Harvard Business Review

Improving the practice of management and its impact in a changing world.

Articles from Contributor

Say Less and Convey More

When you’re giving a presentation and nervousness kicks in, it’s tough to be brief. But, your audience expects you to state your conclusion and stand behind it, not ramble on aimlessly. You can only do that if you zero in on the purpose. When you prepare for your talk, work backwards. Before you put anything down on paper, know the …

Before Promoting Someone, Do a Test Run

If you suspect an employee is ready for a promotion, don’t jump right in. Performance in a current role doesn’t always predict performance in a future one. Gather more information by designing an assignment for the employee that mimics the tasks and challenges of the new job. Be transparent and tell him that you are using this …

Make Time for Meeting Prep

With so many meetings, busy managers don’t always have time to think about the goals of those meetings. But showing up unprepared only makes a meeting longer and less effective. Try blocking out time on your calendar for prep work and to think about what you want to accomplish. If a meeting is an hour, you may need 30 minutes to …

Get Mentoring that Grows with Your Career

Early in your career, you may ask mentors to help you with specific skills. But as you face mid-career challenges, you need mentoring that’s tailored to your individual strengths and career goals. And, you need mentors who can increase your access to career-advancement opportunities. Work with advisers who can help you take the skills …

Network with Purpose

When it comes to networking, quality matters more than quantity. But how do you meet the right people? One way is to ask for introductions. Reach out to influential people in your network and ask them to put you in touch with others. Be specific about the introductions you want and why you want them. Explain what you are trying to …

Make Time to Prioritize

Do you truly understand how you spend your time? Most people assume they dedicate more hours to strategic work than they actually do. Look back on the past month in your calendar. Add up the time you spent on your strategic priorities. Was it enough? It’s likely less than you thought. That’s because most people tend to do the most …

Delegate, Then Disengage

Entrusting a project to someone else can be tough. But if you don’t rely on others, you’ll always end up doing everything yourself. You’ll also shortchange those who could learn by taking new tasks. Once you delegate something, don’t be tempted to micromanage the process. Agree on the expected outcomes and just let go. If …

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