Motivating people

The latest wave of Covid-19 is pushing us to new depths of personal resilience.

Five ways to build trust.

When Netflix executives wrote a PowerPoint deck about the organization's talent management strategies, the document went viral--it's been viewed more...

Effective leaders take a personal interest in the long-term development of their employees, and they use tact and other social skills to encourage employees to achieve their best. It isn’t about being “nice” or “understanding”—it’s about tapping into individual motivations in the interest of furthering an organizationwide goal.

While we know a lot about practices that stimulate new ideas, innovation teams often struggle to apply them. Why? Because people's biases and entrenched...

Great leaders tap into the needs and fears we all share. Great managers, by contrast, perform their magic by discovering, developing, and celebrating what’s different about each person who works for them. Here’s how they do it.

The natural experiment forced on the world by the coronavirus demonstrates that the academics and tech visionaries who have been talking since the 1980s...

Leaders need to adapt to the new normal.

Business leaders have much more in common with artists than they do with managers.

Give people the opportunity to solve problems that really matter.

You don’t need to pretend to have all the answers.

In a virtual setting, working hard may come with playing hard.

Motivating yourself is one of the main things that sets high achievers apart, and it's hard. How do you keep pushing onward when your heart isn't into...

Research shows that giving someone a boost can lift you up too.

What is the best way to motivate employees to do creative work? Help them take a step forward every day. In an analysis of knowledge workers' diaries,...

How to master the process that’s transforming management

Leaders at Mass General share their approach to supporting employees through the pandemic.

The Black Lives Matter and #MeToo movements have forced people in positions of power--namely, the white men who dominate institutional leadership roles--to...

Like many other companies, Deloitte realized that its system for evaluating the work of employees--and then training them, promoting them, and paying...

For years managers have been encouraged to candidly praise and criticize just about everything workers do. But it turns out that feedback does not help...

Supplements the (A) case.

Teena Lerner, the CEO of Rx Capital, had a problem. Her three-year-old hedge fund was highly profitable, but in 2004, one of her four equities analysts...

This exercise provides an opportunity to gain insight about designing, negotiating, and responding to incentives. The setting is investment management....

This case describes a vacuum cleaner manufacturer whose program for operational improvement includes the development of performance measures. Management...

How to be human at work. HBR's Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of...

Presents a series of problems that face a newspaper publisher, including inventory level, effort level, subsidy for unsold inventory, and commission for...

Updates General Dynamics: Compensation and Strategy (A).

This module reading lays the foundation for executing strategy using performance measurement and control systems. Properly applied, these systems can...

The Opportunity Hub was a cloud-based platform that enabled managers to market projects they were working on and associated resourcing needs as 'Opportunity...

Describes the innovative retail model of the Brazilian firm Magazine Luiza. Magazine Luiza enables low-income consumer credit by applying a flexible and...

Kent Thiry, CEO of dialysis provider DaVita, is considering how to integrate employees from recently acquired Gambro Healthcare without damaging DaVita's...

The note begins with a review of the idea that different costs are used for different purposes, and discusses the differences. It then summarizes the...

Keep learning, or risk becoming irrelevant. It's a truism in today's economy: the only constant is change. Technological automation is making jobs less...

A new Dallas-based health and beauty spa aims to use a highly distinctive human resource system as the foundation of its competitive strategy. By encouraging...

In Differences at Work: Sameer (B) HBS Case No. 9-609-054, Sameer leaves the firm at the summer's end without confronting his employer about the jokes...

Supplements the (A) case.

Su Yee Goh, a director in a Singapore office, considers a proposal by a pregnant female executive for an alternative work arrangement so that she could...

What kind of culture does Walt Disney Company (WDC) want to create? This case uses the experiences of a young visitor to one of WDC's resort hotels to...

CEO Jim Billings wants to attract energetic, entrepreneurial talent to Stone Finch, Inc., which comprises an older division that fabricates products like...

Medicetra MedTech Company is a dental equipment distributor and senior management is deciding whether to implement a new incentive compensation program...

The latest wave of Covid-19 is pushing us to new depths of personal resilience.

Five ways to build trust.

When Netflix executives wrote a PowerPoint deck about the organization's talent management strategies, the document went viral--it's been viewed more...

Effective leaders take a personal interest in the long-term development of their employees, and they use tact and other social skills to encourage employees to achieve their best. It isn’t about being “nice” or “understanding”—it’s about tapping into individual motivations in the interest of furthering an organizationwide goal.

While we know a lot about practices that stimulate new ideas, innovation teams often struggle to apply them. Why? Because people's biases and entrenched...

Great leaders tap into the needs and fears we all share. Great managers, by contrast, perform their magic by discovering, developing, and celebrating what’s different about each person who works for them. Here’s how they do it.

The natural experiment forced on the world by the coronavirus demonstrates that the academics and tech visionaries who have been talking since the 1980s...

Leaders need to adapt to the new normal.

Business leaders have much more in common with artists than they do with managers.

Give people the opportunity to solve problems that really matter.