HBR's 10 must reads on women and leadership

Intro -- Contents -- Ch. 1: Begin with Trust -- Ch. 2: The Neuroscience of Trust -- Ch. 3: Dig, Bridge, Collectively Act -- Ch. 4: Rethinking Trust -- Ch. 5: How to Negotiate with a Liar -- Ch. 6: The Enemies of Trust -- Ch. 7: Don't Let Cynicism Undermine Your Workplace -- Ch. 8: The Trust Crisis -- Ch. 9: Customer Data: Designing for Transparency and Trust -- Ch. 10: Operational Transparency -- Ch. 11: The Organizational Apology -- About the Contributors -- Index.

Business success begins with trust. Trust is the basis for all that we do as leaders and as organizations. Employees who trust their employers are more productive and creative. Businesses that earn their customers' trust maintain better relationships and reap better results. Meanwhile, breaches of trust between companies and the public are becoming more frequent-and more costly. If you read nothing else on trust, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you build, maintain, and repair trust, both as a leader and as a company. This book will inspire you to: Develop trust through competence, legitimacy, and impactUnderstand the neuroscience of trustFollow through on your commitments to stakeholdersNegotiate better with an untrustworthy counterpartSee your company through the eyes of your customersRebuild relationships after a breakdown of trust This collection of articles includes "Begin with Trust," by Frances X. Frei and Anne Morriss; "The Neuroscience of Trust," by Paul J. Zak; "Dig, Bridge, Collectively Act," by Tina Opie and Beth A. Livingston; "Rethinking Trust," by Roderick M. Kramer; "How to Negotiate with a Liar," by Leslie K. John; "The Enemies of Trust," by Robert M. Galford and Anne Seibold Drapeau; "Don't Let Cynicism Undermine Your Workplace," by Jamil Zaki; "The Trust Crisis," by Sandra J. Sucher and Shalene Gupta; "Customer Data: Designing for Transparency and Trust," by Timothy Morey, Theodore "Theo" Forbath, and Allison Schoop; "Operational Transparency," by Ryan W. Buell; and "The Organizational Apology," by Maurice E. Schweitzer, Alison Wood Brooks, and Adam D. Galinsky. 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

Intro -- Contents -- Ch. 1: Seize Advantage in a Downturn -- Ch. 2: How to Survive a Recession and Thrive Afterward -- Ch. 3: How to Bounce Back from Adversity -- Ch. 4: Rohm and Haas's Former CEO on Pulling Off a Sweet Deal in a Down Market -- Ch. 5: How to Be a Good Boss in a Bad Economy -- Ch. 6: Layoffs That Don't Break Your Company -- Ch. 7: Getting Reorgs Right -- Ch. 8: Reigniting Growth -- Ch. 9: Reinvent Your Business Before It's Too Late -- Ch. 10: How to Protect Your Job in a Recession -- Ch. 11: Learning from the Future -- Ch. 12: 5 Ways to Stimulate Cash Flow in a Downturn -- Ch. 13: The Case for M& -- A in a Downturn -- Ch. 14: In a Downturn, Include Your Employees in Cost-Cutting Decisions -- Ch. 15: Preparing Your Business for a Post-Pandemic World -- About the Contributors -- Index.

Intro -- Contents -- Ch. 1: Seize Advantage in a Downturn -- Ch. 2: How to Survive a Recession and Thrive Afterward -- Ch. 3: How to Bounce Back from Adversity -- Ch. 4: Rohm and Haas's Former CEO on Pulling Off a Sweet Deal in a Down Market -- Ch. 5: Leadership in a (Permanent) Crisis -- Ch. 6: How to Be a Good Boss in a Bad Economy -- Ch. 7: Layoffs That Don't Break Your Company -- Ch. 8: Getting Reorgs Right -- Ch. 9: Reigniting Growth -- Ch. 10: Reinvent Your Business Before It's Too Late -- Ch. 11: How to Protect Your Job in a Recession -- About the Contributors -- Index.

Intro -- Contents -- Ch. 1: The Leader's Guide to Corporate Culture -- Ch. 2: Manage Your Emotional Culture -- Ch. 3: The Neuroscience of Trust -- Ch. 4: Creating a Purpose-Driven Organization -- Ch. 5: Creating the Best Workplace on Earth -- Ch. 6: Cultural Change That Sticks -- Ch. 7: How to Build a Culture of Originality -- Ch. 8: When Culture Doesn't Translate -- Ch. 9: Culture Is Not the Culprit -- Ch. 10: Conquering a Culture of Indecision -- Ch. 11: Radical Change, the Quiet Way -- About the Contributors -- Index.

Why business models matter / by Joan Magretta -- Reinventing your business model / by Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann -- When your business model is in trouble: an interview with Rita Gunther McGrath / by Sarah Cliffe -- Paths to business model innovation / by Karan Girotra and Serguei Netessine -- The transformative business model / by Stelios Kavadias, Kostas Ladas, and Christoph Loch -- Competing against free / by David J. Bryce, Jeffrey H. Dyer and Nile W. Hatch -- Why the lean start-up changes everything / by Steve Blank -- Finding the platform in your product / by Andrei Hagiu and Elizabeth J. Altman -- Pipelines, platforms, and the new rules of strategy / by Marshall W. Van Alstyne, Geoffrey G. Parker, and Sangeet Paul Choudary -- When one business model isn't enough / by Ramon Casadesus-Masanell and Jorge Tarziján -- Reaching the rich world's poorest consumers / by Muhammad Yunus, Frédéric Dalsace, David Menascé, and Bénédicte Faivre-Tavignot.

