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<rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom" xmlns:cc="http://web.resource.org/cc/" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:itunes="http://www.itunes.com/dtds/podcast-1.0.dtd" xmlns:media="http://search.yahoo.com/mrss/" xmlns:rdf="http://www.w3.org/1999/02/22-rdf-syntax-ns#"><channel><atom:link href="https://wp.hbr.org/atom-api/typeterm/podcast/podcast-series/ideacast" rel="self" type="application/rss+xml" /><title>HBR IdeaCast</title><link>https://hbr.org/podcasts/ideacast</link><description>A weekly podcast featuring the leading thinkers in business and management.</description><language>en</language><copyright>Copyright 2024 Harvard Business School Publishing Corporation. All rights reserved.</copyright><managingEditor>ideacast@hbr.org (ideacast@hbr.org)</managingEditor><pubDate>Thu, 21 Nov 2024 13:20:00 UT</pubDate><lastBuildDate>Thu, 21 Nov 2024 11:28:08 UT</lastBuildDate><generator>MT</generator><docs>http://feed2.w3.org/docs/rss2.html</docs><image><url>https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg</url><title>HBR IdeaCast</title><link>https://hbr.org/podcasts/ideacast</link></image><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><media:copyright>Copyright 2024 Harvard Business School Publishing Corporation. All rights reserved.</media:copyright><itunes:author>Harvard Business Review</itunes:author> <itunes:category text="Business"> <itunes:category text="Management" /> </itunes:category> <media:category scheme="http://www.itunes.com/dtds/podcast-1.0.dtd">Business/Management</media:category> <itunes:category text="Business"> <itunes:category text="Entrepreneurship" /> </itunes:category> <media:category scheme="http://www.itunes.com/dtds/podcast-1.0.dtd">Business/Entrepreneurship</media:category> <itunes:category text="Business"> <itunes:category text="Marketing" /> </itunes:category> <media:category scheme="http://www.itunes.com/dtds/podcast-1.0.dtd">Business/Marketing</media:category> <itunes:image href="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><itunes:explicit>false</itunes:explicit><itunes:owner><itunes:email>ideacast@hbr.org</itunes:email><itunes:name>Harvard Business Review</itunes:name></itunes:owner><itunes:summary>A weekly podcast featuring the leading thinkers in business and management.</itunes:summary><itunes:subtitle>From Harvard Business Review</itunes:subtitle><itunes:type>episodic</itunes:type><itunes:keywords>strategy,innovation,leadership,entrepreneurship,management,economics,finance,communication,teams,hbr,harvard</itunes:keywords><media:keywords>strategy,innovation,leadership,entrepreneurship,management,economics,finance,communication,teams,hbr,harvard</media:keywords><item><title>Future of Business: Palo Alto Networks’ Nikesh Arora on Managing Risk in the Age of AI</title><link>https://hbr.org/podcast/2024/11/future-of-business-palo-alto-networks-nikesh-arora-on-managing-risk-in-the-age-of-ai</link><description>Palo Alto Networks is the leading global cybersecurity company. Over his six-year tenure there, CEO Nikesh Arora has expanded and reorganized the organization, including safely incorporating generative AI into all of its products. Nikesh explains how he’s managing new opportunities and risks in the age of generative AI – including the single cybersecurity risk that keeps him up at night. He also shares his approach to leading innovation and evolving Palo Alto’s go-to-market strategy when new technologies are developing so rapidly.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.1001</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 21 Nov 2024 08:00:12 -0500</pubDate><itunes:title>Future of Business: Palo Alto Networks’ Nikesh Arora on Managing Risk in the Age of AI</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Palo Alto Networks is the leading global cybersecurity company. Over his six-year tenure there, CEO Nikesh Arora has expanded and reorganized the organization, including safely incorporating generative AI into all of its products. Nikesh explains how he’s managing new opportunities and risks in the age of generative AI – including the single cybersecurity risk that keeps him up at night. He also shares his approach to leading innovation and evolving Palo Alto’s go-to-market strategy when new technologies are developing so rapidly.</itunes:summary><itunes:subtitle /><itunes:episode>1001</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1314</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20241105111938-1001_FutureofBusiness_PaloAltoNetworks_NikeshAroraonManagingRiskintheAgeofAI.mp3" length="22159823" type="audio/mpeg" /> </item> <item><title>10 Gems from IdeaCast’s First 1,000 Episodes</title><link>https://hbr.org/podcast/2024/11/10-gems-from-ideacasts-first-1000-episodes</link><description>This week marks a huge milestone for the HBR IdeaCast: our 1000th episode! Since the podcast launched in 2006, so much has happened. What hasn’t changed is our commitment to sharing in-depth conversations with expert thinkers on key business, management, and leadership issues. To celebrate, hosts Alison Beard and Curt Nickisch have scoured the archive for ten episodes with top-notch insights to give your career a rocket boost. The curated selection features a diverse group of academics—from business strategy icon Michael Porter to burnout researcher Christina Maslach—and practitioners, such as Microsoft CEO Satya Nadella and Oscar-winning director Ron Howard. Their powerful ideas and timeless advice cover a range of communication, leadership, and problem-solving skills that are essential for success—whether you’re in your first job, managing a team, or leading an organization. Listen to the episodes: #677: Why People — and Companies — Need Purpose (2019) #114: Speaking Well in Tough Moments (2008) #371: Lead Authentically, Without Oversharing (2013) #924: How One F-35 Fighter Pilot Makes Decisions Under Pressure (2023) #949: Making Peace with Your Midlife, Mid-career Self (2024) #889: Ron Howard on Collaborative Leadership and Career Longevity (2022) #596: Microsoft’s CEO on Rediscovering the Company’s Soul (2017) #595: Transcending Either-Or Decision Making (2017) #771: Why Burnout Happens — and How Bosses Can Help (2020) #229: How to Fix Capitalism (2011) The IdeaCast team would like to thank all the guests who've contributed their voices and expertise as well as all the people who've made the show possible behind the scenes.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.1000</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 19 Nov 2024 08:00:52 -0500</pubDate><itunes:title>10 Gems from IdeaCast’s First 1,000 Episodes</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>This week marks a huge milestone for the HBR IdeaCast: our 1000th episode! Since the podcast launched in 2006, so much has happened. What hasn’t changed is our commitment to sharing in-depth conversations with expert thinkers on key business, management, and leadership issues. To celebrate, hosts Alison Beard and Curt Nickisch have scoured the archive for ten episodes with top-notch insights to give your career a rocket boost. The curated selection features a diverse group of academics—from business strategy icon Michael Porter to burnout researcher Christina Maslach—and practitioners, such as Microsoft CEO Satya Nadella and Oscar-winning director Ron Howard. Their powerful ideas and timeless advice cover a range of communication, leadership, and problem-solving skills that are essential for success—whether you’re in your first job, managing a team, or leading an organization. Listen to the episodes: #677: Why People — and Companies — Need Purpose (2019) #114: Speaking Well in Tough Moments (2008) #371: Lead Authentically, Without Oversharing (2013) #924: How One F-35 Fighter Pilot Makes Decisions Under Pressure (2023) #949: Making Peace with Your Midlife, Mid-career Self (2024) #889: Ron Howard on Collaborative Leadership and Career Longevity (2022) #596: Microsoft’s CEO on Rediscovering the Company’s Soul (2017) #595: Transcending Either-Or Decision Making (2017) #771: Why Burnout Happens — and How Bosses Can Help (2020) #229: How to Fix Capitalism (2011) The IdeaCast team would like to thank all the guests who've contributed their voices and expertise as well as all the people who've made the show possible behind the scenes.</itunes:summary><itunes:subtitle /><itunes:episode>1000</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1692</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20241115152835-1000_10GemsfromIdeaCast_sFirst1000Episodes.mp3" length="28796093" type="audio/mpeg" /> </item> <item><title>Future of Business: Baidu’s Robin Li on the Technology Trends that Will Transform Business</title><link>https://hbr.org/podcast/2024/11/future-of-business-baidus-robin-li-on-the-technology-trends-that-will-transform-business</link><description>Baidu launched in 2000 as a search engine platform. Two decades later, it’s become one of the few companies in the world that offers a full AI stack. Its core businesses span mobile, cloud, intelligent driving and other growth initiatives, and its products and services have attracted hundreds of millions of users and hundreds of thousands of enterprise customers. Leading all of that is co-founder, CEO, and chairman Robin Li. He explains how Baidu has built generative AI into its business – including their AI chatbot, ERNIE Bot. Robin also shares the technology trends he’s keeping an eye on – from AI bubbles to robotaxis – and how he anticipates these fast-moving changes will transform our world.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0999</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 14 Nov 2024 08:00:03 -0500</pubDate><itunes:title>Future of Business: Baidu’s Robin Li on the Technology Trends that Will Transform Business</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Baidu launched in 2000 as a search engine platform. Two decades later, it’s become one of the few companies in the world that offers a full AI stack. Its core businesses span mobile, cloud, intelligent driving and other growth initiatives, and its products and services have attracted hundreds of millions of users and hundreds of thousands of enterprise customers. Leading all of that is co-founder, CEO, and chairman Robin Li. He explains how Baidu has built generative AI into its business – including their AI chatbot, ERNIE Bot. Robin also shares the technology trends he’s keeping an eye on – from AI bubbles to robotaxis – and how he anticipates these fast-moving changes will transform our world.</itunes:summary><itunes:subtitle /><itunes:episode>999</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1294</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20241104155830-999_FutureofBusiness_Baidu_sRobinLiontheTechnologyTrendsthatWillTransformBusiness.mp3" length="23940749" type="audio/mpeg" /> </item> <item><title>The Growing Trend of Part-Time Executives</title><link>https://hbr.org/podcast/2024/11/the-growing-hr-trend-of-fractional-leadership</link><description>Imagine you’re leading a small organization, but you’re struggling to recruit and afford the senior talent you need to grow. You could hire a part-time executive. So-called “fractional leadership” is common in startups and is spreading to other businesses and nonprofits. But while a fast-growing number of senior leaders seek this work arrangement, many companies are unsure of how to go about it. Tomoko Yokoi and Amy Bonsall are experts on the practice. Yokoi is a researcher at the TONOMUS Global Center for Digital and AI Transformation at IMD Business School. Bonsall is a former executive at IDEO and Old Navy who works as a part-time chief product officer with several organizations. They explain when and how fractional leadership works best—for the individual as well as the organization—and how to do it right. Yokoi and Bonsall wrote the HBR article “How Part-Time Senior Leaders Can Help Your Business.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0998</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 12 Nov 2024 08:00:52 -0500</pubDate><itunes:title>The Growing Trend of Part-Time Executives</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Imagine you’re leading a small organization, but you’re struggling to recruit and afford the senior talent you need to grow. You could hire a part-time executive. So-called “fractional leadership” is common in startups and is spreading to other businesses and nonprofits. But while a fast-growing number of senior leaders seek this work arrangement, many companies are unsure of how to go about it. Tomoko Yokoi and Amy Bonsall are experts on the practice. Yokoi is a researcher at the TONOMUS Global Center for Digital and AI Transformation at IMD Business School. Bonsall is a former executive at IDEO and Old Navy who works as a part-time chief product officer with several organizations. They explain when and how fractional leadership works best—for the individual as well as the organization—and how to do it right. Yokoi and Bonsall wrote the HBR article “How Part-Time Senior Leaders Can Help Your Business.”</itunes:summary><itunes:subtitle /><itunes:episode>998</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1808</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20241112101259-998_TheGrowingTrendofPart-TimeExecutives.mp3" length="32172308" type="audio/mpeg" /> </item> <item><title>Future of Business: SAIC’s Toni Townes-Whitley on Leading Strategic Transformation</title><link>https://hbr.org/podcast/2024/11/future-of-business-saics-toni-townes-whitley-on-leading-strategic-transformation</link><description>With more than $7 billion in annual revenue and 24,000 employees, SAIC provides engineering, digital, AI, and mission support to defense, space, intelligence, and civilian customers. CEO Toni Townes-Whitley took the helm a year ago, after stints as a senior executive at Microsoft, CGI Federal, and Unisys. She discusses her approach to strategic transformation at SAIC through fine tuning and employee upskilling, rather than wholesale change. She also shares how the company is incorporating cutting edge technologies, like generative AI, with appropriate safeguards for government clients.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0997</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 07 Nov 2024 08:00:51 -0500</pubDate><itunes:title>Future of Business: SAIC’s Toni Townes-Whitley on Leading Strategic Transformation</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>With more than $7 billion in annual revenue and 24,000 employees, SAIC provides engineering, digital, AI, and mission support to defense, space, intelligence, and civilian customers. CEO Toni Townes-Whitley took the helm a year ago, after stints as a senior executive at Microsoft, CGI Federal, and Unisys. She discusses her approach to strategic transformation at SAIC through fine tuning and employee upskilling, rather than wholesale change. She also shares how the company is incorporating cutting edge technologies, like generative AI, with appropriate safeguards for government clients.</itunes:summary><itunes:subtitle /><itunes:episode>997</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1587</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20241101151253-997_FutureofBusiness_SAIC_sToniTownes-WhitleyonLeadingStrategicTransformation.mp3" length="28656149" type="audio/mpeg" /> </item> <item><title>Unifying Leadership in a Divided Time</title><link>https://hbr.org/podcast/2024/11/unifying-leadership-in-a-divided-time</link><description>Around the world, the past few years have been marked by increasing political polarization and public outrage. Like it or not, this spills over into the business world, with employees, customers, and shareholders more willing than ever to challenge companies -- and one another -- on a range of issues. It's hard to know how to lead gracefully in such turbulent times, but Karthik Ramanna, professor at the University of Oxford's Blavatnik School of Government, has some answers. Drawing on his work with government officials and corporate executives, he walks us through the root causes of our current crisis, explains how to effectively navigate through disagreement, and offers practical takeaways for managers at every level. Ramanna is the author of the book The Age of Outrage: How to Lead in a Polarized World.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0996</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 05 Nov 2024 08:00:51 -0500</pubDate><itunes:title>Unifying Leadership in a Divided Time</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Around the world, the past few years have been marked by increasing political polarization and public outrage. Like it or not, this spills over into the business world, with employees, customers, and shareholders more willing than ever to challenge companies -- and one another -- on a range of issues. It's hard to know how to lead gracefully in such turbulent times, but Karthik Ramanna, professor at the University of Oxford's Blavatnik School of Government, has some answers. Drawing on his work with government officials and corporate executives, he walks us through the root causes of our current crisis, explains how to effectively navigate through disagreement, and offers practical takeaways for managers at every level. Ramanna is the author of the book The Age of Outrage: How to Lead in a Polarized World.</itunes:summary><itunes:subtitle /><itunes:episode>996</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1776</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20241029171530-996_UnifyingLeadershipinaDividedTime.mp3" length="30407730" type="audio/mpeg" /> </item> <item><title>Future of Business: Reid Hoffman on Managing Technological Change and Innovation</title><link>https://hbr.org/podcast/2024/10/future-of-business-reid-hoffman-on-managing-technological-change-and-innovation</link><description>Reid Hoffman is one of the most prominent and recognizable voices in Silicon Valley, and after predicting some of the biggest trends that have shaped our world in the last 25 years, he is sharing his thoughts on the future of artificial intelligence. In this interview with HBR Editor in Chief Adi Ignatius, Hoffman shares his approach to managing technological change and innovation, explains why he thinks generative AI won't destroy jobs, and imagines how these new tools will transform our world. Spoiler: It's all about managing technological change and innovation the right way. Previously, Hoffman founded or co-founded PayPal, Inflection AI, and LinkedIn, where he served as CEO and is now its executive chairman. He’s also an active early-stage investor at Greylock Partners, host of the Masters of Scale and Possible podcasts, and author of the forthcoming book Superagency.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0995</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 31 Oct 2024 08:00:27 -0500</pubDate><itunes:title>Future of Business: Reid Hoffman on Managing Technological Change and Innovation</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Reid Hoffman is one of the most prominent and recognizable voices in Silicon Valley, and after predicting some of the biggest trends that have shaped our world in the last 25 years, he is sharing his thoughts on the future of artificial intelligence. In this interview with HBR Editor in Chief Adi Ignatius, Hoffman shares his approach to managing technological change and innovation, explains why he thinks generative AI won't destroy jobs, and imagines how these new tools will transform our world. Spoiler: It's all about managing technological change and innovation the right way. Previously, Hoffman founded or co-founded PayPal, Inflection AI, and LinkedIn, where he served as CEO and is now its executive chairman. He’s also an active early-stage investor at Greylock Partners, host of the Masters of Scale and Possible podcasts, and author of the forthcoming book Superagency.