Harvard Business Review Guides Ultimate Boxed Set (16 Books)

Book description

How-to guides to your most pressing work challenges.

This 16-volume, specially priced boxed set makes a perfect gift for aspiring leaders looking for trusted advice on such diverse topics as data analytics, negotiating, business writing, and coaching. This set includes Persuasive Presentations, Better Business Writing, Finance Basics, Data Analytics, Building Your Business Case, Making Every Meeting Matter, Project Management, Emotional Intelligence, Getting the Right Work Done, Negotiating, Leading Teams, Coaching Employees, Performance Management, Delivering Effective Feedback, Dealing with Conflict, and Managing Up and Across. Arm yourself with the advice you need to succeed on the job, from the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges Also available as an ebook set.

Table of contents

  1. Contents
  2. HBR Guide to Emotional Intelligence
    1. Series Page
    2. Title Page
    3. HBR Press Quantity Sales Discounts
    4. Copyright
    5. What You’ll Learn
    6. Contents
    7. Section One: What Is Emotional Intelligence?
      1. 1. Leading by Feel
      2. 2. Do You Lead with Emotional Intelligence?
    8. Section Two: Self-Awareness: Understand Your Emotions, Know Your Behaviors
      1. 3. You Can’t Manage Emotions Without Knowing What They Really Are
      2. 4. A Vocabulary for Your Emotions
      3. 5. Are You Sure You Show Respect?
    9. Section Three: Manage Your Emotions
      1. 6. Make Your Emotions Work for You
      2. 7. Defuse a Challenging Interaction
      3. 8. Stay Grounded in Stressful Moments
      4. 9. Recovering from an Emotional Outburst
    10. Section Four: Everyday Emotional Intelligence
      1. 10. Writing Resonant Emails
      2. 11. Running Powerful Meetings
      3. 12. Giving Difficult Feedback
      4. 13. Making Smart Decisions
      5. 14. An Emotional Strategy for Negotiations
      6. 15. Working Across Cultures
    11. Section Five: Dealing with Difficult People
      1. 16. Make Your Enemies Your Allies
      2. 17. How to Deal with a Passive-Aggressive Colleague
      3. 18. What to Do If You’re a Toxic Handler
    12. Section Six: Understand Empathy
      1. 19. What Is Empathy?
      2. 20. Beyond Empathy: The Power of Compassion
    13. Section Seven: Build Your Resilience
      1. 21. Resilience in the Moment
      2. 22. Cultivate Resilience in Tough Times
      3. 23. Practice Self-Compassion
      4. 24. Don’t Endure; Recharge
      5. 25. How Resilient Are You?
    14. Section Eight: Developing Emotional Intelligence on Your Team
      1. 26. How to Help Someone Develop Emotional Intelligence
      2. 27. Handling Emotional Outbursts on Your Team Watch for facts, emotions, and values.
