5 must-read Harvard Business Review articles in June

5 must-read Harvard Business Review articles in June

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

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June 03, 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 June.

The right way to respond to negative feedback

“Leaders who ask for critical feedback are seen as more effective by superiors, employees, and peers, while those who seek primarily positive feedback are rated lower in effectiveness,” writes organizational psychologist Tasha Eurich in this HBR article. With that in mind, it would seem like a no-brainer for leaders to seek out negative feedback – but it’s easier said than done, acknowledges Eurich. It can make us defensive, angry, self-conscious, and ineffective, she says. Negative feedback could also be inaccurate or irrelevant and skew our thinking. In this article, she provides five strategies to help leaders hear critical feedback, determine what’s helpful and what isn’t, and use it to improve themselves – without letting it get them down. 

Download “The right way to respond to negative feedback

5 strategies for getting more work done in less time

More time in the day is the unattainable wish of anyone who has felt the pressure to get through an impossibly long to-do list. While you can’t slow the rotation of the Earth, you can maximize the hours you do have by working more efficiently. Elizabeth Grace Saunders, a time management coach, writes about her five go-to strategies to get more work done in less time in this Harvard Business Review article. Her advice for busy professionals spans classic tips – like keeping a checklist for daily activities – to more novel ideas like taking a step back and determining what level of work is actually needed for each project. Each individual will have to find the right strategy for them, acknowledges Saunders. But when they do, they can save hours each week, she promises. 

Download “5 strategies for getting more work done in less time

How to embrace change using emotional intelligence

The ability to quickly and easily adapt to change is a clear advantage in a rapidly evolving, technology-driven market. No one wants to be an obstacle to change, but yet, organizational changes can test anyone’s adaptability and emotional intelligence skills. The key is to flip your mindset to embrace the change rather than brace for it, says Kandi Wiens and Darin Rowell, authors of this HBR article. That starts with identifying the emotions – like confusion, fear, and helplessness – that come along with change and your own personal responses to those emotions. This approach “helps to illuminate the stories driving our emotions and influence our perceptions,” Wiens and Rowell write. Download this article for their four proven emotional intelligence strategies for not only embracing change, but also positively moving it forward.

Download “How to embrace change using emotional intelligence

The most productive meetings have fewer than 8 people

According to research reviewed by Robert Sutton, a professor of organizational behavior at Stanford University, five to eight people is the magic number for meeting productivity. More than eight people, and the quality of meetings begins to deteriorate. For some managers, this can be a hard pill to swallow. After all, inclusivity and diversity of thought are both valued as positives in the workplace. If you find yourself defaulting to “invite all,” this HBR article is a must read. Paul Axtell, corporate trainer and author of the book “Meetings Matter,” breaks down why smaller meetings are more effective and exactly how to trim the invite list of your own meetings. When done right, “you may have less people in the meetings themselves, but your team – and your company – will benefit as a whole,” writes Axtell.

Download “The most productive meetings have fewer than 8 people

What to do if you think your boss is shutting you out

When your relationship with your boss is strained, it can sometimes seem like the only solution is quitting. It can be especially stressful and confusing if you once had a good relationship that suddenly turned bad. Before you make a drastic career move, Liz Kislik offers four approaches you can try first in this Harvard Business Review article. The ideal option would be to repair the relationship, but that’s not always feasible, especially if your boss feels threatened by your expertise. In these cases, Kislik provides ideas for building alliances elsewhere to keep your career moving forward. Rather than fostering a “me-versus-them” environment, all of Kislik’s advice is aimed at showing the boss you are on their team and interested in working toward mutual success. 

Download “What to do if you think your boss is shutting you out

Also read: 

Executive's guide to real-world AI

Is your company ready and willing to pursue artificial intelligence? New research from Harvard Business Review Analytic Services explains how to move past the hype and lay a true foundation for AI. Featuring interviews and case studies from top technology executives at companies including Adobe, 7-Eleven, Bayer Crop Science, Caesar's Entertainment, Capital One, Discover, Equifax, and Raytheon, this report will arm you with practical examples of how you can get started with AI and begin building an advantage over your competitors.  

Download: "Executive's guide to real-world AI"

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

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