</itunes:summary><itunes:subtitle /><itunes:episode>995</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1781</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20241029102940-995_FutureofBusiness_ReidHoffmanonManagingTechnologicalChangeandInnovation.mp3" length="31333503" type="audio/mpeg" /> </item> <item><title>Turn Employee Feedback into Real Results</title><link>https://hbr.org/podcast/2024/10/turn-employee-feedback-into-real-results</link><description>We live in an age of data. But having powerful tools to gather employee feedback doesn't mean you’ll get powerful results. It’s challenging for executives to turn that feedback into substantive action. New research from Ethan Burris, professor of management at the McCombs School of Business at the University of Texas at Austin, sheds light on how to weed through all the data, make sure workers feel heard, and turn employee insights into real results. Burris is a coauthor of the HBR article "What Companies Get Wrong About the Employee Experience."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0994</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 29 Oct 2024 08:00:11 -0500</pubDate><itunes:title>Turn Employee Feedback into Real Results</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>We live in an age of data. But having powerful tools to gather employee feedback doesn't mean you’ll get powerful results. It’s challenging for executives to turn that feedback into substantive action. New research from Ethan Burris, professor of management at the McCombs School of Business at the University of Texas at Austin, sheds light on how to weed through all the data, make sure workers feel heard, and turn employee insights into real results. Burris is a coauthor of the HBR article "What Companies Get Wrong About the Employee Experience."</itunes:summary><itunes:subtitle /><itunes:episode>994</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1669</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20241022162943-994_TurnEmployeeFeedbackintoRealResults.mp3" length="27830179" type="audio/mpeg" /> </item> <item><title>The Real Reasons Employees Quit — and How to Retain Them</title><link>https://hbr.org/podcast/2024/10/the-real-reasons-employees-quit-and-how-to-retain-them</link><description>Unwelcome employee turnover can create big problems for managers, teams, and organizations, so it's important to understand the real drivers of attrition. New research from Ethan Bernstein, associate professor at Harvard Business School, and Michael Horn, cofounder of the Clayton Christensen Institute, points to a host of push and pull forces that cause workers to jump ship and also outlines better retention strategies. They are the coauthors, along with Bob Moesta, of the HBR article "Why Employees Quit" and the book Job Moves: 9 Steps for Making Progress in Your Career.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0993</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 22 Oct 2024 08:00:18 -0500</pubDate><itunes:title>The Real Reasons Employees Quit -- and How to Retain Them</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Unwelcome employee turnover can create big problems for managers, teams, and organizations, so it's important to understand the real drivers of attrition. New research from Ethan Bernstein, associate professor at Harvard Business School, and Michael Horn, cofounder of the Clayton Christensen Institute, points to a host of push and pull forces that cause workers to jump ship and also outlines better retention strategies. They are the coauthors, along with Bob Moesta, of the HBR article "Why Employees Quit" and the book Job Moves: 9 Steps for Making Progress in Your Career.</itunes:summary><itunes:subtitle /><itunes:episode>993</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>0</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20241018093056-993_TheRealReasonsEmployeesQuit--andHowtoRetainThem.mp3" length="31471038" type="audio/mpeg" /> </item> <item><title>Here’s How Managers Can Rediscover Their Joy at Work</title><link>https://hbr.org/podcast/2024/10/heres-how-managers-can-rediscover-their-joy-at-work</link><description>Managing is a tough job, sometimes a seemingly thankless one where you can feel squeezed from all sides. But for team leaders who are feeling burnt out or overwhelmed with their job, Daisy Auger-Domínguez has advice on regaining your joy at work. She recommends various techniques to incorporate optimism and well-being into your management role. They include remembering your purpose, embracing a beginner’s mindset, keeping a folder of positive feedback as inspiration, and celebrating the contributions of team members. Auger-Domínguez is a workplace strategist and the author of the HBR article "Finding Joy as a Manager — Even on Bad Days."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0992</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 15 Oct 2024 08:20:55 -0500</pubDate><itunes:title>Here’s How Managers Can Rediscover Their Joy at Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Managing is a tough job, sometimes a seemingly thankless one where you can feel squeezed from all sides. But for team leaders who are feeling burnt out or overwhelmed with their job, Daisy Auger-Domínguez has advice on regaining your joy at work. She recommends various techniques to incorporate optimism and well-being into your management role. They include remembering your purpose, embracing a beginner’s mindset, keeping a folder of positive feedback as inspiration, and celebrating the contributions of team members. Auger-Domínguez is a workplace strategist and the author of the HBR article "Finding Joy as a Manager — Even on Bad Days."</itunes:summary><itunes:subtitle /><itunes:episode>992</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1396</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20241011104334-992_Here_sHowManagersCanRediscoverTheirJoyatWork.mp3" length="23918572" type="audio/mpeg" /> </item> <item><title>Malcolm Gladwell’s New Take on Tipping Points</title><link>https://hbr.org/podcast/2024/10/malcolm-gladwells-new-take-on-tipping-points</link><description>There was a time when business leaders and managers didn't worry so much about psychology or other social science research. Malcolm Gladwell's writing played a big role in changing that. His popular exploration of tipping points — the phenomenon where small, incremental actions can suddenly fuse into a full-blown social behavior — brought research insights to life and made them mainstream. Now he's revisiting tipping points, this time looking at how they can be used for damaging results. In this episode, HBR editor in chief Adi Ignatius speaks to Gladwell about how the author’s ideas have changed, the importance of social science and journalism in today's world of virality, and the unexpected ways leaders should consider human behavior. Gladwell is the author of the new book Revenge of the Tipping Point: Overstories, Superspreaders, and the Rise of Social Engineering.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0991b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 10 Oct 2024 10:55:54 -0500</pubDate><itunes:title>Malcolm Gladwell's New Take on Tipping Points</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>There was a time when business leaders and managers didn't worry so much about psychology or other social science research. Malcolm Gladwell's writing played a big role in changing that. His popular exploration of tipping points — the phenomenon where small, incremental actions can suddenly fuse into a full-blown social behavior — brought research insights to life and made them mainstream. Now he's revisiting tipping points, this time looking at how they can be used for damaging results. In this episode, HBR editor in chief Adi Ignatius speaks to Gladwell about how the author’s ideas have changed, the importance of social science and journalism in today's world of virality, and the unexpected ways leaders should consider human behavior. Gladwell is the author of the new book Revenge of the Tipping Point: Overstories, Superspreaders, and the Rise of Social Engineering.</itunes:summary><itunes:subtitle /><itunes:episodeType>bonus</itunes:episodeType><itunes:duration>1767</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20241010095004-991b_MalcolmGladwellsNewTakeonTippingPoints.mp3" length="30042408" type="audio/mpeg" /> </item> <item><title>Why AI Isn’t Enough To Beat The Competition</title><link>https://hbr.org/podcast/2024/10/why-ai-isnt-enough-to-beat-the-competition</link><description>Many companies are investing heavily in artificial intelligence right now, hoping to improve both efficiency and innovation. But, as with any technology that sees widespread adoption, AI itself won't be enough to build a long-term advantage over competitors, says Jay Barney, professor at the University of Utah's Eccles School of Business. Yes, leaders need to deploy these new tools, especially those that use GenAI, to stay relevant. But they also need to think about how AI can be applied to their business' differentiating competencies and offerings to truly add value. Barney is the coauthor, along with Martin Reeves of Boston Consulting Group, of the HBR article "AI Won't Give You a New Sustainable Advantage."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0991</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 08 Oct 2024 08:00:57 -0500</pubDate><itunes:title>Why AI Isn't Enough To Beat The Competition</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Many companies are investing heavily in artificial intelligence right now, hoping to improve both efficiency and innovation. But, as with any technology that sees widespread adoption, AI itself won't be enough to build a long-term advantage over competitors, says Jay Barney, professor at the University of Utah's Eccles School of Business. Yes, leaders need to deploy these new tools, especially those that use GenAI, to stay relevant. But they also need to think about how AI can be applied to their business' differentiating competencies and offerings to truly add value. Barney is the coauthor, along with Martin Reeves of Boston Consulting Group, of the HBR article "AI Won't Give You a New Sustainable Advantage."</itunes:summary><itunes:subtitle /><itunes:episode>991</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1408</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20241004102218-991_WhyAIIsntEnoughToBeatTheCompetition.mp3" length="24609805" type="audio/mpeg" /> </item> <item><title>How Tribalism Can Actually Strengthen Workplace Culture</title><link>https://hbr.org/podcast/2024/10/how-tribalism-can-actually-strengthen-workplace-culture</link><description>We live in a world that seems more divisive and polarized than ever, and it’s common to describe this phenomenon as tribalism. But Michael Morris, professor at Columbia Business School, says that term is often misunderstood and that tribal instincts can in fact be very positive influences in society and at work. He uses the lens of cultural psychology to explain the deep-seated instincts behind the human need to join and identify as a group. And he breaks down how team managers and organizational leaders can leverage tribal instincts in positive ways strengthen workplace culture. Morris is the author of the new book Tribal: How the Cultural Instincts That Divide Us Can Help Bring Us Together.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0990</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 01 Oct 2024 08:00:37 -0500</pubDate><itunes:title>How Tribalism Can Actually Strengthen Workplace Culture</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>We live in a world that seems more divisive and polarized than ever, and it’s common to describe this phenomenon as tribalism. But Michael Morris, professor at Columbia Business School, says that term is often misunderstood and that tribal instincts can in fact be very positive influences in society and at work. He uses the lens of cultural psychology to explain the deep-seated instincts behind the human need to join and identify as a group. And he breaks down how team managers and organizational leaders can leverage tribal instincts in positive ways strengthen workplace culture. Morris is the author of the new book Tribal: How the Cultural Instincts That Divide Us Can Help Bring Us Together.</itunes:summary><itunes:subtitle /><itunes:episode>990</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1681</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240926103909-990_HowTribalismCanActuallyStrengthenWorkplaceCulture.mp3" length="27833955" type="audio/mpeg" /> </item> <item><title>What We Can Learn from Great Political Speakers</title><link>https://hbr.org/podcast/2024/09/what-we-can-learn-from-great-political-speakers</link><description>The worlds of business and politics might seem worlds apart, but executives can learn a lot from the most successful political communicators. Terry Szuplat spent several years on the speechwriting team for President Barack Obama, helping to carefully craft his messages and win over audiences. He has gone on to coach business leaders including Salesforce CEO Marc Benioff, and he says that many of the same principles for good speechwriting and delivery apply - whether you’re giving a presentation to your team, pitching a client, or making comments in a moment of crisis. He explains the importance of authenticity and personal stories, structure, language choice and presence. Szuplat is the author of the book Say It Well: Find Your Voice, Speak Your Mind, Inspire Any Audience.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0989</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 24 Sep 2024 08:00:09 -0500</pubDate><itunes:title>What We Can Learn from Great Political Speakers</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The worlds of business and politics might seem worlds apart, but executives can learn a lot from the most successful political communicators. Terry Szuplat spent several years on the speechwriting team for President Barack Obama, helping to carefully craft his messages and win over audiences. He has gone on to coach business leaders including Salesforce CEO Marc Benioff, and he says that many of the same principles for good speechwriting and delivery apply - whether you’re giving a presentation to your team, pitching a client, or making comments in a moment of crisis. He explains the importance of authenticity and personal stories, structure, language choice and presence. Szuplat is the author of the book Say It Well: Find Your Voice, Speak Your Mind, Inspire Any Audience.</itunes:summary><itunes:subtitle /><itunes:episode>989</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1670</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240920101907-989_WhatWeCanLearnfromGreatPoliticalSpeakers.mp3" length="28350126" type="audio/mpeg" /> </item> <item><title>Training Your Brain to Work More Effectively</title><link>https://hbr.org/podcast/2024/09/training-your-brain-to-work-more-effectively</link><description>What if the key to efficiency in a world increasingly powered by AI wasn't quantity, but quality? Neuroscientist Mithu Storoni has looked at how and when our brains are the most creative and truly productive at knowledge work. As automation and AI take more rote takes off our plates, she shares how we can train our brains to be more effective at doing work that really matters. She explains how our brains tackle different kinds of work, how we can better schedule our days to align with those states of mind, and what this all means for managers and organizations. Storoni is the author of the new book Hyperefficient: Optimize Your Brain to Transform the Way You Work.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0988</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 17 Sep 2024 07:30:02 -0500</pubDate><itunes:title>Training Your Brain to Work More Effectively</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>What if the key to efficiency in a world increasingly powered by AI wasn't quantity, but quality? Neuroscientist Mithu Storoni has looked at how and when our brains are the most creative and truly productive at knowledge work. As automation and AI take more rote takes off our plates, she shares how we can train our brains to be more effective at doing work that really matters. She explains how our brains tackle different kinds of work, how we can better schedule our days to align with those states of mind, and what this all means for managers and organizations. Storoni is the author of the new book Hyperefficient: Optimize Your Brain to Transform the Way You Work.</itunes:summary><itunes:subtitle /><itunes:episode>988</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1787</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240913163819-988_TrainingYourBraintoWorkMoreEffectively.mp3" length="30668960" type="audio/mpeg" /> </item> <item><title>The AI Skills You Should Be Building Now</title><link>https://hbr.org/podcast/2024/09/the-ai-skills-you-should-be-building-now</link><description>Generative artificial intelligence is here to stay, and that means employees and managers need to think even more carefully about how to make the most effective use of it. Accenture's H. James Wilson, global managing director of technology research and thought leadership, and Paul R. Daugherty, chief technology and innovation officer, argue that we all need to build what they call "fusion skills." They include intelligent interrogation (using research-backed prompting techniques to deliver better results), judgment integration (ensuring there is a human in the loop when necessary), and reciprocal apprenticing (training ChatGPT, Claude, Co-pilot or proprietary tools to improve while we get better at working with them). They offer advice on how to hone all three. Together, they wrote the HBR book Human + Machine: Reimagining Work in the Age of AI, now available in a New and Expanded Edition as well as the HBR article “Embracing Gen AI At Work.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0987</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 10 Sep 2024 07:30:28 -0500</pubDate><itunes:title>The AI Skills You Should Be Building Now</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Generative artificial intelligence is here to stay, and that means employees and managers need to think even more carefully about how to make the most effective use of it. Accenture's H. James Wilson, global managing director of technology research and thought leadership, and Paul R. Daugherty, chief technology and innovation officer, argue that we all need to build what they call "fusion skills." They include intelligent interrogation (using research-backed prompting techniques to deliver better results), judgment integration (ensuring there is a human in the loop when necessary), and reciprocal apprenticing (training ChatGPT, Claude, Co-pilot or proprietary tools to improve while we get better at working with them). They offer advice on how to hone all three. Together, they wrote the HBR book Human + Machine: Reimagining Work in the Age of AI, now available in a New and Expanded Edition as well as the HBR article “Embracing Gen AI At Work.”