      3. 28. How to Manage Your Emotional Culture
    15. Index
  3. HBR Guide to Managing Up and Across
    1. Harvard Business Review Guides
    2. Title Page
    3. Copyright
    4. What You'll Learn
    5. Contents
    6. Section 1: Managing Up
      1. Managing Your Boss
      2. Winning Over Your New Boss
      3. Steps for Presenting Problems or Opportunities to Your Boss
      4. Manage Up with Your Mentor's Guidance
      5. Change the Way You Persuade
      6. Get to Know Your Boss's Boss
      7. How to Make Your Boss Look Good--Without Becoming a Sycophant
      8. Stop Being Micromanaged
      9. Dealing with Your Incompetent Boss
      10. Coping with a Conflict-Averse Boss
      11. How to Give Your Boss Feedback
      12. Managing Multiple Bosses
    7. Section 2: Managing Across
      1. What Makes a Leader?
      2. The Discipline of Teams
      3. Managing Remote Relationships
      4. A Smarter Way to Network
      5. How to Deal with Office Politics
      6. Make Your Enemies Your Allies
      7. The Necessary Art of Persuasion
      8. Three Ways Not to Persuade
      9. Harnessing the Science of Persuasion
      10. How to Get Your Colleagues' Attention
      11. Collaborating Across Generations
      12. When the Direct Approach Backfires, Try Indirect Influence
    8. Index
  4. HBR Guide to Finance Basics for Managers
    1. Half Title page
    2. Harvard Business Review Guides
    3. Title Page
    4. Copyright
    5. What You'll Learn
    6. Contents
    7. Section 1. Finance Basics: Don't Be Afraid
      1. Finance Quiz
      2. The Key Financial Statements
      3. The Fundamental Laws of Business
    8. Section 2. Making Good Decisions-and Moving Those Numbers
      1. Using Statements to Measure Financial Health
      2. Grow Your Profits by Streamlining Your Business
      3. Working Your Assets to Boost Your Growth
      4. Profit ≠ Cash (and You Need Both)
      5. Why Cash Matters
      6. Your Balance Sheet Levers
      7. What's Your Working Capital Model? A Case Study
      8. Learn to Speak the Language of Roi
      9. Practical Tools for Management Decisions
    9. Section 3. The Limits of Financial Data
      1. What the Financial Statements Don't Tell You
      2. The Five Traps of Performance Measurement
      3. Finance Quiz
    10. Glossary
    11. Index
    12. Smart Advice and Inspiration
  5. HBR Guide to Performance Management
    1. Series Page
    2. Title Page
    3. HBR Press Quantity Sales Discounts
    4. Copyright
    5. What You’ll Learn
    6. Contents
    7. Introduction: Performance Management for a New Age of WorkWhat changes to the process mean for you as a manager.
    8. Section One: Goal Setting
      1. 1. The Characteristics of Effective Goals
      2. 2. Define Employee Goals—and Decide How They’re Measured
      3. 3. Collaborate with Your Employee to Create a Plan for Moving Forward
    9. Section Two: Ongoing Performance Management
      1. 4. Assessing Performance Isn’t a Onetime Event
      2. 5. Make a Habit of Providing Feedback
      3. 6. Coach Your Employees to Close Performance Gaps
      4. 7. How to Keep Your Employees Motivated
    10. Section Three: Developing Employees
      1. 8. Understand Your Employee’s Wants and Needs
      2. 9. Expand Your Employee’s Skill Sets
      3. 10. Craft a Development Plan
      4. 11. How to Develop Someone Who’s Struggling
    11. Section Four: Formal Performance Reviews
      1. 12. The Case Against (and for) Annual Appraisals
      2. 13. Assess Performance, but Rethink Ratings
      3. 14. How to Conduct the Review Conversation
      4. 15. Define New Goals for a New Cycle
    12. Section Five: Tough Topics
      1. 16. Responding to the Steady Worker
      2. 17. Preventing Burnout on Your Team
      3. 18. Managing the Performance of Remote Employees
    13. Sources
    14. Index
  6. HBR Guide to Project Management
    1. Harvard Business Review Guides
    2. Title Page
    3. Copyright
    4. What You'll Learn
    5. Table of Contents
    6. Overview
      1. 1. The Four Phases of Project Management
      2. 2. The Cast of Characters
    7. Phase 1: Planning
      1. 3. A Written Charter
      2. 4. Dealing with a Project's "Fuzzy Front End"
      3. 5. Performing a Project Premortem
      4. 6. Will Project Creep Cost You--or Create Value?
    8. Phase 2: Build-up
      1. 7. Setting Priorities Before Starting Your Project
      2. 8. Boost Productivity with Time-Boxing
      3. 9. Scheduling the Work
      4. 10. HBR Case Study: A Rush to Failure?
