -- A practical plan for when you feel overwhelmed -- How to get started when you don't know where to begin / by Peter Bregman -- Stop procrastinating now -- Tips for breaking this bad habit / by Amy Gallo -- Don't let long-term projects become last-minute panic -- What to do when you have "all the time in the world" / by Peter Bregman -- Stop multitasking -- Do just one thing to get many things done / by Peter Bregman -- How to stay focused on what's important -- Stop fighting fires / by Gina Trapani -- To-do lists that work -- The secret is specificity / by Gina Trapani -- How to tackle your to-do list -- Use your calendar / by Peter Bregman -- Reward yourself for doing dreaded tasks -- When crossing items off your list just isn't enough / by Alexandra Samuel -- Delegate effectively -- Management time : who's got the monkey? -- Delegate. delegate. delegate / by William Oncken, Jr., and Donald L. Wass, with commentary by Stephen R. Covey -- Levels of delegation -- Teach them to fish / by Linda A. Hill and Kent Lineback -- Create rituals -- Ritual : how to get important work done -- Make good habits automatic / by Tony Schwartz -- Power through your day in 90-minute cycles -- Work with your body's natural rhythms / by Tony Schwartz -- An 18-minute plan for managing your day -- Frequent check-ins with yourself will keep you on course / by Peter Bregman -- Use a 10-minute diary to stay on track -- The best way to spend the last few minutes of your day / by Teresa Amabile and Steven Kramer -- Renew your energy -- How to accomplish more by doing less -- Take breaks to get more done / by Tony Schwartz -- Manage your energy, not your time -- Time is limited, but your energy is not / by Tony Schwartz and Catherine McCarthy -- Why great performers sleep more -- And how you can, too / by Tony Schwartz -- Take control of your e-mail -- Simplify your e-mail -- Folders will do it / by Gina Trapani -- 8 e-mail overload experiments -- Don't be afraid to be extreme / by Alexandra Samuel -- Maintain your new approach -- Sustaining your productivity system -- You've become productive! : now keep it up / by Alexandra Samuel -- Explore further -- More productivity books to explore : summaries of three popular titles / by Covey, Morgenstern -- Productivity apps and tools -- Tech tools to keep you on track -- Index

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. 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. This volume includes the work of: Nick Morgan, Robert Cialdini, Linda A. Hill, and Nancy Duarte. 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.

Para cambiar la mente es importante transformar los corazones. Las últimas investigaciones demuestran que apelar a las emociones puede fortalecer y afianzar tu autoridad como líder. Escrito por reputados especialistas de la Harvard Business Review en temas de inteligencia emocional en el entorno profesional, el libro ofrece estrategias generales para desarrollar la capacidad de influencia, así como pequeñas tácticas para persuadir a los demás. 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. 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.