</itunes:summary><itunes:subtitle /><itunes:episode>987</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1651</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240909102829-987_TheAISkillsYouShouldBeBuildingNow.mp3" length="27550225" type="audio/mpeg" /> </item> <item><title>Dysfunctional Leadership Teams — and How to Fix Them</title><link>https://hbr.org/podcast/2024/09/dysfunctional-leadership-teams-and-how-to-fix-them</link><description>CEOs get a ton of credit or blame for a company’s performance. But the entire leadership team is vital to success, and any dysfunction is often overlooked. Sometimes the CEOs leading them don’t even see that they’re not working. Thomas Keil, management professor at the University of Zurich, and Marianna Zangrillo, a partner at The Next Advisors, have interviewed more than 100 CEOs and senior executives. Their research identifies three main types of failing leadership teams: shark tanks, petting zoos, and mediocracies. And they identify the pitfalls of each pattern and how to turn those teams around. Keil and Zangrillo wrote the HBR article "Why Leadership Teams Fail."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.09856</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 03 Sep 2024 07:30:06 -0500</pubDate><itunes:title>Dysfunctional Leadership Teams — and How to Fix Them</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>CEOs get a ton of credit or blame for a company’s performance. But the entire leadership team is vital to success, and any dysfunction is often overlooked. Sometimes the CEOs leading them don’t even see that they’re not working. Thomas Keil, management professor at the University of Zurich, and Marianna Zangrillo, a partner at The Next Advisors, have interviewed more than 100 CEOs and senior executives. Their research identifies three main types of failing leadership teams: shark tanks, petting zoos, and mediocracies. And they identify the pitfalls of each pattern and how to turn those teams around. Keil and Zangrillo wrote the HBR article "Why Leadership Teams Fail."</itunes:summary><itunes:subtitle /><itunes:episode>986</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1363</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240830122140-986_DysfunctionalLeadershipTeamsandHowtoFixThem.mp3" length="22837311" type="audio/mpeg" /> </item> <item><title>Lessons from a Turnaround Expert</title><link>https://hbr.org/podcast/2024/08/lessons-from-a-turnaround-expert</link><description>When a company, division, or product line has been struggling for some time, it can feel nearly impossible to get things back on track. But big turnarounds are possible, provided you have a team willing to work hard, be creative, and embrace change. When he was president and CEO of Marvel, Peter Cuneo oversaw the resurgence and sale of the media company, but even before that he had a long track track for turning around many types of consumer-facing businesses. He shares the strategies that work best for shaking up organizations and teams and boosting their performance. Cuneo is also the managing principal of Cuneo and Company.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0985</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 27 Aug 2024 08:00:52 -0500</pubDate><itunes:title>Lessons from a Turnaround Expert</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>When a company, division, or product line has been struggling for some time, it can feel nearly impossible to get things back on track. But big turnarounds are possible, provided you have a team willing to work hard, be creative, and embrace change. When he was president and CEO of Marvel, Peter Cuneo oversaw the resurgence and sale of the media company, but even before that he had a long track track for turning around many types of consumer-facing businesses. He shares the strategies that work best for shaking up organizations and teams and boosting their performance. Cuneo is also the managing principal of Cuneo and Company.</itunes:summary><itunes:subtitle /><itunes:episode>985</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1740</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240826112619-985_LessonsfromaTurnaroundExpert.mp3" length="29237022" type="audio/mpeg" /> </item> <item><title>Is Your Company Reading Data the Wrong Way?</title><link>https://hbr.org/podcast/2024/08/is-your-company-reading-data-the-wrong-way</link><description>We live in an age where we have more data than ever. But most leaders have two strong reactions to new data. Either they rely too heavily on studies or information to make decisions. Or they dismiss outright data that could be very relevant. The better way is learning how to interpret, question, and engage with data and studies, say Harvard Business School professor Amy Edmondson and Johns Hopkins Carey Business School professor Michael Luca. They break down the essential analytical tools to assess and interrogate data to be able to apply it to business decisions. Edmondson and Luca are coauthors of the HBR article "Where Data-Driven Decision-Making Can Go Wrong."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0984</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 20 Aug 2024 08:00:39 -0500</pubDate><itunes:title>Is Your Company Reading Data the Wrong Way?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>We live in an age where we have more data than ever. But most leaders have two strong reactions to new data. Either they rely too heavily on studies or information to make decisions. Or they dismiss outright data that could be very relevant. The better way is learning how to interpret, question, and engage with data and studies, say Harvard Business School professor Amy Edmondson and Johns Hopkins Carey Business School professor Michael Luca. They break down the essential analytical tools to assess and interrogate data to be able to apply it to business decisions. Edmondson and Luca are coauthors of the HBR article "Where Data-Driven Decision-Making Can Go Wrong."</itunes:summary><itunes:subtitle /><itunes:episode>984</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1535</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240816132155-984_IsYourCompanyReadingDatatheWrongWay_.mp3" length="26046749" type="audio/mpeg" /> </item> <item><title>What to Do When You’re Overlooked</title><link>https://hbr.org/podcast/2024/08/what-to-do-when-youre-overlooked</link><description>Are you the sort of person who works really hard, hits your deadlines, runs successful projects, wins over clients... but never seems to get noticed for all that diligence, much less promoted? Especially if you’re on the quieter and more understated side, working in an organization where the loud and showy get the most recognition, this can be frustrating. But there are ways to get noticed while also staying true to yourself, says Jessica Chen. She's a former TV news reporter and the founder of Soulcast Media, a communications consultancy, and she shares lessons about more effective communication and self-promotion. Chen wrote the book Smart, Not Loud: How to Get Noticed at Work for All the Right Reasons.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0983</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 13 Aug 2024 08:00:47 -0500</pubDate><itunes:title>What to Do When You're Overlooked</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Are you the sort of person who works really hard, hits your deadlines, runs successful projects, wins over clients... but never seems to get noticed for all that diligence, much less promoted? Especially if you’re on the quieter and more understated side, working in an organization where the loud and showy get the most recognition, this can be frustrating. But there are ways to get noticed while also staying true to yourself, says Jessica Chen. She's a former TV news reporter and the founder of Soulcast Media, a communications consultancy, and she shares lessons about more effective communication and self-promotion. Chen wrote the book Smart, Not Loud: How to Get Noticed at Work for All the Right Reasons.</itunes:summary><itunes:subtitle /><itunes:episode>983</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1513</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240812115000-983_WhattoDoWhenYoureOverlooked.mp3" length="26374836" type="audio/mpeg" /> </item> <item><title>The Right Way to Manage Emotions on Your Team</title><link>https://hbr.org/podcast/2024/08/the-right-way-to-manage-emotions-on-your-team</link><description>Many managers don't know what to say when a team member appears angry, frustrated, or sad. They might even feel it is unprofessional to acknowledge those feelings at all. But research shows that avoidance is costly. Doctoral student Christina Bradley and professor Lindy Greer, both of the Ross School of Business at the University of Michigan, say teams perform better when their leaders respond effectively to members’ emotions. The researchers outline when and how to do that in a way that builds stronger relationships, teams, and organizational culture. Bradley and Greer are coauthors, with Michigan Ross professor Jeffrey Sanchez-Burks, of the HBR article "When Your Employee Feels Angry, Sad, or Dejected."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0982</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 06 Aug 2024 08:00:59 -0500</pubDate><itunes:title>The Right Way to Manage Emotions on Your Team</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Many managers don't know what to say when a team member appears angry, frustrated, or sad. They might even feel it is unprofessional to acknowledge those feelings at all. But research shows that avoidance is costly. Doctoral student Christina Bradley and professor Lindy Greer, both of the Ross School of Business at the University of Michigan, say teams perform better when their leaders respond effectively to members’ emotions. The researchers outline when and how to do that in a way that builds stronger relationships, teams, and organizational culture. Bradley and Greer are coauthors, with Michigan Ross professor Jeffrey Sanchez-Burks, of the HBR article "When Your Employee Feels Angry, Sad, or Dejected."</itunes:summary><itunes:subtitle /><itunes:episode>982</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1546</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240802115941-982_TheRightWaytoManageEmotionsonYourTeam.mp3" length="25871627" type="audio/mpeg" /> </item> <item><title>An Astronaut’s Advice on High-Stakes Collaboration</title><link>https://hbr.org/podcast/2024/07/an-astronauts-advice-on-high-stakes-collaboration</link><description>It's hard to imagine a more challenging work environment than the International Space Station. During her 24 years as a NASA astronaut, including a six-month stint on the ISS, Cady Coleman learned pivotal lessons about everything from managing stress and assessing risk to cross-cultural communication and navigating bias. She shares how the skills she picked up can be applied in all kinds of careers. Coleman is the author of the book Sharing Space: An Astronaut's Guide to Mission Wonder and Making Change.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0981</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 30 Jul 2024 08:00:23 -0500</pubDate><itunes:title>An Astronaut's Advice on High-Stakes Collaboration</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>It's hard to imagine a more challenging work environment than the International Space Station. During her 24 years as a NASA astronaut, including a six-month stint on the ISS, Cady Coleman learned pivotal lessons about everything from managing stress and assessing risk to cross-cultural communication and navigating bias. She shares how the skills she picked up can be applied in all kinds of careers. Coleman is the author of the book Sharing Space: An Astronaut's Guide to Mission Wonder and Making Change.</itunes:summary><itunes:subtitle /><itunes:episode>981</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1712</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240726110218-981_AnAstronautsAdviceonHigh-StakesCollaboration.mp3" length="29213634" type="audio/mpeg" /> </item> <item><title>Trying to Persuade and Other Big Mistakes Marketers Make</title><link>https://hbr.org/podcast/2024/07/trying-to-persuade-and-other-big-mistakes-marketers-make</link><description>Many marketers today focus on getting consumers to consciously change their behavior. But that’s a sure path to failure, according to Leslie Zane, founder of Triggers Brand Consulting. She says neuroscience research shows that mastering instinct is far more effective than persuasion. And she shares her key lessons for aligning with the instinctive mind to improve company brands, new products, social campaigns, or your own personal brand. Zane is the author of the book The Power of Instinct: The New Rules of Persuasion in Business and Life.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0980</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 23 Jul 2024 08:00:38 -0500</pubDate><itunes:title>Trying to Persuade and Other Big Mistakes Marketers Make</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Many marketers today focus on getting consumers to consciously change their behavior. But that’s a sure path to failure, according to Leslie Zane, founder of Triggers Brand Consulting. She says neuroscience research shows that mastering instinct is far more effective than persuasion. And she shares her key lessons for aligning with the instinctive mind to improve company brands, new products, social campaigns, or your own personal brand. Zane is the author of the book The Power of Instinct: The New Rules of Persuasion in Business and Life.</itunes:summary><itunes:subtitle /><itunes:episode>980</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1501</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240719164015-980_TryingtoPersuadeandOtherBigMistakesMarketersMake.mp3" length="26367753" type="audio/mpeg" /> </item> <item><title>Is People-Pleasing Holding You Back?</title><link>https://hbr.org/podcast/2024/07/is-people-pleasing-holding-you-back</link><description>There's a fine line between pitching in to help your team and taking on too much at the expense of your mental health and performance. Author and coach Hailey Magee walks us through why some of us fall into people-pleasing patterns, the negative impact it can have on our careers, and how to stop. She also offers advice for managers on how to help employees identify and break out of these bad habits. Magee is the author of Stop People Pleasing and Find Your Power.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0979</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 16 Jul 2024 08:00:36 -0500</pubDate><itunes:title>Is People-Pleasing Holding You Back?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>There's a fine line between pitching in to help your team and taking on too much at the expense of your mental health and performance. Author and coach Hailey Magee walks us through why some of us fall into people-pleasing patterns, the negative impact it can have on our careers, and how to stop. She also offers advice for managers on how to help employees identify and break out of these bad habits. Magee is the author of Stop People Pleasing and Find Your Power.</itunes:summary><itunes:subtitle /><itunes:episode>979</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1792</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240715132908-979_IsPeople-PleasingHoldingYouBack_.mp3" length="30848674" type="audio/mpeg" /> </item> <item><title>Why We Should Pay More Attention to Departing CEOs</title><link>https://hbr.org/podcast/2024/07/why-we-should-pay-more-attention-to-departing-ceos</link><description>When news breaks of a CEO succession, much of the attention is given to the new leader and how they will change the company. But new research shows that the leave-taking process of the outgoing chief executive is often mishandled, with negative impacts on succession and the organization. Rebecca Slan Jerusalim, an executive director at Russell Reynolds Associates, and Navio Kwok, a leadership advisor at RRA, say that boards are often surprised when a CEO gives notice, and they often make that person feel excluded during the handoff process. The researchers share stories from the front lines about CEO psychology, best practices for outgoing leaders and their boards, and broader lessons for effective transitions. Jerusalim and Kwok wrote the HBR article "The Vital Role of the Outgoing CEO."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0978</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 09 Jul 2024 08:00:32 -0500</pubDate><itunes:title>Why We Should Pay More Attention to Departing CEOs</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>When news breaks of a CEO succession, much of the attention is given to the new leader and how they will change the company. But new research shows that the leave-taking process of the outgoing chief executive is often mishandled, with negative impacts on succession and the organization. Rebecca Slan Jerusalim, an executive director at Russell Reynolds Associates, and Navio Kwok, a leadership advisor at RRA, say that boards are often surprised when a CEO gives notice, and they often make that person feel excluded during the handoff process. The researchers share stories from the front lines about CEO psychology, best practices for outgoing leaders and their boards, and broader lessons for effective transitions. Jerusalim and Kwok wrote the HBR article "The Vital Role of the Outgoing CEO."</itunes:summary><itunes:subtitle /><itunes:episode>978</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1730</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240708100628-978_WhyWeShouldPayMoreAttentiontoDepartingCEOs.mp3" length="29777041" type="audio/mpeg" /> </item> <item><title>Darius Rucker on Resilience and Reinvention</title><link>https://hbr.org/podcast/2024/07/darius-rucker-on-resilience-and-reinvention</link><description>Darius Rucker has reached the top of the music charts in not just one but two genres: first as the lead singer of the 1990s band Hootie and the Blowfish, then in a second act as a solo country star. He shares lessons on following your passion, staying humble, working your way up, and defying stereotypes and expectations. He's the author of a new memoir Life's Too Short.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0977</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 02 Jul 2024 08:00:58 -0500</pubDate><itunes:title>Darius Rucker on Resilience and Reinvention</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Darius Rucker has reached the top of the music charts in not just one but two genres: first as the lead singer of the 1990s band Hootie and the Blowfish, then in a second act as a solo country star. He shares lessons on following your passion, staying humble, working your way up, and defying stereotypes and expectations. He's the author of a new memoir Life's Too Short.