In today's competitive hiring market, you can't risk excluding or alienating talented employees--regardless of their gender, race, class, or physical ability. Bias can seep into the deepest corners of your workplace and hinder both the success of the people who hold marginalized identities and your organization as a whole. What sort of hiring procedures, employee development programs, and personnel policies can eradicate the biases that cause discrimination? One-day mandatory diversity seminars aren't enough. If you read nothing else on achieving diversity, read these 10 articles by experts in the field. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you challenge your company's thinking--and infrastructure--on creating a culture that seeks and celebrates differences. This book will inspire you to: Understand and eradicate bias Break down unspoken barriers Attract, retain, and engage talent that represents many diverse identities Question how you think about and promote equality Establish company policies and practices that are inclusive Develop a culture that offers every employee equal access to opportunities for growth--

Intro -- Contents -- Introduction -- Ch 1: What Is Strategy? -- Ch 2: The Five Competitive Forces That Shape Strategy -- Ch 3: Health Care Needs Real Competition -- Ch 4: Building Your Company's Vision -- Ch 5: Reinventing Your Business Model -- Ch 6: Will Disruptive Innovations Cure Health Care? -- Ch 7: Blue Ocean Strategy -- Ch 8: Rediscovering Market Segmentation -- Ch 9: The Office of Strategy Management -- Ch 10: The Strategy That Will Fix Health Care -- About the Contributors -- Index

Intro -- Contents -- Introduction -- What Makes a Leader? -- What Makes an Effective Executive -- What Leaders Really Do -- Level 5 Leadership -- The Work of Leadership -- Teamwork on the Fly -- Who Has the D? -- In Praise of the Incomplete Leader -- Using the Balanced Scorecard as a Strategic Management System -- Health Care's Service Fanatics -- Engaging Doctors in the Health Care Revolution -- About the Contributors -- Index

The world's elite athletes and coaches achieve high performance through inspiring leadership, strategic choices, and mental toughness. Harvard Business Review has talked to many of them throughout the years to learn how their success can translate to business leadership. If you read nothing else on management lessons from the world of sports, read these 10 articles by athletes, coaches, and experts in the field. We've combed through Harvard Business Review's archive and selected the articles that will best help you drive your performance--whether as a individual contributor or a leader. This book will inspire you to: - Improve your weaknesses, not just your strengths - Hold everyone to high standards--especially your stars - Find meaning in success--and in challenge - Take care of your body for sustained mental performance - Identify the right rivalries to bring out the best in you - Build your team from the bottom up - Understand where the analogy of sports and business doesn't work--

Is your health care organization spending too much time on strategy development--with too little to show for it? If you read nothing else on strategy, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones for health care organizations to help you catalyze your strategy development and execution. Leading experts such as Michael Porter, James C. Collins, W. Chan Kim, and Renée Mauborgne provide the insights and advice you need to: - Craft a vision for an uncertain future - Formulate a strategy that will achieve the best health outcomes--at the lowest cost - Clarify what your organization will--and won't--do - Accurately measure costs and outcomes for each patient - Make priorities explicit - Capture your strategy in a memorable phrase - Allocate resources early--

Go from being a good practitioner to being an extraordinary leader of healthcare professionals. If you read nothing else on leadership, read these 10 articles. We've combed through hundreds of Harvard Business Review articles on leadership and selected the most important ones for health care leaders to help you and your team excel, maximize performance, and live into your mission. Leading experts such as Thomas H. Lee, Daniel Goleman, Peter F. Drucker, John P. Kotter, and Warren G. Bennis provide the insights and advice you need to: - Motivate others to excel - Build your team's self-confidence - Provoke positive change - Have an impact not only on your organization but on the surrounding system - Maintain your identity and values as a clinician as you move into an organizational leadership role - Encourage smart risk-taking - Work in complex systems where authority is diffuse - Manage with tough empathy - Draw strength from adversity--

The best entrepreneurs balance brilliant business ideas with a rigorous commitment to serving their customers' needs. If you read nothing else on entrepreneurship, read these 10 articles by experts in the field. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you build your company for enduring success. Leading experts and practitioners such as Clayton Christensen, Marc Andreessen, Steve Blank, and Reid Hoffman provide the insights and advice you need to: Build a business from the ground up Adopt lean startup practices like business model experimentation Be realistic about how prescient your business plan can truly be Focus on the most important part of your business: the people Connect powerfully with your audience of investors and customers - Understand where companies with the most impact are launching now--

Becoming the boss by Linda A. Hill -- Leading the team you inherit by Michael D. Watkins -- Saving your rookie managers from themselves by Carol A. Walker -- Managing the high-intensity workplace by Erin Reid and Lakshmi Ramarajan -- Harnessing the science of persuasion by Robert B. Cialdini -- What makes a leader by Daniel Goleman -- The authenticity paradox by Herminia Ibarra -- Managing your boss by John J. Gabarro and John P. Kotter -- How leaders create and use networks by Herminia Ibarra and Mark Lee Hunter -- Management time: who's got the monkey? by William Oncken, Jr. and Donald L. Wass -- Bonus article: How managers become leaders by Michael D. Watkins