BY Reed K. Holden – HARVARD BUSINESS REPORT Every supplier knows the drill: You identify your most valuable customers and classify them as “strategic accounts.” You can’t afford to lose them. Whatever they ask for, you deliver with your best team and best turnaround — even if it’s unreasonable or unprofitable. The customers know they are
BY Judith White – HARVARD BUSINESS REPORT Negotiating your salary can reap huge, long-term benefits, and negotiating deals with internal and external partners can create value and advance your career. So what’s stopping you from doing it? Throughout my 15 years of teaching and coaching negotiations, I hear the same three excuses over and over: “What
BY Gamze Ozdemir – HARVARD BUSINESS REPORT As Juan Manuel Fangio exited the chicane before the blind Tabac corner in the 1950 Monaco Grand Prix, he stomped on the brake. It was a counterintuitive reaction for a racing driver exiting a corner — but one that likely saved his life. By slowing down he avoided
BY Shawn Achor – HARVARD BUSINESS REPORT This past fall, I did a documentary with HBO, directed by Peter Berg and produced by Michael Strahan, called State of Play: Happiness. In the film, we explored how to create a positive culture in organizations where the culture or conditions make it difficult to talk about “happiness.”
BY Vijay Govindarajan – HARVARD BUSINESS REPORT For a long time, I have been troubled to see how often organizations fail to invest wisely in their futures while instead placing dominant emphasis on the present. To be sure, the present is vitally important. Your current business is the performance engine. It both funds day-to-day operations
BY Amy Gallo – HARVARD BUSINESS REPORT Your boss proposes a new initiative you think won’t work. Your senior colleague outlines a project timeline you think is unrealistic. What do you say when you disagree with someone who has more power than you do? How do you decide whether it’s worth speaking up? And if
BY Priscilla Claman – HARVARD BUSINESS REPORT You think you’ve found the perfect candidate for your team, but there’s one more step you need to take before officially offering her the job: reference checks. Instead of seeing reference checks as one final hurdle, take them as an opportunity to really get to know the candidate.
BY David Dubois – HARVARD BUSINESS REPORT Anecdotal evidence certainly suggests that the old cliché about power corrupting people is true. Stories about unethical, dishonest leaders appear in the newspapers — and the history books — with alarming regularity. But do we really know if people in positions of power behave more unethically than the general population?
BY Jodi Glickman – HARVARD BUSINESS REPORT According to Elon Musk, a good way to tell if a candidate is fibbing about his or her qualifications is whether they can use a personal story to illustrate a particularly telling experience. “If someone was really the person that solved a problem, they’ll be able to answer
BY Peter Cappelli – HARVARD BUSINESS REPORT Remember the phrase “employer of choice” from the dot-com boom? It was a period of ridiculously low unemployment, a time when companies struggled not just to find exactly the right talent at the right price — but to find talent, period. So they did everything they could to woo