</itunes:summary><itunes:subtitle /><itunes:episode>977</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1340</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240701144336-977_DariusRuckeronResilienceandReinvention.mp3" length="22652085" type="audio/mpeg" /> </item> <item><title>When Your Employee Is Underperforming</title><link>https://hbr.org/podcast/2024/06/when-your-employee-is-underperforming</link><description>Many managers struggle with initiating difficult conversations around an individual’s subpar performance. Often, leaders wait way too long to sit down with an employee who isn’t meeting expectations. Leadership coach Jenny Fernandez says that increasing the frequency of feedback and consciously developing better relationships with direct reports help make these conversations easier to start. And she shares how the right preparation, tone, and open-minded approach lead to more effective discussions that improve not just the one-on-one relationship, but also team morale and turnover rates. Fernandez is the author of the HBR article "How to Talk to an Employee Who Isn’t Meeting Expectations."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0976</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 25 Jun 2024 08:00:24 -0500</pubDate><itunes:title>When Your Employee Is Underperforming</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Many managers struggle with initiating difficult conversations around an individual’s subpar performance. Often, leaders wait way too long to sit down with an employee who isn’t meeting expectations. Leadership coach Jenny Fernandez says that increasing the frequency of feedback and consciously developing better relationships with direct reports help make these conversations easier to start. And she shares how the right preparation, tone, and open-minded approach lead to more effective discussions that improve not just the one-on-one relationship, but also team morale and turnover rates. Fernandez is the author of the HBR article "How to Talk to an Employee Who Isn’t Meeting Expectations."</itunes:summary><itunes:subtitle /><itunes:episode>976</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1516</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240621113910-976_WhenYourEmployeeIsUnderperforming.mp3" length="25719482" type="audio/mpeg" /> </item> <item><title>Why Managers Play Favorites – and How They Can Change</title><link>https://hbr.org/podcast/2024/06/why-managers-play-favorites-and-how-they-can-change</link><description>While most good bosses try to be fair and balanced with their direct reports, it's only human to prefer the company and work styles of some team members over others, and employees are keenly aware of those preferences. They see favorites and non-favorites, ingroups and outgroups -- and when those divisions fester, they can destroy team culture and performance. Ginka Toegel, professor at IMD Business School, explains why even well-intentioned managers succumb to favoritism, how workers on both sides are affected, and what we can do to both avoid and rectify the problem. Toegel is the coauthor of the HBR article "Stop Playing Favorites."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0975</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 18 Jun 2024 08:00:22 -0500</pubDate><itunes:title>Why Managers Play Favorites - and How They Can Change</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>While most good bosses try to be fair and balanced with their direct reports, it's only human to prefer the company and work styles of some team members over others, and employees are keenly aware of those preferences. They see favorites and non-favorites, ingroups and outgroups -- and when those divisions fester, they can destroy team culture and performance. Ginka Toegel, professor at IMD Business School, explains why even well-intentioned managers succumb to favoritism, how workers on both sides are affected, and what we can do to both avoid and rectify the problem. Toegel is the coauthor of the HBR article "Stop Playing Favorites."</itunes:summary><itunes:subtitle /><itunes:episode>975</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1652</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240617142123-975_WhyManagersPlayFavorites-andHowTheyCanChange.mp3" length="28092252" type="audio/mpeg" /> </item> <item><title>Tech at Work: The Future of Spatial Computing</title><link>https://hbr.org/podcast/2024/06/tech-at-work-the-future-of-spatial-computing</link><description>Managing technology has never been more challenging. HBR IdeaCast’s new special series, Tech at Work, offers research, stories, and advice to make technology work for you and your team. This week: how to prepare your company for the future of spatial computing.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0974</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 13 Jun 2024 08:00:21 -0500</pubDate><itunes:title>Tech at Work: The Future of Spatial Computing</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Managing technology has never been more challenging. HBR IdeaCast’s new special series, Tech at Work, offers research, stories, and advice to make technology work for you and your team. This week: how to prepare your company for the future of spatial computing.</itunes:summary><itunes:subtitle /><itunes:episode>974</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1929</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240611085431-974_TechatWork_TheFutureofSpatialComputing.mp3" length="32428940" type="audio/mpeg" /> <content:encoded><![CDATA[The Apple Vision Pro is the latest in a long line of trendy, expensive spatial computing headsets. (Remember Google Glass?) But the augmented reality and virtual reality features that these devices enable can have an impact beyond video games. Pioneering companies are using these immersive tools to train employees and to engage with consumers in digital and retail settings. It’s growing increasingly important for senior leaders to explore the possible use cases and to understand the potential benefits and ongoing challenges that accompany these technologies. Tech at Work is a four-part special series from HBR IdeaCast. Join senior tech editors Juan Martinez and Tom Stackpole for research, stories, and advice to make technology work for you and your team. In this episode, researcher Srinivas Reddy and AR/VR entrepreneur and educator Dinesh Punni discuss how augmented reality can affect consumers’ brand awareness and purchasing behavior. The experts share business results from in-market research, identify challenges for the technology as it evolves, and explain how to launch a spatial computing experiment at your organization. Reddy is a visiting professor of marketing at Northwestern University’s Kellogg School of Management and professor emeritus of marketing at Lee Kong Chian School of Business, Singapore Management University. Punni is the CEO and founder of a Berlin, Germany-based company, immersive insiders, that trains AR/VR developers and designers. This is the final episode of the Tech at Work series. Check out our other episodes: <ul> <li><a href="https://hbr.org/podcast/2024/05/tech-at-work-what-genai-means-for-companies-right-now">Tech at Work: What GenAI Means for Companies Right Now</a></li> <li><a href="https://hbr.org/podcast/2024/05/tech-at-work-how-the-end-of-cookies-will-transform-digital-marketing">Tech at Work: How the End of Cookies Will Transform Digital Marketing</a></li> <li><a href="https://hbr.org/podcast/2024/05/tech-at-work-how-to-get-the-most-out-of-digital-collaboration-tools">Tech at Work: How to Get the Most out of Digital Collaboration Tools</a></li> </ul> Please let us know what you think of the episodes and which technology topics you want us to cover at <a href="mailto:ideacast@hbr.org">ideacast@hbr.org</a>. Further reading: <ul> <li><a href="https://hbr.org/2024/02/how-early-adopter-companies-are-thinking-about-the-apple-vision-pro">How Early-Adopter Companies Are Thinking About Apple Vision Pro (Cathy Hackl)</a></li> <li><a href="https://hbr.org/2022/03/how-augmented-reality-can-and-cant-help-your-brand">How Augmented Reality Can — and Can’t — Help Your Brand (Sandeep R. Chandukala, Srinivas K. Reddy, and Yong-Chin Tan)</a></li> <li><a href="https://journals.sagepub.com/doi/full/10.1177/0022242921995449">Augmented Reality in Retail and Its Impact on Sales (Sandeep R. Chandukala, Srinivas K. Reddy, and Yong-Chin Tan)</a></li> <li><a href="https://hbr.org/2017/11/why-every-organization-needs-an-augmented-reality-strategy">Why Every Organization Needs an Augmented Reality Strategy (Michael E. Porter and James E. Heppelmann)</a></li> </ul> ]]></content:encoded></item> <item><title>Yum! Brands’ Former CEO on Why You Should Never Stop Learning</title><link>https://hbr.org/podcast/2024/06/yum-brands-former-ceo-on-why-you-should-never-stop-learning</link><description>After 15 years leading the parent company of KFC, Pizza Hut, and Taco Bell, David Novak wanted to help others become better leaders. He believes the key is to put learning at the center of everything you do, whether you’re an entry-level worker or a multinational executive. Novak outlines three main areas for learning: from your own life experiences, from the people and situations available right now, and from the habit of curiosity. Above all, he says the most effective leaders turn their learnings into action, something that takes insight and practice. Novak’s new book is How Leaders Learn: Master the Habits of the World's Most Successful People.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0973</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 11 Jun 2024 08:00:20 -0500</pubDate><itunes:title>Yum! Brands’ Former CEO on Why You Should Never Stop Learning</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>After 15 years leading the parent company of KFC, Pizza Hut, and Taco Bell, David Novak wanted to help others become better leaders. He believes the key is to put learning at the center of everything you do, whether you’re an entry-level worker or a multinational executive. Novak outlines three main areas for learning: from your own life experiences, from the people and situations available right now, and from the habit of curiosity. Above all, he says the most effective leaders turn their learnings into action, something that takes insight and practice. Novak’s new book is How Leaders Learn: Master the Habits of the World's Most Successful People.</itunes:summary><itunes:subtitle /><itunes:episode>973</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1675</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240607113002-973_YumBrands_FormerCEOonWhyYouShouldNeverStopLearning.mp3" length="28364838" type="audio/mpeg" /> </item> <item><title>Why You Need to Stress Test Your Strategies (and Tactics)</title><link>https://hbr.org/podcast/2024/06/why-you-need-to-stress-test-your-strategies-and-tactics</link><description>While many teams and organizations engage in scenario planning, most don't go far enough. Arjan Singh, consultant and adjunct professor at Southern Methodist University, says a more disciplined approach, borrowed from the military, can help leaders truly test how their strategies, operations, and tactics hold up against competitors, shifting market dynamics, and unexpected events. He's helped hundreds of companies identify risks and find new ways to innovate by leading them through corporate war games, and he explains his process and results. Singh is the author of the book Competitive Success: Building Winning Strategies with Corporate War Games.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0972</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 04 Jun 2024 08:00:58 -0500</pubDate><itunes:title>Why You Need to Stress Test Your Strategies (and Tactics)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>While many teams and organizations engage in scenario planning, most don't go far enough. Arjan Singh, consultant and adjunct professor at Southern Methodist University, says a more disciplined approach, borrowed from the military, can help leaders truly test how their strategies, operations, and tactics hold up against competitors, shifting market dynamics, and unexpected events. He's helped hundreds of companies identify risks and find new ways to innovate by leading them through corporate war games, and he explains his process and results. Singh is the author of the book Competitive Success: Building Winning Strategies with Corporate War Games.</itunes:summary><itunes:subtitle /><itunes:episode>972</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1719</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240603111715-972_WhyYouNeedtoStressTestYourStrategiesandTactics.mp3" length="29165993" type="audio/mpeg" /> </item> <item><title>Tech at Work: How to Get the Most Out of Digital Collaboration Tools</title><link>https://hbr.org/podcast/2024/05/tech-at-work-how-to-get-the-most-out-of-digital-collaboration-tools</link><description>Managing technology has never been more challenging. HBR IdeaCast’s new special series, Tech at Work, offers research, stories, and advice to make technology work for you and your team. This week: how your team can get the most out of digital collaboration tools.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0971</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 30 May 2024 08:00:45 -0500</pubDate><itunes:title>Tech at Work: How to Get the Most Out of Digital Collaboration Tools</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Managing technology has never been more challenging. HBR IdeaCast’s new special series, Tech at Work, offers research, stories, and advice to make technology work for you and your team. This week: how your team can get the most out of digital collaboration tools.</itunes:summary><itunes:subtitle /><itunes:episode>971</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2286</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240523123453-971_TechatWork_HowtoGettheMostoutofDigitalCollaborationTools.mp3" length="38526152" type="audio/mpeg" /> <content:encoded><![CDATA[Tools for collaborating online—email, instant messengers, videoconferencing apps, cloud storage, and so many others—have become the norm for most of us. But few leaders have taken the time to learn the best ways for their teams to use these ever-present tools. Tech at Work is a four-part special series from HBR IdeaCast. Join senior tech editors Juan Martinez and Tom Stackpole for research, stories, and advice to make technology work for you and your team. In this episode, they talk to researcher Paul Leonardi and organizational leader Sandra Ma. The experts explain how to best match collaboration tools with work tasks and how to know when a technology isn’t working for your team. They also discuss how leaders should go about selecting the most effective digital collaboration tools for their organizations. Leonardi is the Duca Family Professor of Technology Management at the University of California, Santa Barbara. Ma is the CEO and cofounder of Jovial, a company that helps teams improve their communication at work. New episodes of Tech at Work publish in the HBR IdeaCast feed every other Thursday from May 2, after the regular Tuesday episode. Please let us know what you think of the series and which technology topics you want us to cover at <a href="mailto:ideacast@hbr.org">ideacast@hbr.org</a>. Further reading: <ul> <li><a href="https://hbr.org/2021/10/does-your-team-really-need-another-digital-tool">Does Your Team Really Need Another Digital Tool? (Ryan O’Hara)</a></li> <li><a href="https://hbr.org/2017/11/what-managers-need-to-know-about-social-tools">What Managers Need to Know About Social Tools (Paul Leonardi and Tsedal Neeley)</a></li> <li><a href="https://www.gsb.stanford.edu/insights/zoom-or-out-why-face-face-meetings-matter">Zoom In… or Out? Why Face-to-Face Meetings Matter (If/Then: Business, Leadership, Society)</a></li> </ul> ]]></content:encoded></item> <item><title>What Venture Capitalists Can Teach Companies About Decision-Making</title><link>https://hbr.org/podcast/2024/05/what-venture-capitalists-can-teach-companies-about-decision-making</link><description>Venture capital firms notoriously embrace risk and take big swings, hoping that one startup will become a monster hit that pays for many other failed investments. This VC approach scares established companies, but it shouldn’t. Stanford Graduate School of Business professor Ilya Strebulaev says that VC firms have proven best practices that all leaders should apply in their own companies. He explains exactly how VC’s operationalize risk, embrace disagreement over consensus, and stay agile in their decision-making—all valuable lessons that apply outside of Silicon Valley. With author Alex Dang, Strebulaev cowrote the new book The Venture Mindset: How to Make Smarter Bets and Achieve Extraordinary Growth and the HBR article "Make Decisions with a VC Mindset."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0970</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 28 May 2024 08:00:13 -0500</pubDate><itunes:title>What Venture Capitalists Can Teach Companies About Decision-Making</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Venture capital firms notoriously embrace risk and take big swings, hoping that one startup will become a monster hit that pays for many other failed investments. This VC approach scares established companies, but it shouldn’t. Stanford Graduate School of Business professor Ilya Strebulaev says that VC firms have proven best practices that all leaders should apply in their own companies. He explains exactly how VC’s operationalize risk, embrace disagreement over consensus, and stay agile in their decision-making—all valuable lessons that apply outside of Silicon Valley. With author Alex Dang, Strebulaev cowrote the new book The Venture Mindset: How to Make Smarter Bets and Achieve Extraordinary Growth and the HBR article "Make Decisions with a VC Mindset."</itunes:summary><itunes:subtitle /><itunes:episode>970</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1624</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240524110928-970_WhatVentureCapitalistsCanTeachCompaniesAboutDecision-Making.mp3" length="28007836" type="audio/mpeg" /> </item> <item><title>How to Navigate Change at Any Career Stage</title><link>https://hbr.org/podcast/2024/05/how-to-navigate-change-at-any-career-stage</link><description>Disruption and transformation at the new normal in nearly every industry. So how do you stay ahead of the curve? Over the past four decades, Bonnie Hammer successfully adapted to massive changes in the media industry, rising from production assistant to leadership roles in broadcast, cable, and streaming. Now vice chair of NBCUniversal, she has advice on how to get noticed, acquire the right skillsets, make smart decisions, and adjust to shifting corporate and market dynamics. She's the author of the book 15 Lies Women Are Told at Work: ...and the Truth We Need to Succeed.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0969</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 21 May 2024 08:00:28 -0500</pubDate><itunes:title>How to Navigate Change at Any Career Stage</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Disruption and transformation at the new normal in nearly every industry. So how do you stay ahead of the curve? Over the past four decades, Bonnie Hammer successfully adapted to massive changes in the media industry, rising from production assistant to leadership roles in broadcast, cable, and streaming. Now vice chair of NBCUniversal, she has advice on how to get noticed, acquire the right skillsets, make smart decisions, and adjust to shifting corporate and market dynamics. She's the author of the book 15 Lies Women Are Told at Work: ...and the Truth We Need to Succeed.