Harvard Business Review

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At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. We try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We encourage comments, critiques, and questions. We expect our community to be a safe space for respectful, constructive, and thought-provoking discussion. We reserve the right to remove or turn off comments at our discretion. We do not tolerate bullying, name-calling, or abusive language related to identity, including race, gender, ethnicity, religion, sexuality, age, or region; spam; copyright violation; extreme profanity; or p*rnography.

  1. 1h ago

    How Do I Move Forward from a Career Setback? | Advising Real Leaders

    How Do I Move Forward from a Career Setback? | Coaching Real Leaders 12 Jul 2023 --- He experienced early success and a fast promotion at his organization, but then things started to shift. Now, there have been leadership changes, and his scope of responsibilities has changed, making him feel like his career is backsliding. Host Muriel Wilkins coaches him through how he can reframe the situation and prioritize what he wants from his career going forward. Further reading: - What Great Managers Do: https://hbr.org/2005/03/what-great-managers-do - How to Handle a Demotion at Work: https://www.roberthalf.com/blog/salaries-and-skills/how-to-cope-with-a-demotion-at-work - 15 Warning Signs Your Job Isn’t The Right Fit For You: https://www.forbes.com/sites/forbescoachescouncil/2019/10/15/15-warning-signs-your-job-isnt-the-right-fit-for-you/?sh=44dfcf931f33 - How to Figure Out What You Want Next in Your Career: https://hbr.org/2021/12/how-to-figure-out-what-you-want-next-in-your-career This episode originally aired on Coaching Real Leaders on June 19, 2023. Listen to more episodes of Coaching Real Leaders on YouTube: https://www.youtube.com/playlist?list=PLzAU8TPKsJua_hcLjT7aFzWcoqMnrp-z7 You can also listen to this episode on HBR.org, and wherever you listen to podcasts: - HBR.org (transcript available here): https://hbr.org/podcast/2023/06/how-do-i-move-forward-from-a-career-setback - Apple Podcasts: https://podcasts.apple.com/us/podcast/how-do-i-move-forward-from-a-career-setback/id1545444200?i=1000617560696 - Spotify: - Stitcher: https://www.stitcher.com/show/coaching-real-leaders/episode/how-do-i-move-forward-from-a-career-setback-304572800 - Google Podcasts: https://podcasts.google.com/feed/aHR0cDovL2ZlZWRzLmhhcnZhcmRidXNpbmVzcy5vcmcvaGFydmFyZGJ1c2luZXNzL2NvYWNoaW5nLXJlYWwtbGVhZGVycw/episode/dGFnOmF1ZGlvLmhici5vcmcsMjAyMC0xMi0xNzpjb2FjaGluZy1yZWFsLWxlYWRlcnMuczUuMDAwNg?sa=X&ved=0CAgQuIEEahcKEwj4xMjsu-v_AhUAAAAAHQAAAAAQLA Series Description: We all want to get to the next level of our career, but so many of us get stuck. Longtime leadership coach Muriel Wilkins takes you inside real-life leadership coaching sessions with high performers working to overcome professional challenges and grow as leaders. Listen in on real conversations and leave with new insights and practical guidance for your own career. The views expressed on this podcast are those of its hosts, guests, and callers, and not those of Harvard Business Review. About Harvard Business Review: Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, books, and digital content and tools published on HBR.org, Harvard Business Review aims to provide professionals around the world with rigorous insights and best practices to help lead themselves and their organizations more effectively and to make a positive impact. Learn more at www.hbr.org. Chapters: 00:00 – Intro 1:55 – Being at a Low Point in the Current Role 10:00 – How to Move Forward 20:33 – What Could’ve Been Done Differently? 31:51 – Who Am I – and IC or a Manager? 40:26 – Your Truth Can Change 51:03 – Outro Follow Harvard Business Review: https://hbr.org/ https://www.linkedin.com/company/harv... https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_bus... Sign up for Newsletters: https://hbr.org/email-newsletters #HarvardBusinessReview #leadershipcoaching #leadership Copyright © 2022 Harvard Business School Publishing. All rights reserved. Learn more about your ad choices. Visit megaphone.fm/adchoices