      5. 11. Getting Your Project Off on the Right Foot
      6. 12. The Discipline of Teams
    9. Phase 3: Implementation
      1. 13. Effective Project Meetings
      2. 14. The Adaptive Approach to Project Management
      3. 15. Why Good Projects Fail Anyway
      4. 16. Monitoring and Controlling Your Project
      5. 17. Managing People Problems on Your Team
      6. 18. The Tools of Cooperation and Change
      7. 19. Don't Throw Good Money (or Time) After Bad
    10. Phase 4: Closeout
      1. 20. Handing off Authority and Control
      2. 21. Capturing Lessons Learned
    11. Glossary
    12. Index
    13. More Books from Harvard Business Review
  7. HBR Guide to Dealing with Conflict
    1. Series Page
    2. Title Page
    3. HBR Press Quantity Sales Discounts
    4. Copyright
    5. What You’ll Learn
    6. Contents
    7. Preface
    8. Introduction: A Practical Plan for Dealing with Conflict
    9. Section One: Preparing for Conflict Before It Happens
      1. 1. Types of Conflict
      2. 2. Your Options for Handling Conflict
      3. 3. Recognize Your Natural Tendency
    10. Section Two: Managing a Conflict
      1. 4. Assess the Situation
      2. 5. Get Ready for the Conversation
      3. 6. Have a Productive Conversation
    11. Section Three: Resolving a Conflict
      1. 7. Get to a Resolution and Make a Plan
      2. 8. Repair the Relationship
      3. 9. Navigate Common Situations
    12. Sources
    13. Featured Experts
    14. Index
    15. About the Author
  8. HBR Guide to Delivering Effective Feedback
    1. Series Page
    2. Title Page
    3. HBR Press Quantity Sales Discounts
    4. Copyright
    5. Contents
    6. Section 1: Ongoing Feedback
      1. 1. Giving Effective Feedback
      2. 2. Sometimes Negative Feedback Is Best
      3. 3. Giving Feedback That Sticks
      4. 4. A Better Way to Deliver Bad News
      5. 5. The Set-Up-to-Fail Syndrome
      6. 6. How to Give Feedback That Helps People Grow
      7. 7. Recognize Good Work in a Meaningful Way
    7. Section 2: Formal Performance Appraisals
      1. 8. Delivering an Effective Performance Review
      2. 9. Managing Performance When It’s Hard to Measure
      3. 10. Stop Worrying About Your Employee’s Weaknesses
      4. 11. How to Set and Support Employee Goals
      5. 12. When to Grant a Promotion or Raise
      6. 13. Tips for Record Keeping
    8. Section 3: Tough Topics
      1. 14. How to Help an Underperformer
      2. 15. Delivering Criticism to a Defensive Employee
      3. 16. How to Give Star Performers Productive Feedback
      4. 17. Prioritizing Feedback—Even When Time Is Short
      5. 18. Navigating the Choppy Waters of Cross-Cultural Feedback
      6. 19. How to Discuss Performance with Your Team
    9. Index
  9. HBR Guide to Coaching Employees
    1. Title Page
    2. Copyright
    3. What You’ll Learn
    4. Contents
    5. Introduction: Why Coach?
    6. Section 1: Preparing to Coach Your Employees
      1. 1. Shift Your Thinking to Coach Effectively
      2. 2. Set the Stage to Stimulate Growth
      3. 3. Earn Your Employees’ Trust
    7. Section 2: Coaching Your Employees
      1. 4. Holding a Coaching Session
      2. 5. Following Up After a Coaching Session
      3. 6. Giving Feedback That Sticks
      4. 7. Enlist Knowledge Coaches
      5. 8. Coaching Effectively in Less Time
      6. 9. Help People Help Themselves
      7. 10. Avoid Common Coaching Mistakes
    8. Section 3: Customize Your Coaching
      1. 11. Tailor Your Coaching to People’s Learning Styles
      2. 12. Coaching Your Stars, Steadies, and Strugglers
      3. 13. Coaching Your Rookie Managers
      4. 14. Coaching Rising Managers to Emotional Maturity
      5. 15. Coaching Teams
    9. Index
  10. HBR Guide to Getting the Right Work Done
    1. Harvard Business Review Guides
      1. The titles include:
    2. HBR Guide to
    3. Getting the
    4. Right Work Done