</itunes:summary><itunes:subtitle /><itunes:episode>969</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1772</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240520110013-969_HowtoNavigateChangeatAnyCareerStage.mp3" length="30289034" type="audio/mpeg" /> <enclosure url="https://audio.hbr.org/ideacast/20240520110013-969_HowtoNavigateChangeatAnyCareerStage.mp3" length="30289034" type="audio/mpeg" /> </item> <item><title>Tech at Work: How the End of Cookies Will Transform Digital Marketing</title><link>https://hbr.org/podcast/2024/05/tech-at-work-how-the-end-of-cookies-will-transform-digital-marketing</link><description>Managing technology has never been more challenging. HBR IdeaCast’s new special series, Tech at Work, offers research, stories, and advice to make technology work for you and your team. This week: how digital marketers are preparing for the end of third-party cookies—and what this change means for the open Internet.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0968</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 16 May 2024 08:00:49 -0500</pubDate><itunes:title>Tech at Work: How the End of Cookies Will Transform Digital Marketing</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Managing technology has never been more challenging. HBR IdeaCast’s new special series, Tech at Work, offers research, stories, and advice to make technology work for you and your team. This week: how digital marketers are preparing for the end of third-party cookies—and what this change means for the open Internet.</itunes:summary><itunes:subtitle /><itunes:episode>968</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2127</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240514141950-968_TechatWork_HowtheEndofCookiesWillTransformDigitalMarketing.mp3" length="35983289" type="audio/mpeg" /> <content:encoded><![CDATA[Google is planning to phase out third-party cookies by the end of 2025. Consumers may be cheering the improved privacy online, but what will this huge shift in advertising technology mean for digital advertising, online publishing, and the open Internet? Tech at Work is a four-part special series from HBR IdeaCast. Join senior tech editors Juan Martinez and Tom Stackpole for research, stories, and advice to make technology work for you and your team. In this episode, researcher Garrett Johnson and executive Jamie Seltzer discuss the new technologies that are already being tested to replace cookies. They explain the trade-offs and how digital marketers are preparing for this change, as well as share how the online advertising and publishing industries may be affected. Johnson is an associate professor of marketing at Boston University’s Questrom School of Business. Seltzer is global executive vice president at Havas Media Network, where she leads CSA, Havas Media’s global data and technology consulting group. New episodes of Tech at Work publish in the HBR IdeaCast feed every other Thursday from May 2, after the regular Tuesday episode. Please let us know what you think of the series and which technology topics you want us to cover at <a href="mailto:ideacast@hbr.org">ideacast@hbr.org</a>. Further reading: <ul> <li style="list-style-type: none"> <ul> <li><a href="https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3947290" rel="noopener">Privacy-Centric Digital Advertising: Implications for Research (Garrett Johnson, Julian Runge, Eric Seufert)</a></li> <li><a href="https://www.youtube.com/watch?v=6y-nIrq4CO0" rel="noopener">The Cookies are Crumbling: What’s Next for Digital Advertising? (Garrett Johnson)</a></li> <li><a href="https://hbr.org/2023/03/a-new-gold-standard-for-digital-ad-measurement" rel="noopener">A New Gold Standard for Digital Ad Measurement? (Julian Runge, Harpreet Patter, and Igor Skokan)</a></li> </ul> ]]></content:encoded></item> <item><title>The Hidden Burden of Long Covid and What Companies Can Do</title><link>https://hbr.org/podcast/2024/05/the-hidden-burden-of-long-covid-and-what-companies-can-do</link><description>Around 18 million adults in the U.S. alone suffer from long Covid, a chronic illness with a wide range of symptoms and severity. With approved therapies a long way off, workers with long Covid often struggle in silence. And most companies have neither a good understanding of the situation nor effective policies in place, say MIT research scientist Beth Pollack and Vanguard University professor Ludmila Praslova. They share the conditions associated with long Covid, what life is like for those workers, and the accommodations and flexibility they recommend HR leaders and organizations implement. Pollack and Praslova are coauthors with researcher Katie Bach of the HBR Big Idea article “Long Covid at Work: A Manager's Guide.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0967</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 14 May 2024 08:00:57 -0500</pubDate><itunes:title>The Hidden Burden of Long Covid and What Companies Can Do</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Around 18 million adults in the U.S. alone suffer from long Covid, a chronic illness with a wide range of symptoms and severity. With approved therapies a long way off, workers with long Covid often struggle in silence. And most companies have neither a good understanding of the situation nor effective policies in place, say MIT research scientist Beth Pollack and Vanguard University professor Ludmila Praslova. They share the conditions associated with long Covid, what life is like for those workers, and the accommodations and flexibility they recommend HR leaders and organizations implement. Pollack and Praslova are coauthors with researcher Katie Bach of the HBR Big Idea article “Long Covid at Work: A Manager's Guide.”</itunes:summary><itunes:subtitle /><itunes:episode>967</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1449</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240513101305-967_TheHiddenBurdenofLongCovidandWhatCompaniesCanDo.mp3" length="25295272" type="audio/mpeg" /> </item> <item><title>Behind the Boom in Celebrity Brands</title><link>https://hbr.org/podcast/2024/05/behind-the-boom-in-celebrity-brands</link><description>There was a time when consumer goods companies paid musicians, athletes, and actors for endorsements, or to license their name and likeness. But in recent years, there's been an explosion of celebrities getting into business directly, selling everything from shapewear to tequila. Ayelet Israeli, professor at Harvard Business School, says the growth of social media and online, direct-to-consumer retail accelerated this trend, but notes that not all celebrity brands are a success. She explains what works and doesn't, and outlines lessons for non-famous entrepreneurs and established companies. Israeli is coauthor of the HBR article "What Makes a Successful Celebrity Brand?"</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0966</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 07 May 2024 08:00:35 -0500</pubDate><itunes:title>Behind the Boom in Celebrity Brands</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>There was a time when consumer goods companies paid musicians, athletes, and actors for endorsements, or to license their name and likeness. But in recent years, there's been an explosion of celebrities getting into business directly, selling everything from shapewear to tequila. Ayelet Israeli, professor at Harvard Business School, says the growth of social media and online, direct-to-consumer retail accelerated this trend, but notes that not all celebrity brands are a success. She explains what works and doesn't, and outlines lessons for non-famous entrepreneurs and established companies. Israeli is coauthor of the HBR article "What Makes a Successful Celebrity Brand?"</itunes:summary><itunes:subtitle /><itunes:episode>966</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1594</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240506115510-966_BehindtheBoominCelebrityBrands.mp3" length="27502492" type="audio/mpeg" /> </item> <item><title>Tech at Work: What GenAI Means for Companies Right Now</title><link>https://hbr.org/podcast/2024/05/tech-at-work-what-genai-means-for-companies-right-now</link><description>Managing technology has never been more challenging. HBR IdeaCast’s new special series, Tech at Work, offers research, stories, and advice to make technology work for you and your team. This week: how your team can get the most out of working with generative AI.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0965</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 02 May 2024 08:00:09 -0500</pubDate><itunes:title>Tech at Work: What GenAI Means for Companies Right Now</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Managing technology has never been more challenging. HBR IdeaCast’s new special series, Tech at Work, offers research, stories, and advice to make technology work for you and your team. This week: how your team can get the most out of working with generative AI.</itunes:summary><itunes:subtitle /><itunes:episode>965</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2240</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240430104709-965_TechatWork_WhatGenAIMeansforCompaniesRightNow.mp3" length="36820030" type="audio/mpeg" /> <content:encoded><![CDATA[If you’re a senior leader, managing technology has never been more challenging—especially as organizations struggle to deploy generative artificial intelligence. Since ChatGPT burst into the mainstream a year and a half ago, everyone has been scrambling to make sense of how to use these tools, what they can and can’t do, and what they mean for our work and our teams. Tech at Work is a four-part special series from HBR IdeaCast. Join senior tech editors Juan Martinez and Tom Stackpole for research, stories, and advice to make technology work for you and your team. New episodes publish in the IdeaCast feed every other Thursday starting May 2, after the regular Tuesday episode. In this episode, Ethan Mollick, a management professor at The Wharton School of the University of Pennsylvania and author of the new book <a href="https://www.penguinrandomhouse.com/books/741805/co-intelligence-by-ethan-mollick/">Co-Intelligence: Living and Working with AI</a>, discusses what he’s learned through direct experimentation with these tools, where he sees the most potential, and why organizations are struggling to create value with them. And please let us know what you think of the series and which technology topics you want us to cover at <a href="mailto:ideacast@hbr.org">ideacast@hbr.org</a>. Further reading: <ul> <li><a href="https://hbr.org/2022/12/chatgpt-is-a-tipping-point-for-ai">ChatGPT Is a Tipping Point for AI (Ethan Mollick)</a></li> <li><a href="https://hbr.org/podcast/2023/03/why-you-and-your-company-need-to-experiment-with-chatgpt-now">Why You (and Your Company) Need to Experiment with ChatGPT Now (HBR IdeaCast)</a></li> <li><a href="https://hbr.org/2024/02/the-social-cost-of-algorithmic-management">The Social Cost of Algorithmic Management (Armin Granulo, Sara Caprioli, Christoph Fuchs, and Stefano Puntoni)</a></li> <li><a href="https://www.sciencedirect.com/science/article/pii/S0747563223004454">Deployment of algorithms in management tasks reduces prosocial motivation (Armin Granulo, Sara Caprioli, Christoph Fuchs, and Stefano Puntoni)</a></li> <li><a href="https://hbr.org/2024/05/when-ai-teammates-come-on-board-performance-drops">When AI Teammates Come On Board, Performance Drops (Juan Martinez)</a></li> <li><a href="https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3746564">Super Mario Meets AI: Experimental Effects of Automation and Skills on Team Performance and Coordination (Fabrizio Dell’Acqua, Bruce Kogut, and Patryk Perkowski)</a></li> </ul> ]]></content:encoded></item> <item><title>How Bad Leaders Get Worse over Time</title><link>https://hbr.org/podcast/2024/04/how-bad-leaders-get-worse-over-time</link><description>There's plenty of advice on how to grow into a better leader. And it takes effort to become more effective. But bad leadership gets worse almost effortlessly, says Barbara Kellerman, a Center for Public Leadership Fellow at Harvard Kennedy School. She shares real examples from the public and private sectors of how bad leaders spiral downward, and how bad followership enables that negative trend. She gives her advice for recognizing and avoiding ineffective and unethical leaders. Kellerman is the author of the new book Leadership from Bad to Worse: What Happens When Bad Festers.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0964</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 30 Apr 2024 08:00:29 -0500</pubDate><itunes:title>How Bad Leaders Get Worse over Time</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>There's plenty of advice on how to grow into a better leader. And it takes effort to become more effective. But bad leadership gets worse almost effortlessly, says Barbara Kellerman, a Center for Public Leadership Fellow at Harvard Kennedy School. She shares real examples from the public and private sectors of how bad leaders spiral downward, and how bad followership enables that negative trend. She gives her advice for recognizing and avoiding ineffective and unethical leaders. Kellerman is the author of the new book Leadership from Bad to Worse: What Happens When Bad Festers.</itunes:summary><itunes:subtitle /><itunes:episode>964</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1226</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240429100025-964_HowBadLeadersGetWorseoverTime.mp3" length="20961014" type="audio/mpeg" /> </item> <item><title>Special Series: Tech at Work</title><link>https://hbr.org/podcast/2024/04/special-series-tech-at-work</link><description>Managing technology has never been more challenging. HBR IdeaCast’s new special series, Tech at Work, offers research, stories, and advice to make technology work for you and your team. Listen every other Thursday starting May 2 in the HBR IdeaCast feed, after the regular Tuesday episode.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0963b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 25 Apr 2024 08:00:10 -0500</pubDate><itunes:title>Special Series: Tech at Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Managing technology has never been more challenging. HBR IdeaCast’s new special series, Tech at Work, offers research, stories, and advice to make technology work for you and your team. Listen every other Thursday starting May 2 in the HBR IdeaCast feed, after the regular Tuesday episode.</itunes:summary><itunes:subtitle /><itunes:episode>963b</itunes:episode><itunes:episodeType>trailer</itunes:episodeType><itunes:duration>146</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240423165854-963b_SpecialSeries_TechatWork.mp3" length="2788608" type="audio/mpeg" /> <content:encoded><![CDATA[If you’re a senior leader, managing technology has never been more challenging. You face hard decisions about how to incorporate technology into your organization. But how do you cut through the noise to understand what a tool—especially a brand-new technology like generative AI—could mean for your organization or your team? HBR IdeaCast has a new special series for you: Tech at Work. Every other Thursday, join our senior tech editors Juan Martinez and Tom Stackpole for research, stories, and advice to make technology work for you and your team. • How can we all get the most out of adopting generative AI? • Is your team making the best use of collaboration technology? • What does your company need to know about spatial computing? • How will digital marketing evolve without third-party cookies? You’ll get answers from expert researchers and experienced practitioners to help you lead effectively and stay ahead. Listen every other Thursday starting May 2 in the HBR IdeaCast feed, after the regular Tuesday episode. And please let us know what you think of the series and what technology topics you want us to cover at ideacast@hbr.org. ]]></content:encoded></item> <item><title>Feeling Unmotivated? Here’s How to Get Out of the Rut</title><link>https://hbr.org/podcast/2024/04/feeling-unmotivated-heres-how-to-get-out-of-the-rut</link><description>Worker disengagement is on the rise around the world. Even those of us who generally like our jobs sometimes find it hard to muster energy and focus. So what's the key to regaining motivation? Harvard Business School professor Boris Groysberg and research associate Robin Abrahams share a four part process to help you get your groove back: detachment, empathy, action and reframing. They offer simple tips like thinking in the third person, helping others, and gamification to help get back on track. Groysberg and Abrahams are the authors of the HBR article "Advice for the Unmotivated."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0963</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 23 Apr 2024 08:00:16 -0500</pubDate><itunes:title>Feeling Unmotivated? Here's How to Get Out of the Rut</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Worker disengagement is on the rise around the world. Even those of us who generally like our jobs sometimes find it hard to muster energy and focus. So what's the key to regaining motivation? Harvard Business School professor Boris Groysberg and research associate Robin Abrahams share a four part process to help you get your groove back: detachment, empathy, action and reframing. They offer simple tips like thinking in the third person, helping others, and gamification to help get back on track. Groysberg and Abrahams are the authors of the HBR article "Advice for the Unmotivated."</itunes:summary><itunes:subtitle /><itunes:episode>963</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1625</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240422103733-963_FeelingUnmotivated_HeresHowtoGetOutoftheRut.mp3" length="28100610" type="audio/mpeg" /> </item> <item><title>Are You Asking the Right Questions?</title><link>https://hbr.org/podcast/2024/04/are-you-asking-the-right-questions</link><description>Few leaders have been trained to ask great questions. That might explain why they tend to be good at certain kinds of questions, and less effective at other kinds. Unfortunately, that hurts their ability to pursue strategic priorities. Arnaud Chevallier, strategy professor at IMD Business School, explains how leaders can break out of that rut and systematically ask five kinds of questions: investigative, speculative, productive, interpretive, and subjective. He shares real-life examples of how asking the right sort of question at a key time can unlock value and propel your organization. With his IMD colleagues Frédéric Dalsace and Jean-Louis Barsoux, Chevallier wrote the HBR article "The Art of Asking Smarter Questions."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0962</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 16 Apr 2024 08:00:05 -0500</pubDate><itunes:title>Are You Asking the Right Questions?