Harvard Business

JULY 26, 2024

Despite working hard and meeting our goals, sometimes it’s not clear why we aren’t getting ahead at work. In the absence of strong feedback, we may begin to feel underappreciated or undervalued. While leaders and managers can help boost employee morale by bridging communication gaps around performance, it can be frustrating to wait for that change to happen.

Course 63

Course Meeting Management 63

Effective Managers

JULY 26, 2024

A Guide to Agile Practices and Their Benefits in Today’s Dynamic Business Environment In to-day’s business landscape, agility has become a key driver for success. Agile methodology, originally conceived for software development, has transcended its IT roots to become a vital approach in various business sectors. The Essence of Agile Methodology Agile methodology is underpinned by the Agile Manifesto, which emphasizes individuals and interactions over processes and tools, working solutions

Methodologies 52

Methodologies Agile Productivity Training 52

Harvard Business

JULY 26, 2024

There are well-known tactics for persuading others, coauthor Robert Cialdini’s prominent among them. But when leaders need to prompt long-term behavioral change, these tactics need to be applied differently. Cialdini and his coauthor, a researcher of influence tactics, suggest three methods for delivering long-haul persuasion in a complex system that build on Cialdini’s earlier work: Offer compromises proactively, promote unity, and appoint a system steward.

System 59

System Research Change Management Management 59

Seth Godin Blog

JULY 26, 2024

Willpower is overrated. If you want to eat healthier, don’t work hard to avoid stopping at the cookie jar when you walk into the kitchen. Get rid of the cookie jar. Systems are long-lasting, widespread and resilient. We can push back on them with effort, but over time, the system usually comes out ahead. Once we see a system, we can change it.

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System Metrics Education Productivity 32

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Harvard Business

JULY 26, 2024

Managers often have pre-conceived notions that can act as a barrier to giving timely, helpful, and honest performance feedback. Three of the most common preconceived notions are: 1) the feedback conversation is going to be long and drawn out; 2) the feedback needs to be perfect; and 3) the feedback might be taken the wrong way. It’s understandable that you don’t want to upset your direct reports.

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Report Productivity Development Management 58