    5. What You’ll Learn
    6. Contents
    7. Section 1
    8. Get Started
    9. Chapter 1
    10. You Can’t Get It All Done
      1. by Peter Bregman
      2. Score yourself
      3. Guide to scores
    11. Chapter 2
    12. Nine Things Successful People Do Differently
      1. by Heidi Grant Halvorson
      2. 1. Get Specific
      3. 2. Seize the Moment to Act on Your Goals
      4. 3. Know Exactly How Far You Have Left to Go
      5. 4. Be a Realistic Optimist
      6. 5. Focus on Getting Better, Rather Than Being Good
      7. 6. Have Grit
      8. 7. Build Your Willpower Muscle
      9. 8. Don’t Tempt Fate
      10. 9. Focus on What You Will Do, Not What You Won’t Do
    13. Chapter 3
    14. Being More Productive
    15. An Interview with David Allen and Tony Schwartz
      1. by Daniel McGinn
    16. Section 2
    17. Prioritize Your Work
    18. Chapter 4
    19. Get a Raise by Getting the Right Work Done
      1. by Peter Bregman
    20. Chapter 5
    21. The Worth-Your-Time Test
      1. by Peter Bregman
    22. Chapter 6
    23. Say Yes to Saying No
      1. by Alexandra Samuel
      2. Set your intentions
      3. Prioritize your commitments
      4. Make it easy to say “no”
      5. Make “no” your default answer
    24. Section 3
    25. Organize Your Time
    26. Chapter 7
    27. A Practical Plan for When You Feel Overwhelmed
      1. by Peter Bregman
    28. Chapter 8
    29. Stop Procrastinating—Now
      1. by Amy Gallo
      2. 1. Figure Out What’s Holding You Back
      3. 2. Set Deadlines
      4. 3. Increase the Rewards
      5. 4. Involve Others
      6. 5. Get in the Habit
    30. Chapter 9
    31. Don’t Let Long-Term Projects Become Last-Minute Panic
      1. by Peter Bregman
      2. Acknowledge your fear
      3. Share your fear
      4. Round up the tools you need
      5. Lower your expectations
      6. Make it a priority
      7. Break the work into smaller pieces, and set deadlines
    32. Chapter 10
    33. Stop Multitasking
      1. by Peter Bregman
      2. Turn off interruptions
      3. Prioritize
      4. Use your loss of patience to your advantage
    34. Chapter 11
    35. How to Stay Focused on What’s Important
      1. by Gina Trapani
      2. Choose three important tasks to complete each day
      3. Turn off your e-mail
      4. Set up a weekly 20-minute meeting with yourself
    36. Chapter 12
    37. To-Do Lists That Work
      1. by Gina Trapani
    38. Chapter 13
    39. How to Tackle Your To-Do List
      1. by Peter Bregman
    40. Chapter 14
    41. Reward Yourself for Doing Dreaded Tasks
      1. by Alexandra Samuel
      2. Regenerative
      3. Productive
      4. Concurrent
      5. Cumulative
    42. Section 4
    43. Delegate Effectively
    44. Chapter 15
    45. Management Time
    46. Who’s Got the Monkey?
      1. THE IDEA IN BRIEF
      2. THE IDEA IN PRACTICE
      3. Make Appointments to Deal with Monkeys
      4. Specify Level of Initiative
      5. Agree on a Status Update
      6. Develop Employees’ Skills
      7. Foster Trust
      8. Where Is the Monkey?
        1. MAKING TIME FOR GORILLAS
      9. Who Is Working for Whom?
      10. Getting Rid of the Monkeys
      11. Transferring the Initiative
        1. THE DELEGATION CHECKLIST
        2. TIPS FOR DELEGATING EFFECTIVELY
      12. The Care and Feeding of Monkeys
        1. Rule 1
        2. Rule 2
        3. Rule 3
        4. Rule 4
        5. Rule 5
    47. Chapter 16
    48. Levels of Delegation
      1. by Linda A. Hill and Kent Lineback
      2. Delegation level 1 Low delegation—high control
      3. Delegation level 2 Moderate delegation—moderate control
      4. Delegation level 3 High delegation—low control
    49. Section 5
    50. Create Rituals
    51. Chapter 17
    52. Ritual
    53. How to Get Important Work Done
      1. by Tony Schwartz
    54. Chapter 18
    55. Power Through Your Day in 90-Minute Cycles
      1. by Tony Schwartz
