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HBR's 10 Must Reads on Managing People (HBR's 10 Must Reads)

4.07 of 5 stars 4.07  ·  rating details  ·  243 ratings  ·  12 reviews
Managing people is fraught with challenges--even if you're a seasoned manager. Here's how to handle them.
If you read nothing else on managing people, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you maximize your employees' performance.
HBR's 10 Must Reads on Managing People will ins
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ebook, 240 pages
Published February 7th 2011 by Harvard Business School Press (first published December 23rd 2010)
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Anshul Thakur
They are definitely a good read if you are looking for guidance. While some articles (mainly collaborations or case studies of how the programs devised by the authors worked wonders) did beat around the bush, it is the veterans like Christensen Clayton, Kaplan and Norton, Kotter, Peter Drucker and many others who moved my heart through beautiful prose in argument. A real story is often more influential than those with ‘A construction company in America’ type of themes and yet some researchers ha ...more
Carolina Esteves de Andrade
I just invested in myself with the HBR’S 10 Must Reads Collection by Harvard Business Review Press. This series is really good because each book has 10 of the best articles published by Harvard University on each topic. I think it is a must read for any ambitious manager, new or experienced leader.

It is easy to read, each book has approximately 300 pages. Each chapter is an article from great authors such as Peter F. Drucker, Theodore Levitt, Robert S. Kaplan, David P. Norton and others. One of
...more
Sanjay
2-3 articles are good. Not all. Could have been a better selection. Have read superior collections from HBR, like HBR 10 essential reads.
Atul
Get it for the first article. Read the others, too. Great Reference Book

The first article in the book, Goleman's "Leadership That Gets Results", is informative, inspiring, practical and useful beyond my expectations for the entire book.
Eliscia
Good collection of articles on managing groups. I especially enjoyed the article on managing your boss, which gave me lots of fun ideas of how I could bother him just for the fun of it.
Micah Rasmussen
I really enjoy the entire HBR library. This book was great but the last chapter on persuasion was the most powerful. Persuasion is definitely a misunderstood tool.
Babak
Must read for hobby managers. You will learn a lot and will get a completely new view on what it means to manage people. See my full review on my blog.
Al Martin
Has totally influenced how I think about my manager style and choices. Highly recommend up and down the workplace ladder.
Becca Apfelstadt
Wonderful and insightful so far!
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Other Books in the Series

HBR's 10 Must Reads (1 - 10 of 16 books)
  • HBR's 10 Must Reads 2015: The Definitive Management Ideas of the Year from Harvard Business Review (with bonus article "The Focused Leader," the McKinsey Award–winner by Daniel Goleman)(HBR’s 10 Must Reads)
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HBR's 10 Must Reads on Managing Yourself (with bonus article "How Will You Measure Your Life?") HBR's 10 Must Reads on Leadership (with featured article “What Makes an Effective Executive,” by Peter F. Drucker) HBR's 10 Must Reads on Strategy (including featured article “What Is Strategy?” by Michael E. Porter) HBR'S 10 Must Reads: The Essentials HBR's 10 Must Reads on Change Management (including featured article “Leading Change” )

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“A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.” 0 likes
“Idea in Brief Are you an ethical manager? Most would probably say, “Of course!” The truth is, most of us are not. Most of us believe that we’re ethical and unbiased. We assume that we objectively size up job candidates or venture deals and reach fair and rational conclusions that are in our organization’s best interests. But the truth is, we harbor many unconscious—and unethical—biases that derail our decisions and undermine our work as managers. Hidden biases prevent us from recognizing high-potential workers and retaining talented managers. They stop us from collaborating effectively with partners. They erode our teams’ performance. They can also lead to costly lawsuits.” 0 likes
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