1、外刊杂志馆 QQ:2674618381Why Feedback FailsCriticizing people doesnt help them excel.Theres a better way.92140 Sell Direct or Through Amazon?by THALES TEIXEIRA135 Manage Your Mid-Career Crisisby KIERAN SETIYA40 The Future of Leadership Developmentby MIHNEA MOLDOVEANU and DAS NARAYANDASHBR.ORG MarchApril R
2、efrigerator FAB50 2019 EYGM Limited.All Rights Reserved.ED None.In capital allocation,is data the most valuable resource?Three questions CFOs and CEOs need to answer to optimize their investment decision-making.Learn more at chApr i l 201 939SPOTLIGHTEDUCATING THE NEXT GENERATION OF LEADERS40TALENT
3、MANAGEMENTThe Fut ur e of Leader ship Devel opmentGaps in traditional executive education are creating room for approaches that are more tailored and democratic.Mihnea Moldoveanu and Das Narayandas50MANAGING YOURSELFLear n f r om Peopl e,Not Cl assesWhom do you know,and what can they teach you?Reid
4、Hoffman,Chris Yeh,and Ben Casnocha52MANAGING PEOPLE“Wer e Giving Owner ship of Devel opment t o Individual s”A roundtable with chief learning officersCont ent s“As platforms change the nature of talent development,leaders will emerge with the skills to do the right thing,at the right time.”PAGE 40Ph
5、ot ograph by ALEJANDRO GUIJARROCOVER PHOTOGRAPH Stephen LewisCOVER ILLUSTRATION Zohar LazarHarvard Business ReviewMarchApril 2019 5MarchApril 201992MANAGING PEOPLEThe Feedback Fal l acy For years,managers have been encouraged to praise and constructively criticize just about everything their employe
6、es do.But there are better ways to help employees thrive and excel.Marcus Buckingham and Ashley Goodall102OPERATIONSOper at ional Tr anspar ency Make your processes visible to customers and your customers visible to employees.Ryan W.Buell114LEADERSHIPHow t o Lead Your Fel l ow Rainmaker s Collective
7、ly,dynamically and very carefullyLaura Empson124MANAGING ORGANIZATIONSThe Dual-Pur pose Pl aybook What it takes to do well and do good at the same timeJulie Battilana,Anne-Claire Pache,Metin Sengul,and Marissa Kimsey57FEATURES58STRATEGYSt r at egy Needs Cr eat ivit y An analytic framework alone wont
8、 reinvent your business.Adam Brandenburger66MANAGING CHANGEThe Col l abor at ion Bl ind Spot Too many managers ignore the greatest threat in launching cross-group initiatives:provoking defensive behaviors.Lisa B.Kwan74INNOVATIONThe Innovat ion Equat ion The most important variables are structural,no
9、t cultural.Safi Bahcall82LEADING TEAMSThe Right Way t o Lead Design Thinking How to help project teams overcome the inevitable inefficiencies,uncertainties,and emotional flare-upsChristian Bason and Robert D.Austin Illust rat ion by PAUL GARLAND926 Harvard Business ReviewMarchApril 2019addtocart&ite
10、mId=EST-11&product_id=FIid=EST-11&JSESSIONID=SD8SL1FF3ADFF2 2019 Spl unk Inc.Embrace data chaos.The data expl osion has a l ot of peopl e worried.We say,“Bring it on.”Don t fight the del ugego with it.Use Spl unk to mine your raw datafor insights and put them to work for you and your WATCHNew Resear
11、ch and Emerging Insights17CUSTOMERSA Novel Way t o Boost Cl ient Sat isf act ionAnalyze e-mail behaviors and share best practices.plus The curiosity gap,the downside of attentive service,and more30DEFEND YOUR RESEARCHYou Shoul dnt Vol unt eer t o Hel p Your Cowor ker sJumping to a colleagues aid oft
12、en backfires.33HOW I DID ITTr aeger s CEO on Cl eaning Up a Toxic Cul t ur eThe company essentially had to start from scratch.Jeremy AndrusDEPARTMENTS10FROM THE EDITOR12CONTRIBUTORS148EXECUTIVE SUMMARIESEXPERIENCEAdvice and Inspiration135MANAGING YOURSELFFacing Your Mid-Car eer Cr isisShould you cop
13、e or quit?Kieran Setiya140CASE STUDYSel l Dir ect-t o-Consumer or Thr ough Amazon?An e-bike maker weighs the trade-offs.Thales Teixeira146SYNTHESISRace at Wor kWe wont make real progress till we understand the barriers to change.Sarah Cliffe152LIFES WORKCal Ripken Jr.17135MarchApril 201933Phot ograp
14、h by CHAD KIRKLANDEDITORS NOTE:In the process of editing“Calculating the Value of Impact Investing,”by Chris Addy,Maya Chorengel,Mariah Collins,and Michael Etzel(JanuaryFebruary 2019),HBR omitted a paragraph provided by the authors noting that the methodology they described built on and complements
15、prior work by many institutions,including most notably social return on investment(SROI)and a framework developed by the Impact Management Project,a collaborative involving foundations and major investment institutions.We regret the omission,and the paragraph has been reinstated in the digital versi
16、on of the article.8 Harvard Business ReviewMarchApril 2019DCLoves achallengeThrives oncollaborationiSDiSCOVER THE POWER OF WEEverything DiSC is an assessment-based learning experience that deepens self-awareness,inspires appreciation of others,and fosters effective collaboration in the workplace.Backed by over 40 years of research and a passionate network of Authorized Partners,Everything DiSC offers customizable solutions that meet your organizations unique training needs.Start your organizatio