    56. Chapter 19
    57. An 18-Minute Plan for Managing Your Day
      1. by Peter Bregman
    58. Chapter 20
    59. Use a 10-Minute Diary to Stay on Track
      1. by Teresa Amabile and Steven Kramer
    60. Section 6
    61. Renew Your Energy
    62. Chapter 21
    63. How to Accomplish More by Doing Less
      1. by Tony Schwartz
    64. Chapter 22
    65. Manage Your Energy, Not Your Time
      1. THE IDEA IN BRIEF
      2. THE IDEA IN PRACTICE
      3. Physical Energy
      4. Emotional Energy
      5. Mental Energy
      6. Spiritual Energy
      7. Are You Headed for an Energy Crisis?
        1. Body
        2. Emotions
        3. Mind
        4. Spirit
      8. How Is Your Overall Energy?
        1. Guide to energy scores
      9. What Do You Need to Work On?
        1. Guide to category scores
    66. Chapter 23
    67. Why Great Performers Sleep More
      1. by Tony Schwartz
      2. How Much Sleep Do You Need?
        1. WHAT PEOPLE ARE SAYING ON HBR.ORG
      3. How to Get More Sleep
    68. Section 7:
    69. Take Control of Your E-mail
    70. Chapter 24
    71. Simplify Your E-mail
      1. by Gina Trapani
      2. Clear Out Your In-Box
      3. Set Up Just Three Folders
      4. Maintain Your New System
    72. Chapter 25
    73. Eight E-mail Overload Experiments
      1. by Alexandra Samuel
    74. Section 8
    75. Maintain Your New Approach
    76. Chapter 26
    77. Sustaining Your Productivity System
      1. by Alexandra Samuel
    78. Section 9
    79. Explore Further
    80. Chapter 27
    81. More Productivity Books to Explore
      1. by Ilan Mochari
      2. The Seven Habits of Highly Effective People, by Stephen R. Covey
        1. Ideal if you:
        2. Not ideal if you:
      3. Organizing from the Inside Out, by Julie Morgenstern
        1. Ideal if you:
        2. Not ideal if you:
      4. Getting Things Done, by David Allen
        1. Ideal if you:
        2. Not ideal if you:
    82. Chapter 28
    83. Productivity Apps and Tools
      1. Manage Your Schedule
      2. Make Your Lists
      3. Manage Your Reminders
      4. Manage Your Files
      5. Manage Your Social Media
    84. Index
      1. A
      2. B
      3. C
      4. D
      5. E
      6. F
      7. G
      8. H
      9. I
      10. L
      11. M
      12. N
      13. O
      14. P
      15. R
      16. S
      17. T
      18. U
      19. V
      20. W
    85. Notes
    86. Notes
    87. Notes
    88. Notes
    89. Notes
    90. Notes
    91. Notes
    92. Notes
    93. Notes
    94. Notes
    95. Notes
  11. HBR Guide to Negotiating
    1. Series Page
    2. Title Page
    3. HBR Press Quantity Sales Discounts
    4. Copyright
    5. What You’ll Learn
    6. Contents
    7. Introduction: Negotiation is about creativity, not compromise.
      1. 1. The Seven Elements Tool: Carefully define your measure of success.
    8. Section 1: Before You Get in the Room: The best negotiator is the most prepared one
      1. 2. Question Your Assumptions About the Negotiation: Develop new, more empowering expectations.
      2. 3. Prepare the Substance: Understand interests, brainstorm options, research standards, and consider alternatives.
      3. 4. Prepare the Process: Plan how you will work and communicate with the other party.
      4. 5. Connect in Advance: Agree on the process and who’s involved.
    9. Section 2: In the Room: Power comes from negotiating with discipline
      1. 6. Begin the Negotiation: Establish how you’ll work together.
      2. 7. Create and Refine Your Options: Make the most of your time together.
      3. 8. Select the Right Outcome: Narrow in on a workable solution and commit with care.
      4. 9. Continuously Adapt Your Approach: Be prepared to change course.
    10. Section 3: The Common Challenges: Tools and techniques you can use in specific situations
      1. 10. Align Multiple Parties: Avoid inefficiency and chaos.
