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HBR's 10 Must Reads on Managing People (with featured article “Leadership That Gets Results,” by Daniel Goleman) Paperback – February 7, 2011


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HBR's 10 Must Reads on Managing People (with featured article “Leadership That Gets Results,” by Daniel Goleman) + 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 Managing Yourself (with bonus article "How Will You Measure Your Life?" by Clayton M. Christensen)
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Editorial Reviews

About the Author

HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further.

HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever-changing business environment.

Classic ideas, enduring advice, the best thinkers: HBR's 10 Must Reads.
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Product Details

  • Series: HBR's 10 Must Reads
  • Paperback: 240 pages
  • Publisher: Harvard Business Review Press; 1 edition (February 7, 2011)
  • Language: English
  • ISBN-10: 1422158012
  • ISBN-13: 978-1422158012
  • Product Dimensions: 0.8 x 5.8 x 8.2 inches
  • Shipping Weight: 9.6 ounces (View shipping rates and policies)
  • Average Customer Review: 4.3 out of 5 stars  See all reviews (22 customer reviews)
  • Amazon Best Sellers Rank: #51,693 in Books (See Top 100 in Books)

Customer Reviews

4.3 out of 5 stars
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Most Helpful Customer Reviews

41 of 41 people found the following review helpful By John Gibbs TOP 1000 REVIEWER on February 24, 2011
Format: Kindle Edition Verified Purchase
If you are looking for a quick introduction to the ideas of a number of thought-leaders on how to manage people, this book is a good resource. The ideas discussed in this book include:

Daniel Goleman: There are six leadership styles - coercive, authoritative, affiliative, democratic, pacesetting and coaching. The most effective leaders are able to change between these styles when appropriate.

Frederick Herzberg: Punishments and rewards are ineffective tools for motivating people. Instead, try enriching their jobs by removing controls, giving employees more information, and giving access to greater challenges.

Manzoni and Barsoux: Employees who are viewed as weak performers often live down to expectations because the supervisor's attempts at performance management result in worse rather than better performance.

Carol Walker: New managers often perform poorly because they have not learnt the skills of delegating, getting support from above, projecting confidence, focusing on the big picture, and giving constructive feedback.

Marcus Buckingham: Great managers do not try to change their employees. Instead, they tweak roles to capitalize on individual strengths, create personalised incentives, and tailor coaching to unique learning styles.

Kim and Mauborgne: Harmony in the workplace required fair process, including inviting input from employees affected by a decision, explaining the thinking behind decisions, and providing clear expectations.

Chris Argyris: An organization's smartest and most successful people are often poor learners because they have not had the opportunity for introspection that comes with failure.

Banaji, Bazerman and Chugh: Everyone has unconscious biases which affect decisions.
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13 of 15 people found the following review helpful By AF on August 16, 2012
Format: Kindle Edition Verified Purchase
This is a great collection of useful and insightful articles. That said, shame on HBR and Amazon for not paying more attention to the formatting. There is no table of contents, so you cannot see up front what the articles are or navigate easily through them. Furthermore, some of the tables and other inset material is not formatted for the Kindle so it break awkwardly across screens and is hard to bookmark. I expected more from the e-book version. I might just as well have saved myself the money and hunted down the individual articles in PDF format through my employer's library!
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3 of 3 people found the following review helpful By bigkahuna on December 29, 2012
Format: Paperback Verified Purchase
This book is collection of articles published in HBR that are still relevant today. Technology progressed but people, psychology and organizational behavior is still the same. Reading "Setup to Fail" paper one may remember instances in their career where they setup somebody for failure. It is truly empowering. For seasoned managers, it may offer some fresh insights into why people behave the way they do. All in all, good purchase.
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1 of 1 people found the following review helpful By Lauren M. on June 6, 2012
Format: Paperback Verified Purchase
As a new manager, I'm looking for resources to help me better manage my team. This is a great book that provides some really great advice. Nothing in here is earth-shattering -- but it's great, standard material that will help a new manager blaze a path forward.
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Format: Paperback
This volume is one of several in a new series of anthologies of articles that initially appeared in the Harvard Business Review, in this instance from 1980 until 2005. Remarkably, none seems dated; on the contrary, if anything, all seem more relevant now than ever before as their authors discuss what are (literally) essential dimensions of managing one's self as well as others.

More specifically, how to get results, motivate employees, avoid or overcome the "Set-Up-to-Fail Syndrome," save rookie managers from themselves, understand what great managers do, use fair process to manage in the knowledge economy, teach smart people how to learn, determine how ethical (or unethical) someone is, understand what "the discipline of a team" is and does, and finally, how to manage one's boss (i.e. lead up).

Each article includes two invaluable reader-friendly devices, "Idea in Brief" and "Idea in Practice" sections, that facilitate, indeed expedite review of key points. Some articles also include mini-essays on even more specific subjects such as "Growing Your Emotional Intelligence" (Daniel Goleman), "The Elusive One Thing" (Marcus Buckingham), "Making Sense of Irrational Behavior at VW and Siemans-Nixdorf" and "Fair Process Is Critical in Knowledge Work" (W. Chan Kim and Renée Mauborgne), "Are You Biased?" (Mahzarin R. Banaji, Max H. Bazerman, and Dolly Chugh), and "Building Team Performance" (Jon Katzenbach and Douglas K. Smith).

These ten articles do not - because they obviously cannot - explain everything that one knows to know and understand about managing one's self as well as others effectively. However, I do not know of another single source at this price (currently $14.13 from Amazon) that provides more and better information, insights, and advice that will help leaders to achieve success in the business dimensions examined in this volume.
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Format: Kindle Edition Verified Purchase
Got a bit disappointed about halfway through. The first articles were great, the later ones didn't live up. I'd recommend buying them piecemeal.
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Format: Kindle Edition Verified Purchase
Excellent practical summarized knowledge from experts in Managment from current to previous guru's
Thanks for having this magazine available for us!!!
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HBR's 10 Must Reads on Managing People (with featured article “Leadership That Gets Results,” by Daniel Goleman)
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