Harvard Business Review Quotes (Author of HBR's 10 Must Reads on Managing Yourself) (2024)

“It’s tough when markets change and your people within the company don’t.”
― Harvard Business Review

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“Data is the new oil”
― Harvard Business Review (HBR)

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“Like Stockdale, resilient people have very sober and down-to-earth views of those parts of reality that matter for survival. That’s not to say that optimism doesn’t have its place: In turning around a demoralized sales force, for instance, conjuring a sense of possibility can be a very powerful tool. But for bigger challenges, a cool, almost pessimistic, sense of reality is far more important.”
― Harvard Business Review, HBR's 10 Must Reads on Emotional Intelligence (with featured article "What Makes a Leader?" by Daniel Goleman)

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“Play Fair You’re sure to elicit a threat response if you provide feedback the other person views as unfair or inaccurate. But how do you avoid that, given how subjective perceptions of fairness and accuracy are? David Bradford of the Stanford Graduate School of Business suggests “staying on our side of the net”—that is, focusing our feedback on our feelings about the behavior and avoiding references to the other person’s motives. We’re in safe territory on our side of the net; others may not like what we say when we describe how we feel, but they can’t dispute its accuracy. However, when we make guesses about their motives, we cross over to their side of the net, and even minor inaccuracies can provoke a defensive reaction. For example, when giving critical feedback to someone who’s habitually late, it’s tempting to say something like, “You don’t value my time, and it’s very disrespectful of you.” But these are guesses about the other person’s state of mind, not statements of fact. If we’re even slightly off base, the employee will feel misunderstood and be less receptive to the feedback. A more effective way to make the same point is to say, “When you’re late, I feel devalued and disrespected.” It’s a subtle distinction, but by focusing on the specific behavior and our internal response—by staying on our side of the net—we avoid making an inaccurate, disputable guess. Because motives are often unclear, we constantly cross the net in an effort to make sense of others’ behavior. While this is inevitable, it’s good practice to notice when we’re guessing someone’s motives and get back on our side of the net before offering feedback.”
― Harvard Business Review, HBR Guide to Coaching Employees

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“Personal notes are particularly effective, especially if they emphasize being a role model, treating people well, and living the organization’s values. Doug Conant, a former CEO of Campbell Soup, is well aware of the power of personal recognition. During his tenure as president and CEO, he sent more than 30,000 handwritten notes of thanks to employees.”
― Harvard Business Review, HBR's 10 Must Reads on Emotional Intelligence (with featured article "What Makes a Leader?" by Daniel Goleman)

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“Harvard Business School professor Teresa Amabile has conducted extensive research on employees working in creative endeavors in order to understand how work environments foster or impede creativity and innovation. She has consistently found that work environments in which employees have a high degree of operational autonomy lead to the highest degree of creativity and innovation. Operational autonomy, of course, can be seen as the extreme version of process fairness.”
― Harvard Business Review, HBR's 10 Must Reads on Emotional Intelligence (with featured article "What Makes a Leader?" by Daniel Goleman)

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“Leadership couples emotional intelligence with the courage to raise the tough questions, challenge people's assumptions about strategy and operations-and risk losing their goodwill. It demands a commitment to serving others; still at diagnostic, strategic, and tactile reasoning; the guts to get beneath the surface of tough realities and the heart to take the grief.”
― Harvard Business Review, Emotional Intelligence The Essential Ingredient to Success HBR OnPoint Magazine

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“There are five degrees of initiative that the manager can exercise in relation to the boss and to the system: wait until told (lowest initiative); ask what to do; recommend, then take resulting action; act, but advise at once; and act on own, then routinely report (highest initiative).”
― Harvard Business Review Press, HBR Guide to Getting the Right Work Done

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“It is useful for companies to look at AI through the lens of business capabilities rather than technologies. Broadly speaking, AI can support three important business needs: automating business processes, gaining insight through data analysis, and engaging with customers and employees.”
― Harvard Business Review, HBR's 10 Must Reads on AI, Analytics, and the New Machine Age