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Few leaders have been trained to ask great questions. That might explain why they tend to be good at certain kinds of questions, and less effective at other kinds. Unfortunately, that hurts their ability to pursue strategic priorities. Arnaud Chevallier, strategy professor at IMD Business School, explains how leaders can break out of that rut and systematically ask five kinds of questions: investigative, speculative, productive, interpretive, and subjective. He shares real-life examples of how asking the right sort of question at a key time can unlock value and propel your organization. With his IMD colleagues Frédéric Dalsace and Jean-Louis Barsoux, Chevallier wrote the HBR article "The Art of Asking Smarter Questions."</itunes:summary><itunes:subtitle /><itunes:episode>962</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1681</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240415091559-962_AreYouAskingtheRightQuestions_.mp3" length="28947796" type="audio/mpeg" /> </item> <item><title>A Roadmap for Today’s Entrepreneurs</title><link>https://hbr.org/podcast/2024/04/a-roadmap-for-todays-entrepreneurs</link><description>Many people aspire to entrepreneurship but we all know it's a high-risk endeavor. Bill Aulet, the Ethernet Inventors Professor of Entrepreneurship at the MIT Sloan School of Management, has for decades studied what it takes for start-ups to succeed and advises the next generation of founders on how to do it. He discusses the key trends and changes he's seen over the past few years, and outlines concrete steps anyone can take to get a new venture -- including those within larger organizations -- off the ground. Aulet is the author of the newly updated book Disciplined Entrepreneurship: 24 Steps to a Successful Startup.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0961</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 09 Apr 2024 08:00:04 -0500</pubDate><itunes:title>A Roadmap for Today's Entrepreneurs</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Many people aspire to entrepreneurship but we all know it's a high-risk endeavor. Bill Aulet, the Ethernet Inventors Professor of Entrepreneurship at the MIT Sloan School of Management, has for decades studied what it takes for start-ups to succeed and advises the next generation of founders on how to do it. He discusses the key trends and changes he's seen over the past few years, and outlines concrete steps anyone can take to get a new venture -- including those within larger organizations -- off the ground. Aulet is the author of the newly updated book Disciplined Entrepreneurship: 24 Steps to a Successful Startup.</itunes:summary><itunes:subtitle /><itunes:episode>961</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1634</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240408103550-961_ARoadmapforTodaysEntrepreneurs.mp3" length="28271120" type="audio/mpeg" /> </item> <item><title>Treat Email Like Laundry — and Other Tips from Google’s Productivity Expert</title><link>https://hbr.org/podcast/2024/04/treat-email-like-laundry-and-other-tips-from-googles-productivity-expert</link><description>The amount of work we need to get done seems to grow daily. To avoid becoming overwhelmed, we have to become more productive than ever. Laura Mae Martin has advice on what has worked well at one of the biggest organizations in the world. She's the Executive Productivity Advisor at Google and shares the practical ways she helps her colleagues and company executives manage their time, calendars, email inboxes, and more. Martin is the author of the new book Uptime: A Practical Guide to Personal Productivity and Wellbeing.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0960</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 02 Apr 2024 08:00:41 -0500</pubDate><itunes:title>Treat Email Like Laundry — and Other Tips from Google’s Productivity Expert</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The amount of work we need to get done seems to grow daily. To avoid becoming overwhelmed, we have to become more productive than ever. Laura Mae Martin has advice on what has worked well at one of the biggest organizations in the world. She's the Executive Productivity Advisor at Google and shares the practical ways she helps her colleagues and company executives manage their time, calendars, email inboxes, and more. Martin is the author of the new book Uptime: A Practical Guide to Personal Productivity and Wellbeing.</itunes:summary><itunes:subtitle /><itunes:episode>960</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1632</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240329111625-960_TreatEmailLikeLaundryandOtherTipsfromGoogle_sProductivityExpert.mp3" length="28308024" type="audio/mpeg" /> </item> <item><title>Why the Glass Cliff Persists</title><link>https://hbr.org/podcast/2024/03/why-the-glass-cliff-persists</link><description>It's been nearly two decades since the term "glass cliff" was coined; it refers to the tendency for women to break through the glass ceiling to top management roles only when there is a big crisis to overcome, which makes it more difficult for them to succeed. In short, senior female leaders are often set up to fail — and this continues to happen today, as recent examples from business, politics, and academia show. Sophie Williams, a former C-suite advertising executive and global leader at Netflix, has researched why the glass cliff remains a problem and offers advice for women facing them — as well as lessons for the broader corporate world. She's the author of the book "The Glass Cliff: Why Women in Power Are Undermined - and How to Fight Back."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0959</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 26 Mar 2024 08:00:46 -0500</pubDate><itunes:title>Why the Glass Cliff Persists</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>It's been nearly two decades since the term "glass cliff" was coined; it refers to the tendency for women to break through the glass ceiling to top management roles only when there is a big crisis to overcome, which makes it more difficult for them to succeed. In short, senior female leaders are often set up to fail — and this continues to happen today, as recent examples from business, politics, and academia show. Sophie Williams, a former C-suite advertising executive and global leader at Netflix, has researched why the glass cliff remains a problem and offers advice for women facing them — as well as lessons for the broader corporate world. She's the author of the book "The Glass Cliff: Why Women in Power Are Undermined - and How to Fight Back."</itunes:summary><itunes:subtitle /><itunes:episode>959</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1756</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240322152438-959_WhytheGlassCliffPersists.mp3" length="30143989" type="audio/mpeg" /> </item> <item><title>Why Leaders Need to Value Their Retirement-Age Workforce</title><link>https://hbr.org/podcast/2024/03/why-leaders-need-to-value-their-retirement-age-workforce</link><description>A growing number of workers are reaching retirement age around the globe. At the same time, many countries face a worker shortage, especially in critical areas like health care. Ken Dychtwald, cofounder and CEO of Age Wave, says it’s time for companies to stop overlooking this valuable labor pool, because AI alone won't alleviate the tight supply. He explains why many late-career people want to work longer. And he shares creative and often simple ways that companies can keep older workers engaged, including phased retirements, non-ageist recruiting, mentorship programs, and grandparental leave. Dychtwald is a coauthor of the HBR article "Redesigning Retirement."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0958</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 19 Mar 2024 08:00:08 -0500</pubDate><itunes:title>Why Leaders Need to Value Their Retirement-Age Workforce</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>A growing number of workers are reaching retirement age around the globe. At the same time, many countries face a worker shortage, especially in critical areas like health care. Ken Dychtwald, cofounder and CEO of Age Wave, says it’s time for companies to stop overlooking this valuable labor pool, because AI alone won't alleviate the tight supply. He explains why many late-career people want to work longer. And he shares creative and often simple ways that companies can keep older workers engaged, including phased retirements, non-ageist recruiting, mentorship programs, and grandparental leave. Dychtwald is a coauthor of the HBR article "Redesigning Retirement."</itunes:summary><itunes:subtitle /><itunes:episode>958</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1620</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240315104445-958_WhyLeadersNeedtoValueTheirRetirement-AgeWorkforce.mp3" length="28053802" type="audio/mpeg" /> </item> <item><title>What’s Your Interviewing Style?</title><link>https://hbr.org/podcast/2024/03/whats-your-interviewing-style</link><description>There's a lot of advice out there on how to get job interviews right, whether you're the one trying to get hired or the one evaluating the candidates. But the dos and don'ts aren't always applicable to every person. In fact, author Anna Papalia thinks we're better served by understanding and leveraging our own natural interviewing style. Having spent years as a corporate recruiter, organizational consultant, and coach to students and professions, she's conducted thousands of real and mock interviews and noticed that people tend to fall into one of four categories: charmer, examiner, challenger, or harmonizer. She outlines the strengths and weaknesses of each and explains how this framework can help us get better from both sides of the desks. Papalia wrote the book "Interviewology: The New Science of Interviewing."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0957</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 12 Mar 2024 08:00:38 -0500</pubDate><itunes:title>What's Your Interviewing Style?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>There's a lot of advice out there on how to get job interviews right, whether you're the one trying to get hired or the one evaluating the candidates. But the dos and don'ts aren't always applicable to every person. In fact, author Anna Papalia thinks we're better served by understanding and leveraging our own natural interviewing style. Having spent years as a corporate recruiter, organizational consultant, and coach to students and professions, she's conducted thousands of real and mock interviews and noticed that people tend to fall into one of four categories: charmer, examiner, challenger, or harmonizer. She outlines the strengths and weaknesses of each and explains how this framework can help us get better from both sides of the desks. Papalia wrote the book "Interviewology: The New Science of Interviewing."</itunes:summary><itunes:subtitle /><itunes:episode>957</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1709</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240311143739-957_WhatsYourInterviewingStyle_.mp3" length="29182267" type="audio/mpeg" /> </item> <item><title>To Negotiate Better, Start with Yourself</title><link>https://hbr.org/podcast/2024/03/to-negotiate-better-start-with-yourself</link><description>The coauthor of the classic book Getting to Yes has new advice on how to negotiate, designed for a world that feels more conflicted than ever. William Ury, cofounder of Harvard’s Program on Negotiation, has come to learn that the biggest obstacle in a negotiation is often yourself—not your opponent. Ury, who also coined the term BATNA, explains the latest thinking from his research and consulting. He shares his tried-and-true methods for overcoming yourself to negotiate better outcomes at work and in life. Ury wrote the new book Possible: How We Survive (and Thrive) in an Age of Conflict.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0956</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 05 Mar 2024 08:00:56 -0500</pubDate><itunes:title>To Negotiate Better, Start with Yourself</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The coauthor of the classic book Getting to Yes has new advice on how to negotiate, designed for a world that feels more conflicted than ever. William Ury, cofounder of Harvard’s Program on Negotiation, has come to learn that the biggest obstacle in a negotiation is often yourself—not your opponent. Ury, who also coined the term BATNA, explains the latest thinking from his research and consulting. He shares his tried-and-true methods for overcoming yourself to negotiate better outcomes at work and in life. Ury wrote the new book Possible: How We Survive (and Thrive) in an Age of Conflict.</itunes:summary><itunes:subtitle /><itunes:episode>956</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1611</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240301161153-956_ToNegotiateBetterStartwithYourself.mp3" length="26505666" type="audio/mpeg" /> </item> <item><title>Rethinking Growth at All Costs</title><link>https://hbr.org/podcast/2024/02/rethinking-growth-at-all-costs</link><description>Many companies, especially in the tech world, have come to embrace the idea of growth at all costs. But according to research from Gary Pisano, professor at Harvard Business School, most firms fail to consistently increase revenues and profits over the long term, adjusting for inflation. He says that it’s important for leaders to think more strategically about not just the rate of growth they want to achieve but the direction they want to grow in and their method for doing so. Trying to grow too fast can be the downfall of many organizations. He shares examples of companies that have fallen into this trap, as well as those getting the balance right. Pisano wrote the HBR article "How Fast Should Your Company Really Grow?"</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0955</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 27 Feb 2024 08:00:50 -0500</pubDate><itunes:title>Rethinking Growth at All Costs</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Many companies, especially in the tech world, have come to embrace the idea of growth at all costs. But according to research from Gary Pisano, professor at Harvard Business School, most firms fail to consistently increase revenues and profits over the long term, adjusting for inflation. He says that it’s important for leaders to think more strategically about not just the rate of growth they want to achieve but the direction they want to grow in and their method for doing so. Trying to grow too fast can be the downfall of many organizations. He shares examples of companies that have fallen into this trap, as well as those getting the balance right. Pisano wrote the HBR article "How Fast Should Your Company Really Grow?"</itunes:summary><itunes:subtitle /><itunes:episode>955</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1715</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240226110048-955_RethinkingGrowthatAllCosts.mp3" length="29189371" type="audio/mpeg" /> </item> <item><title>Companies Can Win by Reducing Overwork</title><link>https://hbr.org/podcast/2024/02/companies-can-win-by-reducing-overwork</link><description>Organizations regularly reward devoted workers who put in long hours. At the same time, “always-on” communication spurred by the pandemic and new digital tools encourage workaholism. But research shows that it’s not just individuals who are harmed by overworking. Their employers are, too. Malissa Clark, associate professor and head of the Healthy Work Lab at the University of Georgia, explains how companies unwittingly create a workaholic culture — one that ultimately backfires with higher turnover and disengaged employees. She shares what companies can easily do to change that. Clark wrote the new book Never Not Working: Why the Always-On Culture Is Bad for Business--and How to Fix It.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0954</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 20 Feb 2024 08:00:06 -0500</pubDate><itunes:title>Companies Can Win by Reducing Overwork</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Organizations regularly reward devoted workers who put in long hours. At the same time, “always-on” communication spurred by the pandemic and new digital tools encourage workaholism. But research shows that it’s not just individuals who are harmed by overworking. Their employers are, too. Malissa Clark, associate professor and head of the Healthy Work Lab at the University of Georgia, explains how companies unwittingly create a workaholic culture — one that ultimately backfires with higher turnover and disengaged employees. She shares what companies can easily do to change that. Clark wrote the new book Never Not Working: Why the Always-On Culture Is Bad for Business--and How to Fix It.</itunes:summary><itunes:subtitle /><itunes:episode>954</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1605</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240219131429-954_CompaniesCanWinbyReducingOverwork.mp3" length="27149738" type="audio/mpeg" /> </item> <item><title>When Should Companies Weigh in on Contentious Issues?</title><link>https://hbr.org/podcast/2024/02/when-should-companies-weigh-in-on-contentious-issues</link><description>In a globally connected and highly politicized world, organizations are increasingly expected to comment on social, political, and environmental issues. But taking a stance doesn't always make business sense and can backfire when employees or consumers see a disconnect between leaders’ words and actions. Alison Taylor, associate professor at New York University, says there's a better way to make decisions on corporate speech, which includes involving workers in the process. Taylor is the author of the HBR book Higher Ground: How Business Can Do the Right Thing in a Turbulent World and the HBR article “Corporate Advocacy in a Time of Social Outrage.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0953</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 13 Feb 2024 08:00:19 -0500</pubDate><itunes:title>When Should Companies Weigh in on Contentious Issues?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>In a globally connected and highly politicized world, organizations are increasingly expected to comment on social, political, and environmental issues. But taking a stance doesn't always make business sense and can backfire when employees or consumers see a disconnect between leaders’ words and actions. Alison Taylor, associate professor at New York University, says there's a better way to make decisions on corporate speech, which includes involving workers in the process. Taylor is the author of the HBR book Higher Ground: How Business Can Do the Right Thing in a Turbulent World and the HBR article “Corporate Advocacy in a Time of Social Outrage.”</itunes:summary><itunes:subtitle /><itunes:episode>953</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1783</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240212150300-953_WhenShouldCompaniesWeighinonContentiousIssues_.mp3" length="30707839" type="audio/mpeg" /> </item> <item><title>Stuck on a Problem? Try Switching Up Your Approach</title><link>https://hbr.org/podcast/2024/02/stuck-on-a-problem-try-switching-up-your-approach</link><description>Many leaders confidently go about tackling challenges. After all, relying on their experience got them to where they are. But taking the same approach over and over again can actually hold you back. Sometimes you need to switch up your tactics to break through to the next level. Decision-making expert Cheryl Strauss Einhorn says the first step is to understand your personal problem-solving style. Then she explains a framework to assess the situation and select the best approach. Einhorn is founder and CEO of Decisive. She also wrote the book Problem Solver: Maximizing Your Strengths to Make Better Decisions and the HBR article “When Your Go-To Problem-Solving Approach Fails.