      2. 11. Tame the Hard Bargainer: Shift the conversation.
      3. 12. When Communication Breaks Down: Build understanding.
      4. 13. When Emotions Get in the Way: Go from boiling to cool.
    11. Section 4: Postgame: Careful review drives learning and improvement
      1. 14. Wrap Up the Negotiation: Know when you’re done, and communicate the final decisions.
      2. 15. Review What Happened: Use “lessons learned” today for improvement tomorrow.
    12. Learn More
    13. Index
    14. About the Author
    15. Back Cover
  12. HBR Guide to Leading Teams
    1. Series Page
    2. Title Page
    3. HBR Press Quantity Sales Discounts
    4. Copyright
    5. What You’ll Learn
    6. Contents
    7. Introduction
    8. Section 1: Build Your Team’s Infrastructure
      1. 1. Pull Together a Winning Team
      2. 2. Get to Know One Another
      3. 3. Establish Your Team’s Goals
      4. 4. Agree on Individuals’ Roles
      5. 5. Agree on Rules of Conduct
      6. 6. Set the Stage for Accountability
      7. 7. Commit to a Team Contract
    9. Section 2: Manage Your Team
      1. 8. Make Optimal Team Decisions
      2. 9. Hold People Accountable
      3. 10. Give People Recognition
      4. 11. Resolve Conflicts Constructively
      5. 12. Welcome New Members
      6. 13. Manage Outside the Team
    10. Section 3: Close Out Your Team
      1. 14. Deliver the Goods
      2. 15. Learn from Your Team’s Experiences
    11. Appendix A: Rules Inventory
    12. Appendix B: Cultural Audit
    13. Appendix C: Team Contract
    14. Index
    15. About the Author
  13. HBR Guide to Building Your Business Case
    1. Series Page
    2. Title Page
    3. Copyright
    4. What You’ll Learn
    5. Contents
    6. Introduction
    7. Section 1: Prepare
      1. 1. Know the Basics of Making a Case
      2. 2. Learn How Your Company Evaluates Cases
    8. Section 2: Get to Know Your Audience
      1. 3. Figure Out Who’s Calling the Shots
      2. 4. Understand Your Audience’s Objectives
    9. Section 3: Build the Case
      1. 5. Clarify the Need
      2. 6. Build a Cross-Functional Team
      3. 7. Consider Alternatives
      4. 8. Think Through the “How” at a High Level
    10. Section 4: Crunch the Numbers
      1. 9. Estimate Costs and Benefits
      2. 10. Calculate ROI
      3. 11. Account for Risks
    11. Section 5: Present Your Case and Move Forward
      1. 12. Prepare Your Document
      2. 13. Shop Your Case Around
      3. 14. Are You Ready to Present?
      4. 15. Make Your Pitch
      5. 16. Get to a Decision
      6. 17. What Next?
