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HBR's 10 Must Reads series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further.
HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential ones on each topic. Each title includes timeless advice that will be relevant regardless of an ever-changing business environment.
Classic ideas, enduring advice, the best thinkers: HBR's 10 Must Reads.
Managing people is fraught with challenges - even if you're a seasoned manager. Here's how to handle them.
If you listen to nothing else on managing people, you should at least hear these 10 articles. 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
- Manage your boss
- Sales Rank: #10859 in Audible
- Published on: 2015-08-04
- Released on: 2015-08-04
- Format: Unabridged
- Original language: English
- Running time: 487 minutes
Most helpful customer reviews
53 of 53 people found the following review helpful.
Outstanding advice on people management
By John Gibbs
If you are looking for a quick introduction to the ideas of a number of thought-leaders on how to manage people, this book is a good resource. The ideas discussed in this book include:
Daniel Goleman: There are six leadership styles - coercive, authoritative, affiliative, democratic, pacesetting and coaching. The most effective leaders are able to change between these styles when appropriate.
Frederick Herzberg: Punishments and rewards are ineffective tools for motivating people. Instead, try enriching their jobs by removing controls, giving employees more information, and giving access to greater challenges.
Manzoni and Barsoux: Employees who are viewed as weak performers often live down to expectations because the supervisor's attempts at performance management result in worse rather than better performance.
Carol Walker: New managers often perform poorly because they have not learnt the skills of delegating, getting support from above, projecting confidence, focusing on the big picture, and giving constructive feedback.
Marcus Buckingham: Great managers do not try to change their employees. Instead, they tweak roles to capitalize on individual strengths, create personalised incentives, and tailor coaching to unique learning styles.
Kim and Mauborgne: Harmony in the workplace required fair process, including inviting input from employees affected by a decision, explaining the thinking behind decisions, and providing clear expectations.
Chris Argyris: An organization's smartest and most successful people are often poor learners because they have not had the opportunity for introspection that comes with failure.
Banaji, Bazerman and Chugh: Everyone has unconscious biases which affect decisions. To counteract these biases, gather better data, get rid of stereotypical cues, and broaden your mind-set.
Katzenbach and Smith: A good team has a meaningful common purpose, specific performance goals, a mix of complementary skills, a strong commitment to how the work gets done, and mutual accountability.
Gabarro and Kotter: To have a good relationship with your boss, focus on compatible work styles, mutual expectations, information flow, dependability and honesty, and good use of time and resources.
In my opinion, every article in the book contains ideas which will be useful in almost any workplace. In most workplaces there is enormous scope for improving the quality of people management. Some of the articles were first published more than 20 years ago, but the principles which they espouse are yet to find their way into most workplaces. I highly recommend this book to any manager.
5 of 5 people found the following review helpful.
Must read for first time manager as well as seasoned person for fresh perspective
By bigkahuna
This book is collection of articles published in HBR that are still relevant today. Technology progressed but people, psychology and organizational behavior is still the same. Reading "Setup to Fail" paper one may remember instances in their career where they setup somebody for failure. It is truly empowering. For seasoned managers, it may offer some fresh insights into why people behave the way they do. All in all, good purchase.
6 of 6 people found the following review helpful.
Great Reference Book
By Lauren M.
As a new manager, I'm looking for resources to help me better manage my team. This is a great book that provides some really great advice. Nothing in here is earth-shattering -- but it's great, standard material that will help a new manager blaze a path forward.
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