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0952</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 06 Feb 2024 08:00:38 -0500</pubDate><itunes:title>Stuck on a Problem? Try Switching Up Your Approach</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Many leaders confidently go about tackling challenges. After all, relying on their experience got them to where they are. But taking the same approach over and over again can actually hold you back. Sometimes you need to switch up your tactics to break through to the next level. Decision-making expert Cheryl Strauss Einhorn says the first step is to understand your personal problem-solving style. Then she explains a framework to assess the situation and select the best approach. Einhorn is founder and CEO of Decisive. She also wrote the book Problem Solver: Maximizing Your Strengths to Make Better Decisions and the HBR article “When Your Go-To Problem-Solving Approach Fails.”</itunes:summary><itunes:subtitle /><itunes:episode>952</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1554</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240202164957-952_StuckonaProblem_TrySwitchingUpYourApproach.mp3" length="26771497" type="audio/mpeg" /> </item> <item><title>How to Reduce the Friction that Hurts You — and Harness the Friction that Helps</title><link>https://hbr.org/podcast/2024/01/how-to-reduce-the-friction-that-hurts-you-and-harness-the-friction-that-helps</link><description>Organizations too often subject their employees and customers to unnecessary friction that creates inefficiency and causes frustration. But, in some situations, friction can be a positive force, spurring more innovation and better decision-making. So how do you reduce the bad kind and embrace the good? Stanford professors Bob Sutton and Huggy Rao have studied this problem for seven years and offer strategies for leaders at every level to help them recognize when friction is needed or not and then add or subtract accordingly. They share ample examples of people and companies getting it right. Sutton and Rao are the authors of The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder, as well as the HBR article, "Rid Your Organization of Obstacles that Infuriate Everyone."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0951</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 30 Jan 2024 08:00:35 -0500</pubDate><itunes:title>How to Reduce the Friction that Hurts You — and Harness the Friction that Helps</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Organizations too often subject their employees and customers to unnecessary friction that creates inefficiency and causes frustration. But, in some situations, friction can be a positive force, spurring more innovation and better decision-making. So how do you reduce the bad kind and embrace the good? Stanford professors Bob Sutton and Huggy Rao have studied this problem for seven years and offer strategies for leaders at every level to help them recognize when friction is needed or not and then add or subtract accordingly. They share ample examples of people and companies getting it right. Sutton and Rao are the authors of The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder, as well as the HBR article, "Rid Your Organization of Obstacles that Infuriate Everyone."</itunes:summary><itunes:subtitle /><itunes:episode>951</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1768</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240126151211-951_HowtoReducetheFrictionthatHurtsYouandHarnesstheFrictionthatHelps.mp3" length="29408937" type="audio/mpeg" /> </item> <item><title>What the New Freelance Economy Means for Your Talent Strategy</title><link>https://hbr.org/podcast/2024/01/what-the-new-freelance-economy-means-for-your-talent-strategy</link><description>The rapid pace of technological change is making a big impact on hiring. Some organizations are dynamically securing freelance workers through platform apps like Upwork and Freelancer. Other companies are investing heavily in work enabled by artificial intelligence. John Winsor and Jin Paik say these structural changes call for a reimagining of your talent strategy — one that is open to flexible, project-based work for talent inside or outside your organization — and they explain how to go about it. Winsor is the founder and chair of Open Assembly and an executive-in-residence at the Laboratory for Innovation Science at Harvard. Paik is a cofounder and managing partner at the AI consultancy Altruistic and a visiting research scientist at Harvard Business School. Together, they wrote the book Open Talent: Leveraging the Global Workforce to Solve Your Biggest Challenges and the HBR article "Do You Need an External Talent Cloud?"</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0950</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 23 Jan 2024 08:00:20 -0500</pubDate><itunes:title>What the New Freelance Economy Means for Your Talent Strategy</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The rapid pace of technological change is making a big impact on hiring. Some organizations are dynamically securing freelance workers through platform apps like Upwork and Freelancer. Other companies are investing heavily in work enabled by artificial intelligence. John Winsor and Jin Paik say these structural changes call for a reimagining of your talent strategy — one that is open to flexible, project-based work for talent inside or outside your organization — and they explain how to go about it. Winsor is the founder and chair of Open Assembly and an executive-in-residence at the Laboratory for Innovation Science at Harvard. Paik is a cofounder and managing partner at the AI consultancy Altruistic and a visiting research scientist at Harvard Business School. Together, they wrote the book Open Talent: Leveraging the Global Workforce to Solve Your Biggest Challenges and the HBR article "Do You Need an External Talent Cloud?"</itunes:summary><itunes:subtitle /><itunes:episode>950</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1811</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240119181641-950_WhattheNewFreelanceEconomyMeansforYourTalentStrategy.mp3" length="31270420" type="audio/mpeg" /> </item> <item><title>Making Peace with Your Midlife, Mid-career Self</title><link>https://hbr.org/podcast/2024/01/making-peace-with-your-midlife-midcareer-self</link><description>Research shows that happiness bottoms out for people in their mid to late 40s. We might struggle with mid-career slumps, caring for both children and aging parents, and existential questions about whether everything has turned out as we'd planned. But Chip Conley says we can approach this phase of our personal and profesional lives with a different perspective. He's a former hospitality industry CEO and founder of the Modern Elder Academy, and he explains how to reframe our thinking about middle age, find new energy, and become more fulfilled and successful people at work and home. Conley wrote the book Learning to Love Midlife: 12 Reasons Why Life Gets Better with Age.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0949</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 16 Jan 2024 08:00:21 -0500</pubDate><itunes:title>Making Peace with Your Midlife, Mid-career Self</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Research shows that happiness bottoms out for people in their mid to late 40s. We might struggle with mid-career slumps, caring for both children and aging parents, and existential questions about whether everything has turned out as we'd planned. But Chip Conley says we can approach this phase of our personal and profesional lives with a different perspective. He's a former hospitality industry CEO and founder of the Modern Elder Academy, and he explains how to reframe our thinking about middle age, find new energy, and become more fulfilled and successful people at work and home. Conley wrote the book Learning to Love Midlife: 12 Reasons Why Life Gets Better with Age.</itunes:summary><itunes:subtitle /><itunes:episode>949</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1767</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240112151233-949_MakingPeacewithYourMidlifeMidcareerSelf.mp3" length="30683590" type="audio/mpeg" /> </item> <item><title>Supercharge Your One-on-One Meetings</title><link>https://hbr.org/podcast/2024/01/supercharge-your-one-on-one-meetings</link><description>Most good bosses know that they should schedule regular one-on-ones with each of their team members. But fewer know exactly how to manage these meetings well, in part because organizations rarely offer relevant training. Steven Rogelberg, Chancellor's Professor at the University of North Carolina at Charlotte, has spent years researching the best way to prepare for, structure, engage in, and follow up on one-on-ones. He says they're a key way to boost performance, and offers tips for ensuring that we all get more out of them. Rogelberg is author of the book Glad We Met: The Art and Science of 1:1 Meetings.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0948</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 09 Jan 2024 08:00:44 -0500</pubDate><itunes:title>Supercharge Your One-on-One Meetings</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Most good bosses know that they should schedule regular one-on-ones with each of their team members. But fewer know exactly how to manage these meetings well, in part because organizations rarely offer relevant training. Steven Rogelberg, Chancellor's Professor at the University of North Carolina at Charlotte, has spent years researching the best way to prepare for, structure, engage in, and follow up on one-on-ones. He says they're a key way to boost performance, and offers tips for ensuring that we all get more out of them. Rogelberg is author of the book Glad We Met: The Art and Science of 1:1 Meetings.</itunes:summary><itunes:subtitle /><itunes:episode>948</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1840</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20240108123212-948_SuperchargeYourOne-on-OneMeetings.mp3" length="31922413" type="audio/mpeg" /> </item> <item><title>The Best Return-to-Office Policies Aren’t One-Size-Fits-All</title><link>https://hbr.org/podcast/2024/01/the-best-return-to-office-policies-arent-one-size-fits-all</link><description>A growing number of companies are mandating office time for employees and structuring hybrid work under broad, rigid rules. But pushing people into the office is a mistake, argues Kimberly Shells, a senior director in the Gartner HR practice. She shares research showing how much flexibility and autonomy and belonging workers want. And Shells says organizations can still foster those qualities in an in-person office culture that also improves productivity and collaboration. She explains that companies should follow through on a clear purpose and craft policies that allow for options, flexibility, offsite team-building events, and support services such as on-site childcare. Shells cowrote the HBR article “Return-to-Office Plans Don’t Have to Undermine Employee Autonomy.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0947</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 02 Jan 2024 08:00:43 -0500</pubDate><itunes:title>The Best Return-to-Office Policies Aren’t One-Size-Fits-All</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>A growing number of companies are mandating office time for employees and structuring hybrid work under broad, rigid rules. But pushing people into the office is a mistake, argues Kimberly Shells, a senior director in the Gartner HR practice. She shares research showing how much flexibility and autonomy and belonging workers want. And Shells says organizations can still foster those qualities in an in-person office culture that also improves productivity and collaboration. She explains that companies should follow through on a clear purpose and craft policies that allow for options, flexibility, offsite team-building events, and support services such as on-site childcare. Shells cowrote the HBR article “Return-to-Office Plans Don’t Have to Undermine Employee Autonomy.”</itunes:summary><itunes:subtitle /><itunes:episode>947</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1460</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20231221170339-947_TheBestReturn-to-OfficePoliciesAren_tOne-Size-Fits-All.mp3" length="26332297" type="audio/mpeg" /> </item> <item><title>Best of IdeaCast: Behaviors of Successful CEOs</title><link>https://hbr.org/podcast/2023/12/best-of-ideacast-behaviors-of-successful-ceos</link><description>For the qualities that top-performing CEOs have in common, research shows some surprising results. It turns out that charisma, confidence, and pedigree all have little bearing on CEO success. Elena Botelho, partner at leadership advisory firm ghSMART and coleader of its CEO Genome Project, studied high performers in the corner office. The analysis found that they demonstrated four business behaviors: quick decision making, engaging for impact, adapting proactively, and delivering reliably. Botelho cowrote the HBR article “What Sets Successful CEOs Apart.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0946</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 26 Dec 2023 08:00:06 -0500</pubDate><itunes:title>Best of IdeaCast: Behaviors of Successful CEOs</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>For the qualities that top-performing CEOs have in common, research shows some surprising results. It turns out that charisma, confidence, and pedigree all have little bearing on CEO success. Elena Botelho, partner at leadership advisory firm ghSMART and coleader of its CEO Genome Project, studied high performers in the corner office. The analysis found that they demonstrated four business behaviors: quick decision making, engaging for impact, adapting proactively, and delivering reliably. Botelho cowrote the HBR article “What Sets Successful CEOs Apart.”</itunes:summary><itunes:subtitle /><itunes:episode>946</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1652</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20231222110754-946_BestofIdeaCast_BehaviorsofSuccessfulCEOs.mp3" length="29344030" type="audio/mpeg" /> </item> <item><title>Why More Companies Are Getting in on the Resale Game</title><link>https://hbr.org/podcast/2023/12/why-more-companies-are-getting-in-on-the-resale-game</link><description>For a long time, conventional wisdom ruled that companies should avoid reselling their own products in used condition. There’s the threat of cannibalization, marketing confusion, and tricky logistics that can erase margins. But more name-brand retailers are jumping into resale, says Wharton marketing professor Tom Robertson. Thanks in part to Gen Z with its zeal for sustainability, he says consumer demand is rising fast for reused goods. He sees a revolution where brands cash in on resale, knowing that if they don’t own those customer relationships and sales, others will. Robertson wrote the HBR article “The Resale Revolution.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0945</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 19 Dec 2023 08:00:39 -0500</pubDate><itunes:title>Why More Companies Are Getting in on the Resale Game</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>For a long time, conventional wisdom ruled that companies should avoid reselling their own products in used condition. There’s the threat of cannibalization, marketing confusion, and tricky logistics that can erase margins. But more name-brand retailers are jumping into resale, says Wharton marketing professor Tom Robertson. Thanks in part to Gen Z with its zeal for sustainability, he says consumer demand is rising fast for reused goods. He sees a revolution where brands cash in on resale, knowing that if they don’t own those customer relationships and sales, others will. Robertson wrote the HBR article “The Resale Revolution.”</itunes:summary><itunes:subtitle /><itunes:episode>945</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1525</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20231213115342-945_WhyMoreCompaniesAreGettinginontheResaleGame.mp3" length="27372104" type="audio/mpeg" /> </item> <item><title>How Hybrid Work Is (And Isn’t) Reshaping Cities</title><link>https://hbr.org/podcast/2023/12/how-hybrid-work-is-and-isnt-reshaping-cities</link><description>Economic activity has long been concentrated in big metropolitan areas. But has the rise of remote work technology -- and its accelerated adoption during the pandemic -- changed that? How are talent flows between geographies changing? And what does it mean for employers? Richard Florida, professor at the Rotman School of Management at the University of Toronto known for coining the term "creative class," shares his latest research, which shows the deepening links between urban centers in various parts of the world, and he explains how these "meta cities" remain important places for people to connect. He is coauthor of the HBR article “The Rise of the Meta City.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0944</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 12 Dec 2023 08:00:30 -0500</pubDate><itunes:title>How Hybrid Work Is (And Isn’t) Reshaping Cities</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Economic activity has long been concentrated in big metropolitan areas. But has the rise of remote work technology -- and its accelerated adoption during the pandemic -- changed that? How are talent flows between geographies changing? And what does it mean for employers? Richard Florida, professor at the Rotman School of Management at the University of Toronto known for coining the term "creative class," shares his latest research, which shows the deepening links between urban centers in various parts of the world, and he explains how these "meta cities" remain important places for people to connect. He is coauthor of the HBR article “The Rise of the Meta City.”</itunes:summary><itunes:subtitle /><itunes:episode>944</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1884</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20231211100720-944_HowHybridWorkIsAndIsn_tReshapingCities.mp3" length="32686090" type="audio/mpeg" /> </item> <item><title>Setting AI Projects Up for Success</title><link>https://hbr.org/podcast/2023/12/setting-ai-projects-up-for-success</link><description>Unfortunately, you can’t set up your organization’s artificial intelligence projects like just any other IT project. By their nature, AI endeavors are quite different and suffer high failure rates. But there are proven approaches you can take to increase your odds of success. Iavor Bojinov, assistant professor at Harvard Business School and former LinkedIn data scientist, breaks down five critical steps for an AI project to turn into an effective product: selection, development, evaluation, adoption, and management. He’s the author of the HBR article “Keep Your AI Projects on Track.