Get your idea off the ground. You've got a great idea that will increase revenue or boost productivity - but how do you get the buy-in you need to make it happen? By building a business case that clearly shows your idea's value. That's not always easy: Maybe you're not sure what kind of data your stakeholders will trust. Or perhaps you're intimidated by number crunching. The HBR Guide to Building Your Business Case, gives you the guidance and tools you need to make a strong case.
We love to hate meetings. And with good reason - they clog up our days, making it hard to get work done in the gaps, and so many feel like a waste of time. There’s plenty of advice out there on how to stop spending so much time in meetings or make better use of the time, but does it hold up in reality? Can you really make meetings more effective and regain control of your calendar?
A difficult conversation has to be a two-way street. You’re unlikely to come to a resolution if you don’t hear the other person out. But equally important when addressing a conflict is getting your message across. So after you’ve thoroughly listened to your counterpart, increase the likelihood that they will see things your way by doing the following.
Ask anyone who travels for work: It’s not as glamorous as it looks. Yes, sometimes you get to explore new places, meet interesting people, and rack up frequent flyer miles for future vacations. But you’re also yanked out of your regular, comfortable routine, spend too much time standing in airport security lines, and you’re miles away from people who know you well.
Relationships at work matter. Getting along with your coworkers not only makes your days more pleasant but also makes you better at your job. So what should you do if you realize you’re eating lunch alone every day or that you don’t even exchange pleasantries with your colleagues?
Your boss proposes a new initiative you think won’t work. Your senior colleague outlines a project timeline you think is unrealistic. What do you say when you disagree with someone who has more power than you do? How do you decide whether it’s worth speaking up? And if you do, what exactly should you say?
Your colleague just got a promotion. Now, instead of being your peer, she’s your boss. Does your relationship need to change? Should you act differently, or expect her to treat you differently? In other words, how do you manage up to someone who’s just jumped a level above you and who might’ve been a friend?
There’s that one person on your team — the bad apple who has nothing positive to say, riles up other team members, and makes work life miserable. If you can’t fire him, how do you respond to his behavior?
"How to Manage a Toxic Employee" is from hbr.com, published on October 3, 2016.
When you’re managing managers, your responsibilities are two-fold: you need to make sure they’re producing good work (as with any employee) and that they’re effectively supporting their teams. You might know how to do the former, but how do you do the latter? Do you need to provide training? Coaching? And how do you serve as a good role model?
Becoming a freelancer can be liberating - and also a little terrifying. Where do you even begin? What processes and structures do you need to have in place? How do you find clients? And how do you know how much to charge?
You’ve probably heard this before: “The only way to get a raise is to get another job offer.” Is it true? I talked to experts who study negotiations to get their perspectives on whether this oft-given advice holds up in practice and against research. So, first things first: Yes, the outside offer can work - and it often does. Hannah Riley Bowles, a senior lecturer at the Harvard Kennedy School who studies negotiation, admits that the practice is “well-established.”
It’s normal to get a sinking feeling when one of your employees says, “I have something to tell you.” No manager wants to hear that someone on their team has another job offer in hand. But how should you actually respond to the news? Should you counteroffer? Or just accept that they’re moving on? And how can you tell if the employee is just bluffing to get a raise?
No matter how hard you try or how many hours you work, you’re likely to disappoint a colleague at some point. You won’t be able to make every deadline or fulfill every commitment. But what if you have to let something slip that’s especially important to one of your peers? How do you tell them that you’re going to let them down?