    How Do I Move Forward from a Career Setback? | Advising Real Leaders

  2. 2h ago

    The Explainer: 4 Signs That Masculinity Contests Are Impeding Your Company

    The Explainer: 4 Signs That Masculinity Contests Are Holding Back Your Company 6 Aug 2019 --- For example, extreme hours are a badge of honor. (Animated by Francesca Cattaneo) Recent exposés have revealed seemingly dysfunctional workplaces rife with misconduct, bullying, and sexual harassment. Why do companies get caught up in illegal behavior, harassment, and toxic leadership? Research identifies an underlying cause: what we call a “masculinity contest culture.” This kind of culture endorses winner-take-all competition, where winners demonstrate stereotypically masculine traits such as emotional toughness, physical stamina, and ruthlessness. It produces organizational dysfunction, as employees become hyper competitive to win. Four masculine norms, which together define masculinity contest culture, emerged as highly correlated with each other and with organizational dysfunction: “Show no weakness”: a workplace that demands swaggering confidence, never admitting doubt or mistakes, and suppressing any tender or vulnerable emotions (“no sissy stuff”). “Strength and stamina”: a workplace that prizes strong or athletic people (even in white collar work) or those who show off their endurance (e.g., by working extreme hours). “Put work first”: a workplace where nothing outside the organization (e.g., family) can interfere with work, where taking a break or a leave represents an impermissible lack of commitment. “Dog eat dog”: a workplace filled with ruthless competition, where “winners” (the most masculine) focus on defeating “losers” (the less masculine), and no one is trusted. When masculinity contest cultures become “the way business gets done,” both organizations and the people within them suffer. Your organization may have a masculinity contest culture if, for example, expressing doubt is forbidden, “jocks” are preferred even though athleticism is irrelevant to job tasks, extreme hours are viewed as a badge of honor, or coworkers are treated as competitors rather than colleagues. Solving the problem requires meaningful commitment to culture change — to creating a work environment in which mission takes precedence over masculinity. --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review Learn more about your ad choices. Visit megaphone.fm/adchoices

    The Explainer: 4 Signs That Masculinity Contests Are Impeding Your Company

  3. 3h ago

    The Five T's of Great Coaches - Part 6: Conversion

    The Five T's of Great Coaches - Part 6: Transformation 7 Aug 2023 --- Great coaching is about developing care and trust with those you lead, but also pushing them--hard--towards greatness. It's a difficult balance, but when done right it leads to transformation. 00:00 Players often say the great coaches are the ones who have transformed them. 00:47 Challenging and supporting at the same time 02:15 Getting to really know your team members 03:42 Putting this into a business context Hosted by Ranjay Gulati, the Paul R. Lawrence MBA Class of 1942 Professor of Business Administration at Harvard Business School and author of "Deep Purpose: The Heart and Soul of High-Performance Companies". Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review Sign up for Newsletters: https://hbr.org/email-newsletters #HarvardBusinessReview #Sports #Coaches #Leadership #Transformation #Coaching #Business #Work #Talent #Teamwork #Training #Tenacity #NBA #NFL #MLBB #Harvard #HarvardBusinessSchool Copyright © 2023 Harvard Business School Publishing. All rights reserved. ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ Learn more about your ad choices. Visit megaphone.fm/adchoices

    The Five T's of Great Coaches - Part 6: Conversion

  4. 4h ago

    Deciphering the Economic Upheaval of the Covid-19 Crisis

    Understanding the Economic Shock of the Covid-19 Crisis 21 May 2020 --- Predicting the path ahead has become nearly impossible, but we can speculate about the size and scale of the economic shock. Economic contagion is now spreading as fast as Covid-19 itself. Social distancing, intended to physically disrupt the spread, has severed the flow of goods and people, stalled economies, and is in the process of delivering a global recession. Predicting the path ahead has become nearly impossible, as multiple dimensions of the crisis are unprecedented and unknowable. Pressing questions include the path of the shock and recovery, whether economies will be able to return to their pre-shock output levels and growth rates, and whether there will be any structural legacy from the coronavirus crisis. This Explainer explores several scenarios to model the size and scale of the economic shock and the path ahead. Based on the HBR article by Philipp Carlsson-Szlezak, Martin Reeves and Paul Swartz --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ Learn more about your ad choices. Visit megaphone.fm/adchoices

    Deciphering the Economic Upheaval of the Covid-19 Crisis

  5. 5h ago

    Why You’re Bad at Disagreeing (And How to Fix It)

    How do you engage in conflict at work without alienating those around you? In this episode of HBR IdeaCast, Harvard Kennedy School professor Julia Minson shares what her research has shown about how we typically disagree with coworkers and direct reports--and how we can do it better. She explains research about why words matter more than intentions, how the goal of changing someone else's mind is often unrealistic, and how to stop disagreements from escalating and upending your culture.Uploaded 28-04-26Books, tools, and more: store.hbr.orgFollow us:https://hbr.org/https://www.linkedin.com/company/harvard-business-review/https://www.facebook.com/HBR/https://twitter.com/HarvardBizhttps://www.instagram.com/harvard_business_reviewSign up for Newsletters: https://hbr.org/email-newsletters#HarvardBusinessReview #YourCareer #Career #Job #Work #Business #Harvard #HarvardBusinessSchool Copyright © 2026 Harvard Business School Publishing. All rights reserved. Learn more about your ad choices. Visit megaphone.fm/adchoices Learn more about your ad choices. Visit megaphone.fm/adchoices

    Why You’re Bad at Disagreeing (And How to Fix It)

