HBR's 10 Must Reads on Managing People (with featured article "Leadership That Gets Results," by Daniel Goleman)
- 8h 7m 56s
- Daniel Goleman, Harvard Business Review, Jon R. Katzenbach, Renée Mauborgne, W. Chan Kim
- Gildan Media
Managing people is fraught with challenges—even if you're a seasoned manager. Here's how to handle them.
If you read (or listen to) nothing else on managing people, listen to these ten articles (featuring "Leadership That Gets Results," by Daniel Goleman). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you maximize your employees' performance.
HBR's 10 Must Reads on Managing People will inspire you to: tailor your management styles to fit your people; motivate with more responsibility, not more money; support first-time managers; build trust by soliciting input; teach smart people how to learn from failure; build high-performing teams; and manage your boss.
This collection of bestselling articles includes: featured article "Leadership That Gets Results" by Daniel Goleman, "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," and "Managing Your Boss."
About the Author
Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, 11 international licensed editions, books from Harvard Business Review Press, and digital content and tools published on HBR.org, Harvard Business Review provides professionals around the world with rigorous insights and best practices to lead themselves and their organizations more effectively and to make a positive impact.
In this Audiobook
Chapter 1 - Leadership That Gets Results by Daniel Goleman
Chapter 2 - One More Time: How Do You Motivate Employees? by Frederick Herzberg
Chapter 3 - The Set-Up-to-Fail Syndrome by Jean-Francois Manzoni and Jean-Louis Barsoux
Chapter 4 - Saving Your Rookie Managers from Themselves by Carol A. Walker
Chapter 5 - What Great Managers Do by Marcus Buckingham
Chapter 6 - Fair Process: Managing in the Knowledge Economy by W. Chan Kim and Renée Mauborgne
Chapter 7 - Teaching Smart People How to Learn by Chris Argyris
Chapter 8 - How (Un)ethical Are You? by Mahzarin R. Banaji, Max H. Bazerman, and Dolly Chugh
Chapter 9 - The Discipline of Teams by Jon R. Katzenbach and Douglas K. Smith
Chapter 10 - Managing Your Boss by John J. Gabarro and John P. Kotter