5 must-read Harvard Business Review articles in March

5 must-read Harvard Business Review articles in March

Check out these five thought-provoking HBR articles, curated especially for CIOs and IT leaders

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March 04, 2019
Harvard Business Review Top 5 articles for October 2015

Each month, through our partnership with Harvard Business Review, we refresh our business library for CIOs with five new HBR articles we believe CIOs and IT leaders will value highly. These curated pieces are available now through the end of March.

How to motivate yourself when you're just not feeling work

Effective self-motivation sets high-achieving professionals apart, but most people struggle with it from time to time. One reason it’s tricky is that motivation is highly personal. What works for one person may not work for them every time, and it may be completely different than what works for another person. However, after 20 years of research into human motivation, Ayelet Fishbach and her team uncovered four sets of tactics that work for most people, most of the time. In this Harvard Business Review article, Fishbach digs into each of these tactics, why they work, and how you can use them to make self-motivation a more consistent part of your day-to-day routine.

Download “How to keep working when you’re just not feeling it

What to do if your career is stalled and you don’t know why

What do pandas have to do with stalled executive careers? According to leadership advisors Elena Lytkina Botelho and Katie Semmer Creagh, certain common traits are just like the cuddly bear: They look innocent, but they can deliver a damaging bite, powerful enough to stall someone’s career for reasons unbeknownst to them. Botelho and Creagh looked at over 100 executives who were finalists for C-suite roles but ultimately turned down. More than half had at least one “panda” issue. From executive presence to communication style to peer-level relationships, Botelho and Creagh look at the most common issues that stall careers, and what can be done to repair each one, in this Harvard Business Review article.

Download “What to do if your career is stalled and you don’t know why

How to combine data models to make better decisions

Organizations use models all the time – some without even realizing it – to make sense of all the data flowing in. In this article, Scott E. Page argues that those who use an ensemble of models – “many-model thinkers,” as he calls them – are the most accurate predictors of outcomes. The reasons are plentiful: “Models win because they possess capabilities that humans lack. Models can embed and leverage more data. Models can be tested, calibrated, and compared. And models do not commit logical errors. Models do not suffer from cognitive biases,” he writes. In this Harvard Business Review article, Page describes three rules for constructing a powerful ensemble of models: spread attention broadly, boost predictions, and seek conflict.

Download “Why ‘many-model thinkers’ make better decisions

Are you a micromanager – or an under-manager?

Micromanagement is a big no-no, but backing off on management duties too much can lead to another problem: under-management. This problem is defined by a number of behaviors: poor performance, conflict avoidance, and weak accountability. When there’s not enough management being done, results inevitably suffer. Victor Lipman explains how managers fall into this trap: “Too strong a desire to be liked can get in the way of fully productive management because it can make you reluctant to do the things you need to do,” he writes. In this Harvard Business Review article, Lipman offers up three tangible steps to take if you think you might be under-managing. Download this article to learn more.

Download “Under-management is the flip side of micromanagement — and it’s a problem too

How to avoid superficial data analyses

Kevin Troyanos asks an important question in this Harvard Business Review article: “How can an organization tell whether it’s actually letting data inform its decision making – or if it’s merely using superficial analyses to retroactively justify decisions it has already made?” To become a truly data-driven company means asking the right questions, says Troyanos, an SVP of analytics at Saatchi + Saatchi Wellness. At his agency, those questions emerge from a rigorous four-step process that forces people to leverage data throughout the planning phases of marketing campaigns, he says. In this Harvard Business Review article, he explains each of these steps.

Download “How to make sure you’re not using data just to justify decisions you’ve already made

Also read: 

Transformation Masters: The new rules of CIO leadership

Are you leading by an outdated rulebook? To transform and compete in the face of disruption, top CIOs and CDOs – true transformation masters – are rewriting the rules of IT leadership. Download this report to learn their secrets for breaking down walls, resetting expectations, and leading in a completely new model.  

Download: "Transformation Masters: The new rules of CIO leadership"

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Carla Rudder is a writer and content manager on The Enterprisers Project.

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