This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
How to Build a Culture of Originality (Spanish version)
Grant, Adam M.Article HBS-R1603HLeadership and People Managementother innovators with a track record of spotting winners. You might even stage a contest to find the best ideas, and have peer judges and other subject-matter experts vet the submissions and suggest improvements. Sustaining a culture of originality is as important as building it. So focus, too, on balancing cultural cohesion (which can improve decision making) with creative dissent (which prevents a strong culture from becoming a cult). Long-ter...Starting at €8.20
-
In the Company of Givers and Takers
Grant, Adam M.Article HBS-R1304G-ELeadership and People ManagementEmployees make decisions every day about whether to contribute to others--and their willingness to help is crucial to group and organizational effectiveness. But in a competitive, often zero-sum, world of work, generosity can be a dangerous path. How can leaders foster it without cutting into productivity, undermining fairness, and allowing employees to become doormats? The key, explains Wharton's Adam Grant, is to help givers reach a more nuance...Starting at €8.20
-
How Customers Can Rally Your Troops
Grant, Adam M.Article HBS-R1106G-ELeadership and People ManagementA growing body of research shows that end users-customers, clients, patients, and others who benefit from a company's offerings-can be important allies for leaders. By serving as tangible proof of the consequences and purpose of employees' efforts, end users motivate people to work harder, smarter, and more effectively. In his research, the author invited a scholarship recipient to spend five minutes visiting with university fundraising callers, ...Starting at €8.20
-
How to Build a Culture of Originality
Grant, Adam M.Article HBS-R1603H-ELeadership and People ManagementFresh, innovative thinking is essential for business growth, and most people--not just a few gifted "visionaries"--are capable of it. So says the Wharton School's Adam Grant, whose research shows that you can develop this skill in your organization by creating a culture of nonconformity. Start by giving employees license to let their imaginations run wild: A large quantity of diverse ideas will ultimately yield the highest-quality ones. To help...Starting at €8.20
-
Persuading the Unpersuadable
Grant, Adam M.Article HBS-R2102L-EKnowledge and CommunicationWe live in an age of polarization. Many of us may be asking ourselves how, when people disagree with or discount us, we can persuade them to rethink their positions. The author, an organizational psychologist, has spent time with a number of people who succeeded in motivating the notoriously self-confident Steve Jobs to change his mind and has analyzed the science behind their techniques. Some leaders are so sure of themselves that they reject go...Starting at €8.20
-
Collaborative Overload
Cross, Rob; Rebele, Reb; Grant, Adam M.Article HBS-R1601E-ECollaboration is taking over the workplace. According to data collected by the authors over the past two decades, the time spent by managers and employees in collaborative activities has ballooned by 50% or more. There is much to applaud about these developments--but when consumption of a valuable resource spikes that dramatically, it should also give us pause. At many companies, people spend around 80% of their time in meetings or answering co...Starting at €8.20
-
The Hidden Advantages of Quiet Bosses
Grant, Adam M.; Gino, Francesca; Hofmann, David A.Article HBS-F1012B-ELeadership and People ManagementAlthough extroverted leaders have important strengths, in certain situations an introvert may make the better boss. This research suggests that the extrovert's tendency to take over discussions may stifle the ideas of his or her subordinates; whereas introverted leaders tend to listen more carefully and show greater receptivity to suggestions, making them more effective leaders of proactive teams.Starting at €8.20
-
Let's Not Kill Performance Evaluations Yet
Goler, Lori; Gale, Janelle; Grant, Adam M.Article HBS-R1611G-ELeadership and People ManagementPerformance reviews are awkward and biased. They stick people in boxes and leave them waiting far too long for feedback. It's no wonder that by the end of 2015, at least 30 of the Fortune 500 companies had ditched them altogether. But even when companies get rid of performance evaluations, ratings still exist--employees just can't see them. Ratings are done subjectively, behind the scenes, and without input from the people being evaluated. Employ...Starting at €8.20