    12. Appendix A: Avoid Common Mistakes
    13. Appendix B: How to Give a Killer Presentation
    14. Glossary
    15. Index
    16. About the Authors
  14. HBR Guide to Better Business Writing
    1. Harvard Business Review Guides
    2. Other Books by Bryan A. Garner
    3. Title Page
    4. Copyright
    5. Dedication
    6. What You'll Learn
    7. Table of Contents
    8. Introduction: Why you need to write well
    9. Section 1: Delivering the Goods Quickly and Clearly
      1. 1. Know why you're writing
      2. 2. Understand your readers
      3. 3. Divide the writing process into four separate tasks
      4. 4. Before writing in earnest, jot down your three main points--in complete sentences
      5. 5. Write in full--rapidly
      6. 6. Improve what you've written
      7. 7. Use graphics to illustrate and clarify
    10. Section 2: Developing Your Skills
      1. 8. Be relentlessly clear
      2. 9. Learn to summarize--accurately
      3. 10. Waste no words
      4. 11. Be plain-spoken: Avoid bizspeak
      5. 12. Use chronology when giving a factual account
      6. 13. Be a stickler for continuity
      7. 14. Learn the basics of correct grammar
      8. 15. Get feedback on your drafts from colleagues
    11. Section 3: Avoiding the Quirks That Turn Readers Off
      1. 16. Don't anesthetize your readers
      2. 17. Watch your tone
    12. Section 4: Common Forms of Business Writing
      1. 18. E-mails
      2. 19. Business Letters
      3. 20. Memos and Reports
      4. 21. Performance Appraisals
    13. Appendixes
      1. A. A Checklist for the Four Stages of Writing
      2. B. A Dozen Grammatical Rules You Absolutely Need to Know
      3. C. A Dozen Punctuation Rules You Absolutely Need to Know
      4. D. Common Usage Gaffes
      5. E. Some Dos and Don'ts of Business-Writing Etiquette
      6. F. A Primer of Good Usage
    14. Desk References
    15. Index
    16. Acknowledgments
    17. About the Author
    18. More Books from Harvard Business Review
  15. HBR Guide to Persuasive Presentations
    1. Harvard Business Review Guides
    2. Title Page
    3. Copyright
    4. What You'll Learn
    5. Contents
    6. Introduction
    7. Section 1: Audience
      1. Understand the Audience's Power
      2. Segment the Audience
      3. Present Clearly and Concisely to Senior Executives
      4. Get to Know Your Audience
      5. Define How You'll Change the Audience
      6. Find Common Ground
    8. Section 2: Message
      1. Define Your Big Idea
      2. Generate Content to Support the Big Idea
      3. Anticipate Resistance
      4. Amplify Your Message Through Contrast
      5. Build an Effective Call to Action
      6. Choose Your Best Ideas
      7. Organize Your Thoughts
      8. Balance Analytical and Emotional Appeal
      9. Lose the Jargon
      10. Craft Sound Bites
    9. Section 3: Story
      1. Apply Storytelling Principles
      2. Create a Solid Structure
      3. Craft the Beginning
      4. Develop the Middle
      5. Make the Ending Powerful
      6. Add Emotional Texture
      7. Use Metaphors as Your Glue
      8. Create Something They'll Always Remember
    10. Section 4: Media
      1. Choose the Right Vehicle for Your Message
      2. Make the Most of Slide Software
      3. Determine the Right Length for Your Presentation
      4. Persuade Beyond the Stage
      5. Share the Stage
    11. Section 5: Slides
      1. Think Like a Designer
      2. Create Slides People Can "Get" in Three Seconds
      3. Choose the Right Type of Slide
      4. Storyboard One Idea per Slide
      5. Avoid Visual Clichés
      6. Arrange Slide Elements with Care
      7. Clarify the Data
      8. Turn Words into Diagrams
      9. Use the Right Number of Slides
      10. Know When to Animate
    12. Section 6: Delivery
      1. Rehearse Your Material Well
      2. Know the Venue and Schedule
      3. Anticipate Technology Glitches
      4. Manage Your Stage Fright
      5. Set the Right Tone for Your Talk
      6. Be Yourself
      7. Communicate with Your Body
      8. Communicate with Your Voice
      9. Make Your Stories Come to Life
      10. Work Effectively with Your Interpreter
      11. Get the Most out of Your Q&A
      12. Build Trust with a Remote Audience
      13. Keep Remote Listeners Interested
      14. Keep Your Remote Presentation Running Smoothly
    13. Section 7: Impact
      1. Build Relationships Through Social Media
      2. Spread Your Ideas with Social Media
      3. Gauge Whether You've Connected with People
      4. Follow Up After Your Talk
    14. Index
    15. About the Author
  16. HBR Guide to Data Analytics for Managers
    1. Harvard Business Review Guides
    2. Title Page
    3. HBR Press Quantity Sales Discounts
    4. Copyright
    5. What You’ll Learn
    6. Contents
    7. Introduction
    8. Section One. Getting Started
      1. 1. Keep Up with Your Quants
      2. 2. A Simple Exercise to Help You Think Like a Data Scientist
    9. Section Two. Gather the Right Information
      1. 3. Do You Need All That Data?
