Harvard Business Review Press: 568 books

Leading productive teams requires laying the groundwork for success and following through effectively. This guide offers immediately actionable advice on how to choose the right team members; clarify goals, rules, and responsibilities; foster trust, creativity, and risk taking; and resolve conflicts...

Managing the human side of work Research by Daniel Goleman, a psychologist and coauthor of Primal Leadership, has shown that emotional intelligence is a more powerful determinant of good leadership than technical competence, IQ, or vision. Influencing those around us and supporting our...

The essential guide for managers to learn how to think strategically, focus on the big picture, and develop the mindset they need to be ready to step up to leadership. Shows managers how to develop their strategic thinking skills and integrate strategic thinking into their daily work. Provide...

Change is the one constant in business, and we must adapt or face obsolescence. Yet certain challenges never go away. That's what makes this book "must read." These are the 10 seminal articles by management's most influential experts, on topics of perennial concern to ambitious managers...

Zeroing in on the specific skills that make great managers stand out from the pack, this comprehensive guide is both an essential primer for new managers and a valuable resource for seasoned executives. From hiring and retaining good people to motivating and developing team members, from understanding...

This book provides the essential ideas on how to be strategic and successful in all stages of negotiation, from preparation, reading the room, keeping heads cool, reaching a deal, and ensuring it is executed. Leading experts on negotiation such as Deepak Malhotra, Jeff Weiss, Alison Woods Brooks,...

The best articles HBR has published on gender and women in leadership and in the workplace. The best articles on gender in the workplace, all in one place. A resource for leaders who want to see change, no matter their own gender identity. Includes both the frameworks that have stood the test...

A collection of the best articles to inspire you and your organization to overcome bias and achieve a more diverse workforce. The ideal volume will cover issues on bias, policy, training/development, hiring, and issues related to underrepresented groups. Content mix will include research-based...

For more than half a century, Peter F. Drucker's landmark essays have inspired and educated managers-and influenced the nature of business. Now, the learning continues with the Harvard Business Press release of the new Drucker Library Series. In Managing in a Time of Great Change, the first...

This specially priced four-volume set includes books from the HBR Guide series on the topics of Performance Management, Coaching Employees, Delivering Effective Feedback, and Leading Teams. Set--and adapt--employee and team goals Assess performance fairly Coach your employees through tough situations React...

Take the stress out of giving feedback. To help your employees meet their goals and fulfill their potential, you need to provide them with regular feedback. But the prospect of sharing potentially negative news can be overwhelming. How do you construct your message so that it’s not only well...

While no one likes to be the bearer of bad news, managers are sometimes faced with the difficult task of having to dismiss an employee. In this book, you'll learn how to effectively manage a dismissal--including making key decisions before, during, and after the critical event. Handled skillfully, dismissing an employee can set your team--and your company--on a positive new path.

Ineffective managers sap motivation and kill productivity. So what do you do if you’ve got a manager who’s incompetent, passive, controlling, or all of the above? It can be tough to find straightforward, relevant, and actionable advice. The You at Work: How to Be Effective with a Bad Boss article...

Why are your smartest and most successful employees often the worst learners? Likely, they haven't had the opportunities for introspection that failure affords. So when they do fail, instead of critically examining their own behavior, they cast blame outward—on anyone or anything they can. In Teaching...