  6. 6h ago

    How to Write a Resume That Shines

    How to Write a Resume That Stands Out 20 Dec 2023 --- 📋 Check out an example resume here: https://hbr.org/2022/05/how-to-write-a-resume-that-will-stand-out Writing a resume has always been hard. How do you condense all of your experience into one page (or even fill out one page if you've just graduated)? How do you make it look good, but still easily readable? Now, with the introduction of applicant tracking systems (aka the bots that scan your resume), the resume writing process has become even more challenging. But thankfully, there are some ways to make your resume work for you. I talked to Kristi DePaul, CEO of Founders and a personal branding expert, about how to make my resume stand out. She taught me exactly what to do to get my resume past the bots, into the hands of a hiring manager, and on top of the "accept" pile. I even made a new resume based on her guidance. Watch until the end if you need a template to base yours off of. 00:00 Resume writing feels like this 01:06 Meet our expert, Kristi DePaul 01:28 What are people scanning first? 02:05 Objectives are out, headlines are in 02:36 More context, less generic 3:20 You have experience (more than you think) 4:20 One resume for humans, one resume for robots 5:30 Be yourself, on paper 6:06 Include endorsements, and quotes 6:30 Multiple pages are okay (just don't force it) 6:58 My new resume! 📋 Read Kristi DePaul's original article: https://hbr.org/2020/09/how-to-get-your-resume-noticed-and-out-of-the-trash-bin Produced by Andy Robinson, Paige Cohen, Kelsey Alpaio Video by Andy Robinson Editing by Andy Robinson Animation and Design by Alex Belser and Karen Player Subscribe to our newsletter: https://hbr.org/email-newsletters?movetile_hbpascendnl&hideIntromercial=true #resumetips #jobsearch #writingskills ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ Learn more about your ad choices. Visit megaphone.fm/adchoices

    How to Write a Resume That Shines

  7. 7h ago

    Do Compliments Make You Squirm? Here's Why.

    Do Compliments Make You Cringe? Here's Why. 23 Jul 2024 --- Have you ever wondered why compliments make you uncomfortable? This might be why. — Read the full article here: https://s.hbr.org/46hDsl6 #research #didyouknow #psychology Learn more about your ad choices. Visit megaphone.fm/adchoices

    Do Compliments Make You Squirm? Here's Why.

  8. 8h ago

    You Need Tough Feedback—Here’s How to Get It | Christine vs. Work

    You Need Tough Feedback—Here’s How to Get It | Christine vs. WorkUploaded 18-05-2118 May 2021---𝙎𝙪𝙗𝙨𝙘𝙧𝙞𝙗𝙚 𝙩𝙤 𝘼𝙨𝙘𝙚𝙣𝙙 𝙩𝙤𝙙𝙖𝙮! ✨ https://www.youtube.com/c/HBRAscend ✨I want to get constructive feedback and grow from it, without getting upset. Is that too much to ask. Feedback is a crucial element of your professional growth, so it pays to ask for it. Whether from a trusted colleague or manager, high-quality feedback highlights where you shine and where you can improve. However, sometimes the feedback we get isn’t tough enough. Blanket compliments like “Great job” or “You’re doing fine” aren’t particularly helpful. On the other hand, getting unexpected negative feedback can be painful.In this episode, Innovation Editor Christine Liu sets out to learn how to ask for and get quality feedback, how to react to feedback (good or bad), and how to grow from it. She turns to Octavia Goredema, career coach and founder of Twenty Ten Agency, for answers on how to manage professional feedback.00:00 My feedback questions02:00 How do I ask for feedback?02:48 What's the right way to react to good feedback?03:43 I got negative feedback. Help, please.04:42 What if I disagree with the feedback?05:23 All they said was, "Great job."06:22 Practice time!07:55 This is real10:10 What do you think?We’d love to hear from you! Tell us about your content preferences in our 10-minute survey: https://hbp.az1.qualtrics.com/jfe/form/SV_2ldQ5v6xeoxKHrM?source=social_youtubeLearn more about Octavia Goredema: http://www.twentytenagency.com/#feedback #reactions #conversationstartersFollow us:https://hbr.org/ascendhttps://www.linkedin.com/showcase/hbr-ascend/https://www.facebook.com/hbrascend/https://twitter.com/HBRAscendhttps://www.instagram.com/hbrascend/?hl=en Learn more about your ad choices. Visit megaphone.fm/adchoices Learn more about your ad choices. Visit megaphone.fm/adchoices

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3.5
out of 5
2 Ratings

About

At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. We try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We encourage comments, critiques, and questions. We expect our community to be a safe space for respectful, constructive, and thought-provoking discussion. We reserve the right to remove or turn off comments at our discretion. We do not tolerate bullying, name-calling, or abusive language related to identity, including race, gender, ethnicity, religion, sexuality, age, or region; spam; copyright violation; extreme profanity; or p*rnography.

Information

  • Creator
    HBR
  • Years Active
    2026
  • Episodes
    543

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