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“Most companies today operate in a turbulent environment with complex strategies that, though valid when they were launched, may lose their validity as business conditions change.”
― Harvard Business Review, HBR's 10 Must Reads Ultimate Boxed Set

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“an adversarial mindset not only prevents us from understanding and responding to the other party, but also makes us feel like we've lost when we don't get our way”
― Harvard Business Review, Emotional Intelligence: Empathy

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“Coaching is an interactive opportunity to discover and create previously unknown solutions.”
― Harvard Business Review, HBR Guide to Coaching Employees

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“The construction industry is the world’s second largest (after agriculture), worth $8 trillion a year. But it’s remarkably inefficient. The typical commercial construction project runs 80% over budget and 20 months behind schedule, according to McKinsey.”
― Harvard Business Review, HBR's 10 Must Reads on AI, Analytics, and the New Machine Age

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“In other words, good negotiators need to develop a poker face-not one that remains expressionless, always hiding true feelings, but one that displays the right emotions at the right times.”
― Harvard Business Review, On Emotional Intelligence

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“Specify Level of Initiative Your employees can exercise five levels of initiative in handling on-the-job problems. From lowest to highest, the levels are: Wait until told what to do. Ask what to do. Recommend an action, then with your approval, implement it. Take independent action but advise you at once. Take independent action and update you at an agreed-on time; for example, your weekly meeting. When an employee brings a problem to you, outlaw use of level 1 or 2. Agree on and assign level 3, 4, or 5 to the monkey. Take no more than 15 minutes to discuss the problem.”
― Harvard Business Review Press, HBR Guide to Getting the Right Work Done

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“If I am to speak for ten minutes, I need a week for preparation; if fifteen minutes, three days; if half an hour, two days; if an hour, I am ready now. —Woodrow T. Wilson”
― Harvard Business Review Press, HBR Guide to Persuasive Presentations

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“Speed of change is the driving force. Leading change competently is the only answer.”
― Harvard Business Review Press, Leading Change [with a New Preface]

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“Here I am, angry woman, hands on hips, head to the side, what are you doing? But if they had done the same thing to us, we don’t give ourselves permission to articulate that anger and to address the injustices that are personal.”
― Harvard Business Review, You, the Leader

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“So pay less attention to what you think people want to hear and more attention to what you need to say to them. Reveal your full humanity to the world, regardless of what your critics say. And while you’re at it, take exquisite care of people who are different from you, confident in the knowledge that their difference is the very thing that could unleash your potential and your organization’s.”
― Harvard Business Review, HBR's 10 Must Reads 2022: The Definitive Management Ideas of the Year from Harvard Business Review

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“Significant innovations don’t come from incremental tweaks. Design thinkers pose questions and explore constraints in creative ways that proceed in entirely new directions.”
― Harvard Business Review, HBR's 10 Must Reads on Design Thinking

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“Beer, Michael. “Conducting a Performance Appraisal Interview”
― Harvard Business Review, Performance Reviews

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“The myth of creative genius is resilient: We believe that great ideas pop fully formed out of brilliant minds, in feats of imagination well beyond the abilities of mere mortals. But what the Kaiser nursing team accomplished was neither a sudden breakthrough nor the lightning strike of genius; it was the result of hard work augmented by a creative human-centered discovery process and followed by iterative cycles of prototyping, testing, and refinement.”
― Harvard Business Review, HBR's 10 Must Reads on Design Thinking

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“Design projects must ultimately pass through three spaces (see the exhibit “Inspiration, ideation, implementation”).”
― Harvard Business Review, HBR's 10 Must Reads on Design Thinking

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“The key attribute, particularly when it relates to cyber risk, is the concept of sense something, do something, which makes all people in an organization a part of a “neural safety network.”
― Harvard Business Review, Cybersecurity: The Insights You Need from Harvard Business Review

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