Maybe it’s the MBA in me, but I do love the Harvard Business Review. If you read nothing else, you should read these articles on the essential management topics. The HBR combed through hundreds of articles on change, leadership, strategy, managing people, and managing yourself and compiled the most important ones in the “HBR’s 10 Must Reads Boxed Set.” It’s like an MBA in a box. Merry Christmas, ya’ filthy animal.
HBR’s 10 Must-Reads on Leadership
How can you transform yourself from a good manager into an extraordinary leader? HBR combed through hundreds of articles on leadership and selected the most important ones to help you maximize your own and your organization’s performance. This collection includes:
- What Makes an Effective Executive
- What Makes a Leader?
- What Leaders Really Do
- The Work of Leadership
- Why Should Anyone Be Led by You?
- Crucibles of Leadership
- Level 5 Leadership: The Triumph of Humility and Fierce Resolve
- Seven Transformations of Leadership
- Discovering Your Authentic Leadership
- In Praise of the Incomplete Leader
HBR’s 10 Must-Reads on Managing Yourself
The path to your own professional success starts with a critical look in the mirror. What you see there–your greatest strengths and deepest values–are the foundations you must build on. HBR combed through hundreds of articles on managing yourself and selected the most important ones to help you stay engaged and productive throughout your working life. This collection includes:
- Managing Oneself
- Management Time: Who’s Got the Monkey
- How Resilience Works
- Manage Your Energy, Not Your Time
- Overloaded Circuits: Why Smart People Underperform
- Be a Better Leader, Have a Richer Life
- Reclaim Your Job
- Moments of Greatness: Entering the Fundamental State of Leadership
- What to Ask the Person in the Mirror
- Primal Leadership: The Hidden Driver of Great Performance
- Bonus: How Will You Measure Your Life?
HBR’s 10 Must-Reads on Strategy
Is your company spending enormous time and energy on strategy development, with little to show for your efforts? HBR combed through hundreds of articles on strategy and selected the most important ones to help galvanize your organization’s strategy development and execution. This collection includes:
- What Is Strategy?
- The Five Competitive Forces That Shape Strategy
- Building Your Company’s Vision
- Reinventing Your Business Model
- Blue Ocean Strategy
- The Secrets to Successful Strategy Execution
- Using the Balanced Scorecard as a Strategic Management System
- Transforming Corner-Office Strategy into Frontline Action
- Turning Great Strategy into Great Performance
- Who Has the D? How Clear Decision Roles Enhance Organizational Performance
HBR’s 10 Must-Reads on Change Management
70% of all change initiatives fail. But the odds turn in your company’s favor once you understand that change is a multi-stage process–not an event–and that persuasion is key to establishing a sense of urgency, winning support, and silencing naysayers. HBR combed through hundreds of articles on change management and selected the most important ones to help you lead your organization through transformation. This collection includes:
- Leading Change: Why Transformation Efforts Fail
- Change Through Persuasion
- Leading Change When Business Is Good: An Interview with Samuel J. Palmisano
- Radical Change, the Quiet Way
- Tipping Point Leadership
- A Survival Guide for Leaders
- The Real Reason People Won’t Change
- Cracking the Code of Change
- The Hard Side of Change Management
- Why Change Programs Don’t Produce Change
HBR’s 10 Must-Reads on Managing People
Managing people is fraught with challenges: What really motivates people? How do you deal with problem employees? How can you build a team that is greater than the sum of its parts? The answers to these questions can be elusive–even to a seasoned manager. HBR combed through hundreds of articles on managing people to help you deal with these–and many other–management challenges. This collection includes:
- Leadership That Gets Results
- One More Time: How Do You Motivate Employees?
- The Set-Up-to-Fail Syndrome
- Saving Your Rookie Managers from Themselves
- What Great Managers Do
- Fair Process: Managing in the Knowledge Economy
- Teaching Smart People How to Learn
- How (Un)ethical Are You?
- The Discipline of Teams
- Managing Your Boss
HBR’s 10 Must Reads:The Essentials
If you read nothing else, read these 10 articles from HBR’s most influential authors:
- “Meeting the Challenge of Disruptive Change,” by Clayton M. Christensen and Michael Overdorf, explains why so few established companies innovate successfully.
- “Competing on Analytics,” by Thomas H. Davenport, explains how to use data-collection technology and analysis to discern what your customers want, how much they’re willing to pay, and what keeps them loyal.
- “Managing Oneself,” by Peter F. Drucker, encourages us to carve our own paths by asking questions such as, “What are my strengths?” and “Where do I belong?”
- “What Makes a Leader?” Not IQ or technical skills, says Daniel Goleman, but emotional intelligence.
- “Putting the Balanced Scorecard to Work,” by Robert S. Kaplan and David P. Norton, includes practical steps and examples from companies that use the balanced scorecard to measure performance and set strategy.
- “Innovation: The Classic Traps,” by Rosabeth Moss Kanter, advocates applying lessons from past failures to your innovation efforts. She explores four problems and offers remedies for each.
- “Leading Change: Why Transformation Efforts Fail,” by John P. Kotter, argues that transformation is a process, not an event. It takes years, not weeks, and you can’t skip any steps.
- “Marketing Myopia,” by Theodore Levitt, introduces the quintessential strategy question, “What business are you really in?”
- “What Is Strategy?” by Michael E. Porter, argues that rivals can easily copy your operational effectiveness, but they can’t copy your strategic positioning-what distinguishes you from all the rest.
- “The Core Competence of the Corporation,” by C.K. Prahalad and Gary Hamel, argues that a diversified company is like a tree: the trunk and major limbs its core products, branches its business units, leaves and fruit its end products. Nourishing and stabilizing everything is the root system: its core competencies.