HBR's 10 Must Reads on Managing People, Vol. 2

by Harvard Business Review, Marcus Buckingham, Michael D. Watkins

Are you a good boss--or a great one?

Get more of the management ideas you want, from the authors you trust, with HBR's 10 Must Reads on Managing People (Vol. 2). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you master the innumerable challenges of being a manager.

With insights from leading experts including Marcus Buckingham, Michael D. Watkins, and Linda Hill, this book will inspire you

Draw out your employees' signature strengthsSupport a culture of honesty and civilityCultivate better communication and deeper trust among global teamsGive feedback that will help your people excelHire, reward, and tolerate only fully formed adultsMotivate your employees through small winsFoster collaboration and break down silos across your company

This collection of articles includes "Are You a Good Boss--or a Great One?," by Linda A. Hill and Kent Lineback; "Let Your Workers Rebel," by Francesca Gino; "The Feedback Fallacy," by Marcus Buckingham and Ashley Goodall; "The Power of Small Wins," by Teresa M. Amabile and Steven J. Kramer; "The Price of Incivility," by Christine Porath and Christine Pearson; "What Most People Get Wrong About Men and Women," by Catherine H. Tinsley and Robin J. Ely; "How Netflix Reinvented HR," by Patty McCord; "Leading the Team You Inherit," by Michael D. Watkins; "The Overcommitted Organization," by Mark Mortensen and Heidi K. Gardner; "Global Teams That Work," by Tsedal Neeley; "Creating the Best Workplace on Earth," by Rob Goffee and Gareth Jones.

Genres: Leadership, Business, Nonfiction, Audiobook, Management

244 pages, Kindle Edition

First published March 24, 2020

Reviews

[Sergey Dudko]

Most manager stop in their development. It is critical to continue learning through challenging yourself
It's important to make people trust you
When providing feedback, focus on strengths and opportunities rather than on shortcomings
Make team members define their missions
Tailor jobs to employees’ strengths.
Have L Personal progress chart in the framework
Create dissent by default. Leaders can encourage debate during meetings by inviting individuals to take opposing points of view
Instead of: Can I give you some feedback? Use: Here’s my reaction.
Instead of: Good job! Use: Here are three things that really worked for me. What was going through your mind when you did them?
Instead of: Here’s what you should do. Use: Here’s what I would do.
Instead of: You lack strategic thinking. Use: I’m struggling to understand your plan. You
Partner idea: Map everyone’s skills.
Encourage bad news sharing from team member

[Susan Wilson]

Great reminders. I particularly appreciated “The Feedback Fallacy” and “What Most People Get Wrong About Men and Women” as well as the Netflix story. That’s because they are about disruption and help us to reconsider old ways of managing and working. We all come to things with our own bias and broadening our way of thinking, like the research show we aren’t reliable raters of others and that men and women are very similar with respects to key competencies like confidence and negotiation skills are helpful. If we could treat all people as adults when it comes to HR rather than constantly being requested to write policies for the 3% I think my job would be more rewarding and our businesses more appealing.

[David · Rating 5 out of 5]

I found this very interesting and helpful when it comes to managing teams and people. It is focused on management ideology and mindset rather than tactical actions. I'd recommend it to anyone managing a team

[Kirill · Rating 5 out of 5]

Brilliant and inspiring.

[Timothy Batson · Rating 3 out of 5]

More professional development.