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78 items were found using the following search criteria
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The Cycle of Excellence: A Summary of the Five Steps to Peak Performance-And Helpful Hints for Putting Them into Practice
Hallowell, Edward M.Book Chapter HBS-4257BC-EIn practical terms, the pressure of managing your employees and your own work on a daily basis doesn't allow you to examine what's happening step by step. You manage within a process-traditionally called work-and you are often juggling many tasks and priorities at once. In this chapter, bestselling author and practicing psychiatrist Edward Hallowell encapsulates the five steps that comprise what he calls the Cycle of Excellence: Select, Connect, ...Starting at €8.20
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Select: Jumpstart the Cycle of Excellence-Encourage Peak Performance by Putting the Right Person in the Right Job
Hallowell, Edward M.Book Chapter HBS-4249BC-EAs General Electric CEO Jack Welch said, "Getting the right people in the right jobs is a lot more important than developing a strategy." Smart managers know that job fit means paying attention to three things: what a person likes to do most; what he or she does best; and what adds the greatest value to the project or organization. In this chapter, bestselling author ("Driven to Distraction") and practicing psychiatrist Edward Hallowell focuses o...Starting at €8.20
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Five Steps to Peak Performance: How You Can Use Brain Science to Bring Out the Best in Your People
Hallowell, Edward M.Book Chapter HBS-4248BC-EAre there people working for you who feel stressed out? Overloaded? Disconnected? Afraid? These are not "problem" employees; they don't have disciplinary issues, and they're not untalented. But they're not achieving at their peak level in the pressure-cooker that is today's workplace. In this chapter, bestselling author and practicing psychiatrist Edward Hallowell describes in detail the five steps of the Cycle of Excellence and explains how you,...Starting at €8.20
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Shine: Completing the Cycle of Excellence-How Praise and Recognition of Your People's Achievements Promotes Peak Performance
Hallowell, Edward M.Book Chapter HBS-4256BC-EPraise and recognition are powerful motivators because they satisfy a fundamental human need-the need to feel valued for what we do. You, as a manager, are in a unique position to offer-or withhold-this recognition. In this chapter, bestselling author ("Driven to Distraction") and practicing psychiatrist Edward Hallowell focuses on how you can make your employees "Shine"-the fifth and final step in the Cycle of Excellence. Using recent discoverie...Starting at €8.20
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Brain Science, Peak Performance, and Finding the Shine: Inspiring Excellence in Yourself and Your People-Every Day
Hallowell, Edward M.Book Chapter HBS-4247BC-EYour job as a manager is getting harder all the time. Especially in today's world of intensifying competition and economic uncertainty, the people who work for you need to shine their brightest every day. In this chapter, bestselling author and practicing psychiatrist Edward Hallowell introduces the Cycle of Excellence, a process he created to help managers inspire peak performance. Based on brain science, performance research, and Hallowell's ow...Starting at €8.20
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Play: Encouraging the Cycle of Excellence-Help Your People Achieve Peak Performance by Engaging Their Imaginations
Hallowell, Edward M.Book Chapter HBS-4254BC-EPlay is the most creative activity of the human brain. It allows you to dream up fresh ideas and question old ones. In play, the brain totally lights up. Play drives creativity, and creativity, in turn, drives profits. Without play, peak performance is impossible-workers become robotic, doing what they are asked to do but no more. In this chapter, bestselling author ("Driven to Distraction") and practicing psychiatrist Edward Hallowell focuses on...Starting at €8.20
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Strengths Become Weaknesses: Cognitive Biases in Founder Decision-Making
Wasserman, Noam; Anderson, KyleCase HBS-811068-EEntrepreneurshipThis note combines vignettes and scholarly research to outline the cognitive biases and decision-making strategies that influence key decisions in the founding process. It is argued that the same biases which provide early benefits can later prove to be a weakness for the startup, and that founders must learn to identify their biases and work to balance them out with sound advice and dispassionate analysis.Starting at €8.20
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How to Avoid Catastrophe
Tinsley, Catherine H.; Dillon, Robin L.; Madsen, Peter M.Article HBS-R1104G-EService and Operations ManagementMost business failures-such as engineering disasters, product malfunctions, and PR crises-are foreshadowed by near misses, close calls that, had luck not intervened, would have had far worse consequences. The space shuttle Columbia's fatal reentry, BP's Gulf oil rig disaster, Toyota's stuck accelerators, even the iPhone 4's antenna failures-all were preceded by near-miss events that should have tipped off managers to impending crises. The problem...Starting at €8.20
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De-Biasing Discussion
Gavetti, GiovanniCase HBS-711519-EStrategyThis group exercise induces students to: a) recollect and share personal experiences with cognitive biases; b) reflect on how such biases can be countered. The exercise assumes that students are familiar with mental biases, especially those that might affect strategic decisions such as anchoring, confirmatory traps, overconfidence, et cetera.Starting at €8.20
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The New Psychology of Strategic Leadership (Spanish version)
Gavetti, GiovanniArticle HBS-R1107KStrategyFirms in an industry typically cluster around a few strategic positions, and the intense competition on those occupied "mountaintops" makes it hard for firms to gain attractive returns. Superior opportunities lie on unoccupied mountaintops. Yet because those opportunities are "cognitively distant"-far from the status quo-strategists have trouble recognizing and acting on them. Competition, therefore, is weak. Most managers are trained to analyze ...Starting at €8.20