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By MIT Sloan Management Review
This year’s winning article is “Making Mergers Work,” by Hamid Bouchikhi and John R. Kimberly.
Leaders can avoid unhappy project status surprises if they understand how — and why — people avoid sharing bad news.
Robert D. Austin and Thorkil Sonne
People who are “different,” behaviorally or neurologically, can add significant value to companies.
January 15, 2001 | Warren Bennis
In this article from 2001, influential scholar Warren Bennis and a panel of experts in leadership development discuss the “legitimization of doubt,” which frees managers to admit they don’t know everything and to begin the serious learning that improves competitiveness. The article is available for free for a limited time in honor of Bennis, a longtime member of the MIT SMR editorial advisory board, who died recently.
Careers are all about the pursuit of fame, fortune, power, meaning and creativity. The combination that's right for you might need to be different for your colleague. Here are a few ways to think about managing a career.
Being a free spirit in clothing choices can lead to positive inferences of status, confidence and competence.
Jean-Louis Barsoux and Cyril Bouquet
Many factors cause talented executives to be sidelined within organizations, but they can usually be remedied.
“Our careers provide the most very tangible, immediate achievement,” says the Harvard Business School professor. But they’re only a piece of the life puzzle.
Daniel M. Cable et al.
Employee orientation practices that focus on individual identity can lower employee turnover.
Pat Auger et al.
New research sheds light on the role of a reputation for corporate social responsibility in hiring.
Günter K. Stahl et al.
Companies that are successful at global talent management subscribe to six key principles.
The answer to that simple question may reveal a lot about your organization.
April 22, 2014 | Leslie Brokaw
MIT Sloan’s Robert Pozen has an array of strategies to make work time more productive. In a session on “Maximizing Your Personal Productivity” at MIT Sloan Executive Education, Pozen explained that people often don’t articulate their biggest goals and don’t have the right tools to make them true priorities. “You’re unlikely to achieve your top goals if you haven’t written them down,” said Pozen. “If they’re vague and in your head, you haven’t crystallized things.”