Harvard Business Review

HBR
  • 3.5 (2)
  • Careers
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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. 23m ago

    Your Career Path Doesn't Have to Be a Straight Line

    Your Career Path Doesn't Have to Be a Straight Line 2 May 2022 --- You may think of your career as a ladder–you can go up, or down–but a better analogy might be a rock climbing wall, where going sideways, or even backwards, can be how you find your unique route to the top. KeyAnna Schmiedl, global head of culture and inclusion at Wayfair, explains what real-life rock climbing taught her about defining career advancement for herself. 00:00 “When I say career development, what do you think?” 00:30 It can’t just be that there is one path for everyone. 01:23 Rock walls are scary: How do I start climbing? 02:30 What if you don’t know your strengths? 03:35 Going backwards or sideways is okay. 05:05 There is no one “correct” path. 05:47 Here’s an alternate model of success. 06:24 You can actually define what success means to you. Follow Harvard Business Review: 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 #CareerPath #YourCareer Copyright © 2022 Harvard Business School Publishing. All rights reserved. Learn more about your ad choices. Visit megaphone.fm/adchoices

  2. 1h ago

    What Does it Take to be a Museum Curator? | Career Crush

    What Does it Take to be a Museum Curator? | Career Crush 7 Dec 2021 --- 𝙎𝙪𝙗𝙨𝙘𝙧𝙞𝙗𝙚 𝙩𝙤 𝘼𝙨𝙘𝙚𝙣𝙙 𝙩𝙤𝙙𝙖𝙮! ✨ https://www.youtube.com/c/HBRAscend ✨ Being a museum curator is all about helping artists bring their ideas to life — but it’s not always easy. Natalie Bell is the curator at the MIT List Visual Arts Center, a contemporary art museum in Cambridge, Massachusetts. In this episode, she shares with Ascend editor Kelsey Alpaio what it’s really like to be a museum curator — and it’s not all rainbows. Natalie explains that the museum world is very competitive, a fair salary can be hard to find, and there’s a lot of work to be done to improve what can be a tough industry. But despite it all, her passion for art is what makes it all worth it. 00:00 Museum Curators - fan pick! 00:59 Meet Natalie Bell 01:53 What's a typical day look like? 02:32 How curators see exhibits 03:26 Let's talk money 04:37 Internships 06:50 Skills to have (to get hired) Learn more about the MIT List Visual Arts Center: https://listart.mit.edu/ Produced by Andy Robinson and Kelsey Alpaio Video by Andy Robinson Editing by Andy Robinson Animation and Design by Riko Cribbs and Karen Player Follow us: https://hbr.org/ascend https://www.linkedin.com/showcase/hbrascend https://www.facebook.com/hbrascend/ https://twitter.com/HBRAscend https://www.instagram.com/hbrascend #museumcurator #careerhelp #hbrascend Learn more about your ad choices. Visit megaphone.fm/adchoices

  3. 1h ago

    Leisure's Not a Luxury. It's a Requirement for Top Leaders

    For strivers, leisure may be the hardest skill to master--but it's also one of the most important. Arthur C. Brooks, author of "The Happiness Files" and "The Meaning of Your Life", argues that leisure is not laziness or escape, but a serious practice that can make us more creative, grounded, and effective. He challenges leaders to rethink “work-life balance” and instead pursue a more integrated, meaningful life. For ambitious professionals, the lesson is clear: learning how to use leisure well may be one of the most important skills for long-term happiness and success.More from Arthur C. Brooks: http://themeaningofyourlife.com/ and https://www.amazon.com/Happiness-Files-Insights-Arthur-Brooks/dp/B0F4MFQ6VNBooks, 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

    Leisure's Not a Luxury. It's a Requirement for Top Leaders

  4. 2h ago

    How Leaders Can Be More Satisfied

    How Leaders Can Be Happier 18 Nov 2025 --- Does happiness really matter in business – and how can we achieve it? In this episode of HBR IdeaCast, award-winning author and Harvard professor Arthur C. Brooks joins host Adi Ignatius for a conversation at Harvard Business School’s Klarman Hall. They talk about why happiness is a direction, not a destination; why career success doesn’t automatically mean happiness; and how C-suite leaders can create better work environments that create happier employees – and more successful organizations. #ArthurCBrooks #HarvardBusiness #HappinessFiles #Happiness Books, tools, and more: store.hbr.org 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 #YourCareer #Career #Job #Work #Business #Harvard #HarvardBusinessSchool Copyright © 2025 Harvard Business School Publishing. All rights reserved. ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ Learn more about your ad choices. Visit megaphone.fm/adchoices

    How Leaders Can Be More Satisfied

  5. 2h ago

    Introverts: Here's How to Be Heard

    Introverts: Here's How to Be Heard 7 Nov 2024 --- Introverts, do you sometimes feel like you’re not leadership material? You’re wrong. Executive coach Muriel Wilkins is here with advice and strategies that can help — delivered in one minute or less. Wilkins is the host of HBR’s Coaching Real Leaders, available wherever you get your podcasts. You can also listen here: https://s.hbr.org/33irYhy Learn more about your ad choices. Visit megaphone.fm/adchoices

  6. 2h ago

    Why Leadership Teams Fail

    Why Leadership Teams Fail 19 Sep 2024 --- Is your leadership team dysfunctional? If so, they may fall into one of these three categories. Read the full article: https://s.hbr.org/3MP6bF9 Learn more about your ad choices. Visit megaphone.fm/adchoices

  7. 3h ago

    If Your Team Never Fails, It Isn’t Learning

    For leaders, building a high-performing team may require embracing something counterintuitive: failure. Ron Friedman, psychologist and author of "Superteams: The Science and Secrets of High-Performing Teams," argues that the best teams learn faster by treating experimentation, feedback, and innovation as core team habits. Drawing on surveys of thousands of workers, he challenges leaders to let go of perfectionism and adopt a "progress mentality," where intelligent risk-taking is rewarded. For ambitious teams, the lesson is clear: if nothing ever fails, you're not pushing hard enough, and you're probably falling behind.For more, check out Friedman's book: https://www.amazon.com/Superteams-Science-Secrets-High-Performing-Teams/dp/198218633X0:00 The three key strengths of superteams.1:47 Superteams conduct more experiments.2:52 Superteams give and receive more feedback.3:59 Superteams reward innovation (and failure).Books, 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

    If Your Team Never Fails, It Isn’t Learning

  8. 3h ago

    A Smarter Way to Delegate: What to Own vs. What to Hand Off

    A Smarter Way to Delegate: What to Keep vs. What to Hand Off 26 Sep 2025 --- Leaders don’t need to do it all. Learn a smarter way to decide which tasks to delegate—and how to set others up to succeed when you hand work off. Listen to the full IdeaCast episode here: https://s.hbr.org/4nmcBMp ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ Learn more about your ad choices. Visit megaphone.fm/adchoices

    A Smarter Way to Delegate: What to Own vs. What to Hand Off
See All (500)

Ratings & Reviews

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
    500

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