      2. 4. How to Ask Your Data Scientists for Data and Analytics
      3. 5. How to Design a Business Experiment
      4. 6. Know the Difference Between Your Data and Your Metrics
      5. 7. The Fundamentals of A/B Testing
      6. 8. Can Your Data Be Trusted?
    10. Section Three. Analyze the Data
      1. 9. A Predictive Analytics Primer
      2. 10. Understanding Regression Analysis
      3. 11. When to Act On a Correlation, and When Not To
      4. 12. Can Machine Learning Solve Your Business Problem?
      5. 13. A Refresher on Statistical Significance
      6. 14. Linear Thinking in a Nonlinear World
      7. 15. Pitfalls of Data-Driven Decisions
      8. 16. Don’t Let Your Analytics Cheat the Truth
    11. Section Four. Communicate Your Findings
      1. 17. Data Is Worthless If You Don’t Communicate It
      2. 18. When Data Visualization Works—and When It Doesn’t
      3. 19. How to Make Charts That Pop and Persuade
      4. 20. Why It’s So Hard for Us to Communicate Uncertainty
      5. 21. Responding to Someone Who Challenges Your Data
      6. 22. Decisions Don’t Start with Data
    12. Appendix: Data Scientist: The Sexiest Job of the 21st Century
    13. Index
  17. HBR Guide to Making Every Meeting Matter
    1. Series Page
    2. Title Page
    3. HBR Press Quantity Sales Discounts
    4. Copyright
    5. Contents
    6. Preface: The Condensed Guide to Running Meetings
    7. Section One. Prepare
      1. 1. Do You Really Need to Hold That Meeting?
      2. 2. Stop Calling Every Conversation a “Meeting”
      3. 3. If You Can’t Say What Your Meeting Will Accomplish, You Shouldn’t Have It
      4. 4. How to Design an Agenda for an Effective Meeting
      5. 5. The Key to Shorter, Better Meetings
      6. 6. The 50-Minute Meeting
      7. 7. The Magic of 30-Minute Meetings
      8. 8. Meetings Need a Shot Clock
      9. 9. Are There Too Many People in Your Meeting?
    8. Section Two. Conduct
      1. 10. Before a Meeting, Tell Your Team That Silence Denotes Agreement
      2. 11. Establish Ground Rules
      3. 12. Reach Group Decisions During Meetings
      4. 13. The Right Way to Cut People Off in Meetings
      5. 14. Dealing with People Who Derail Meetings
      6. 15. Refocus a Meeting After Someone Interrupts
    9. Section Three. Participate
      1. 16. Polite Ways to Decline a Meeting Invitation
      2. 17. How to Interject in a Meeting
      3. 18. Stuck in a Meeting from Hell? Here’s What to Do
      4. 19. 7 Ways to Stop a Meeting from Dragging On
      5. 20. When Your Boss Is Terrible at Leading Meetings
    10. Section Four. Close and Follow Up
      1. 21. The Right Way to End a Meeting
      2. 22. Don’t End a Meeting Without Doing These 3 Things
    11. Section Five. Specific Types of Meetings
      1. 23. What Everyone Should Know About Running Virtual Meetings
      2. 24. How to Run a Great Virtual Meeting
      3. 25. Conduct a Meeting of People from Different Cultures
      4. 26. Making Global Meetings Work
      5. 27. Give Your Standing Meetings a Makeover
      6. 28. How to Do Walking Meetings Right
      7. 29. Stand-Up Meetings Don’t Work for Everybody
      8. 30. Leadership Summits That Work
    12. Appendix A: Meeting Preparation Checklist
    13. Appendix B: Sample Agendas
    14. Appendix C: Meeting Follow-Up Checklist
    15. Appendix D: Sample Follow-Up Memo
    16. Appendix E: Digital Tools to Make Your Next Meeting More Productive
    17. Index

Product information

  • Title: Harvard Business Review Guides Ultimate Boxed Set (16 Books)
  • Author(s): Harvard Business Review, Nancy Duarte, Bryan A. Garner, Mary Shapiro, Jeff Weiss
  • Release date: February 2019
  • Publisher(s): Harvard Business Review Press
  • ISBN: 9781633697829