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0943</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 05 Dec 2023 08:00:47 -0500</pubDate><itunes:title>Setting AI Projects Up for Success</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Unfortunately, you can’t set up your organization’s artificial intelligence projects like just any other IT project. By their nature, AI endeavors are quite different and suffer high failure rates. But there are proven approaches you can take to increase your odds of success. Iavor Bojinov, assistant professor at Harvard Business School and former LinkedIn data scientist, breaks down five critical steps for an AI project to turn into an effective product: selection, development, evaluation, adoption, and management. He’s the author of the HBR article “Keep Your AI Projects on Track.”</itunes:summary><itunes:subtitle /><itunes:episode>943</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1493</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20231204115037-943_SettingAIProjectsUpforSuccess.mp3" length="25607882" type="audio/mpeg" /> </item> <item><title>New Here: Getting a Raise Is a Process, Not a Conversation</title><link>https://hbr.org/podcast/2023/11/new-here-getting-a-raise-is-a-process-not-a-conversation</link><description>Introducing HBR’s podcast for young professionals, New Here, hosted by Elainy Mata. Whether it’s your first job or a fresh start, New Here will help you build a meaningful career on your own terms. In this episode, author and personal finance expert Anne-Lyse Ngatta and author, career advisor, and past HBR IdeaCast guest Gorick Ng explain how to lay the groundwork before you ask for a raise, when and how to start the conversation with your manager, and how to navigate the negotiation that may follow.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0942b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 30 Nov 2023 08:00:31 -0500</pubDate><itunes:title>New Here: Getting a Raise Is a Process, Not a Conversation</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Introducing HBR’s podcast for young professionals, New Here, hosted by Elainy Mata. Whether it’s your first job or a fresh start, New Here will help you build a meaningful career on your own terms. In this episode, author and personal finance expert Anne-Lyse Ngatta and author, career advisor, and past HBR IdeaCast guest Gorick Ng explain how to lay the groundwork before you ask for a raise, when and how to start the conversation with your manager, and how to navigate the negotiation that may follow.</itunes:summary><itunes:subtitle /><itunes:episode>942b</itunes:episode><itunes:episodeType>bonus</itunes:episodeType><itunes:duration>1992</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20231129112856-942b_NewHere_GettingaRaiseIsaProcessNotaConversation.mp3" length="34748209" type="audio/mpeg" /> <content:encoded><![CDATA[Introducing HBR’s podcast for young professionals, <a href="https://podcasts.apple.com/us/podcast/new-here/id1705031803" target="_blank" rel="noopener">New Here</a>, hosted by Elainy Mata. Whether it’s your first job or a fresh start, New Here will help you build a meaningful career on your own terms. In this episode, author and personal finance expert Anne-Lyse Ngatta and author, career advisor, and past HBR IdeaCast guest Gorick Ng explain how to lay the groundwork before you ask for a raise, when and how to start the conversation with your manager, and how to navigate the negotiation that may follow. Listen for free to season one of New Here at <a href="https://hbr.org/podcasts/new-here" target="_blank" rel="noopener">HBR.org/Podcasts/New-Here</a> or wherever you get your podcasts. ]]></content:encoded></item> <item><title>Fast Casual Food Pioneer Ron Shaich Explains How to Find a Niche — and then Scale</title><link>https://hbr.org/podcast/2023/11/fast-casual-food-pioneer-ron-shaich-explains-how-to-find-a-niche-and-then-scale</link><description>The restaurant business is notoriously competitive and often propelled by passing fads. But, first at the helm of Au Bon Pain, and then as the founder of Panera Bread, Ron Shaich managed to create an entirely new category of dining between fast food and table service and then dominate that market in the United States. He says the strategies that brought him success can be applied in any type of organization: listen to and observe customers so you know what they want, create a truly differentiated offering, execute with excellence, and find the right opportunities to grow. He’s employed this playbook as an investor in newer ventures like Cava and Tatte, as well. Shaich wrote the book Know What Matters: Lessons from a Lifetime of Transformations.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0942</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 28 Nov 2023 08:00:02 -0500</pubDate><itunes:title>Fast Casual Food Pioneer Ron Shaich Explains How to Find a Niche — and then Scale</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The restaurant business is notoriously competitive and often propelled by passing fads. But, first at the helm of Au Bon Pain, and then as the founder of Panera Bread, Ron Shaich managed to create an entirely new category of dining between fast food and table service and then dominate that market in the United States. He says the strategies that brought him success can be applied in any type of organization: listen to and observe customers so you know what they want, create a truly differentiated offering, execute with excellence, and find the right opportunities to grow. He’s employed this playbook as an investor in newer ventures like Cava and Tatte, as well. Shaich wrote the book Know What Matters: Lessons from a Lifetime of Transformations.</itunes:summary><itunes:subtitle /><itunes:episode>942</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1812</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20231122093808-942_FastCasualFoodPioneerRonShaichExplainsHowtoFindaNicheandthenScale.mp3" length="31721509" type="audio/mpeg" /> </item> <item><title>Why Private Equity Needs to Invest More in Talent Development</title><link>https://hbr.org/podcast/2023/11/why-private-equity-needs-to-invest-more-in-talent-development</link><description>Traditionally, private equity companies have created value at the companies they own by taking on debt, restructuring, and exploiting underserved opportunities. But surging interest rates and increased competition have made it much harder to deliver strong returns. Ted Bililies, a partner and managing director of AlixPartners, says private equity leaders can no longer count on financial engineering to drive performance. Instead, they need to invest in the human capital at their portfolio companies. Bililies wrote the HBR article “Private Equity Needs a New Talent Strategy.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0941</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 21 Nov 2023 08:00:40 -0500</pubDate><itunes:title>Why Private Equity Needs to Invest More in Talent Development</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Traditionally, private equity companies have created value at the companies they own by taking on debt, restructuring, and exploiting underserved opportunities. But surging interest rates and increased competition have made it much harder to deliver strong returns. Ted Bililies, a partner and managing director of AlixPartners, says private equity leaders can no longer count on financial engineering to drive performance. Instead, they need to invest in the human capital at their portfolio companies. Bililies wrote the HBR article “Private Equity Needs a New Talent Strategy.”</itunes:summary><itunes:subtitle /><itunes:episode>941</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1366</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20231117144739-941_WhyPrivateEquityNeedstoInvestMoreinTalentDevelopment.mp3" length="24985985" type="audio/mpeg" /> </item> <item><title>Nvidia’s CEO On What It Takes To Run An A.I.-Led Company Now</title><link>https://hbr.org/podcast/2023/11/nvidias-ceo-what-it-takes-to-run-an-a-i-led-company-now</link><description>The future of AI goes far beyond individuals using ChatGPT. Companies are now integrating artificial intelligence into all aspects of their businesses. One key player in this transition is Nvidia, the AI-driven computing company, which makes both hardware and software for a range of industries. In this episode, HBR editor in chief Adi Ignatius speaks with Nvidia’s CEO and cofounder Jensen Huang at HBR’s Future of Business conference about how he keeps his company agile in the face of accelerating change and where he sees AI going next.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0940</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 14 Nov 2023 08:00:02 -0500</pubDate><itunes:title>Nvidia’s CEO On What It Takes To Run An A.I.-Led Company Now</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The future of AI goes far beyond individuals using ChatGPT. Companies are now integrating artificial intelligence into all aspects of their businesses. One key player in this transition is Nvidia, the AI-driven computing company, which makes both hardware and software for a range of industries. In this episode, HBR editor in chief Adi Ignatius speaks with Nvidia’s CEO and cofounder Jensen Huang at HBR’s Future of Business conference about how he keeps his company agile in the face of accelerating change and where he sees AI going next.</itunes:summary><itunes:subtitle /><itunes:episode>940</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1355</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20231113105611-940_Nvidia_sCEOWhatItTakesToRunAnA.I.-LedCompanyNow.mp3" length="24422638" type="audio/mpeg" /> </item> <item><title>A High-Performance Coach on the Key to Achieving Your Full Potential</title><link>https://hbr.org/podcast/2023/11/a-high-performance-coach-on-the-key-to-achieving-your-full-potential</link><description>What holds many people back from attaining the success they want - whether it's winning an Olympic medal or a seat in the C-suite - isn’t a lack of effort or talent. It’s the fear of other people’s opinions. That’s according to Michael Gervais, a performance expert and founder of the consultancy Finding Mastery. He works with top athletes and executives around the world to help them overcome FOPO and improve their performance and well-being. Gervais is the author of the book The First Rule of Mastery: Stop Worrying about What People Think of You.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0939</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 07 Nov 2023 08:00:08 -0500</pubDate><itunes:title>A High-Performance Coach on the Key to Achieving Your Full Potential</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>What holds many people back from attaining the success they want - whether it's winning an Olympic medal or a seat in the C-suite - isn’t a lack of effort or talent. It’s the fear of other people’s opinions. That’s according to Michael Gervais, a performance expert and founder of the consultancy Finding Mastery. He works with top athletes and executives around the world to help them overcome FOPO and improve their performance and well-being. Gervais is the author of the book The First Rule of Mastery: Stop Worrying about What People Think of You.</itunes:summary><itunes:subtitle /><itunes:episode>939</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1766</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20231106114336-939_AHigh-PerformanceCoachontheKeytoAchievingYourFullPotential.mp3" length="30286969" type="audio/mpeg" /> </item> <item><title>How Job Training Must Change in the AI Age</title><link>https://hbr.org/podcast/2023/10/how-job-training-must-change-in-the-ai-age</link><description>The rapid expansion of artificial intelligence technology is creating, destroying, and changing jobs. And Harvard Business School professor Raffaella Sadun has been studying how leading companies are training and reskilling employees for this new paradigm. She says many firms underestimate how quickly and significantly workers will need to be reskilled and leave this effort to the HR department. Instead, she explains leaders and middle managers across the company are essential to manage this change. With Jorge Tamayo and Leila Doumi of HBS and Sagar Goel and Orsolya Kovács-Ondrejkovic of the BCG Henderson Institute, Sadun wrote the HBR article “Reskilling in the Age of AI.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0938</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 31 Oct 2023 08:00:28 -0500</pubDate><itunes:title>How Job Training Must Change in the AI Age</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The rapid expansion of artificial intelligence technology is creating, destroying, and changing jobs. And Harvard Business School professor Raffaella Sadun has been studying how leading companies are training and reskilling employees for this new paradigm. She says many firms underestimate how quickly and significantly workers will need to be reskilled and leave this effort to the HR department. Instead, she explains leaders and middle managers across the company are essential to manage this change. With Jorge Tamayo and Leila Doumi of HBS and Sagar Goel and Orsolya Kovács-Ondrejkovic of the BCG Henderson Institute, Sadun wrote the HBR article “Reskilling in the Age of AI.”</itunes:summary><itunes:subtitle /><itunes:episode>938</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1681</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20231030092236-938_HowJobTrainingMustChangeintheAIAge.mp3" length="28867137" type="audio/mpeg" /> </item> <item><title>Getting Feedback Right on Diverse Teams</title><link>https://hbr.org/podcast/2023/10/getting-feedback-right-on-diverse-teams</link><description>We know that teams mixing people of different generations, genders, and cultures yield better outcomes, and that frank, constructive feedback is key to improving individual, group, and organizational performance. But these two attributes -- diversity and candor -- often clash, says Erin Meyer, a professor at INSEAD. She's studied the challenges that arise when teammates with different backgrounds try to give one another advice and offers recommendations for overcoming them, including establishing norms around regular feedback and ensuring that it is asked for, designed to assist, and actionable. She’s the author of the HBR article “When Diversity Meets Feedback.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0937</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 24 Oct 2023 08:00:26 -0500</pubDate><itunes:title>Getting Feedback Right on Diverse Teams</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>We know that teams mixing people of different generations, genders, and cultures yield better outcomes, and that frank, constructive feedback is key to improving individual, group, and organizational performance. But these two attributes -- diversity and candor -- often clash, says Erin Meyer, a professor at INSEAD. She's studied the challenges that arise when teammates with different backgrounds try to give one another advice and offers recommendations for overcoming them, including establishing norms around regular feedback and ensuring that it is asked for, designed to assist, and actionable. She’s the author of the HBR article “When Diversity Meets Feedback.”</itunes:summary><itunes:subtitle /><itunes:episode>937</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1791</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20231023141954-937_GettingFeedbackRightonDiverseTeams.mp3" length="30724545" type="audio/mpeg" /> </item> <item><title>Tools for Managers to Help Employees with Their Mental Health Challenges</title><link>https://hbr.org/podcast/2023/10/tools-for-managers-to-help-employees-with-their-mental-health-challenges</link><description>It’s a reality that more employees are discussing their mental health in the workplace. And proactive leaders can serve their teams better by listening and responding. At the same time, managers can’t play the role of a therapist or the HR department. Counseling psychologist Kiran Bhatti and University of Cambridge leadership professor Thomas Roulet argue that following the basic practice of cognitive behavioral therapy can serve managers well. The researchers explain the mental-health first-aid tool, how managers can help employees address emotional distress and negative behavioral patterns, and how that can strengthen the work culture and ultimately the business. Bhatti and Roulet wrote the HBR article, “Helping an Employee in Distress.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0936</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 17 Oct 2023 08:00:08 -0500</pubDate><itunes:title>Tools for Managers to Help Employees with Their Mental Health Challenges</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>It’s a reality that more employees are discussing their mental health in the workplace. And proactive leaders can serve their teams better by listening and responding. At the same time, managers can’t play the role of a therapist or the HR department. Counseling psychologist Kiran Bhatti and University of Cambridge leadership professor Thomas Roulet argue that following the basic practice of cognitive behavioral therapy can serve managers well. The researchers explain the mental-health first-aid tool, how managers can help employees address emotional distress and negative behavioral patterns, and how that can strengthen the work culture and ultimately the business. Bhatti and Roulet wrote the HBR article, “Helping an Employee in Distress.”</itunes:summary><itunes:subtitle /><itunes:episode>936</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1597</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20231016101353-936_ToolsforManagerstoHelpEmployeeswithTheirMentalHealthChallenges.mp3" length="28231868" type="audio/mpeg" /> </item> <item><title>Reflecting on What Matters After a Terminal Cancer Diagnosis</title><link>https://hbr.org/podcast/2023/10/reflecting-on-what-matters-after-a-terminal-cancer-diagnosis</link><description>How does someone who's been told he will die much sooner than expected find contentment in the time he has left? As a former therapist, cofounder of the Deeper Coaching Institute, and business book author, Mark Goulston has spent his entire career trying to help others manage their emotions, improve their communication, and find the right balance between the personal and the professional. Faced with his own cancer diagnosis, he's been reflecting on lessons learned in his own life, things he and clients wish they'd done differently, and how to both prepare for a "good" death and leave a meaningful legacy. He shares his newfound perspective and his advice for early, mid- and late-career leaders.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0935</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 10 Oct 2023 08:00:06 -0500</pubDate><itunes:title>Reflecting on What Matters After a Terminal Cancer Diagnosis</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>How does someone who's been told he will die much sooner than expected find contentment in the time he has left? As a former therapist, cofounder of the Deeper Coaching Institute, and business book author, Mark Goulston has spent his entire career trying to help others manage their emotions, improve their communication, and find the right balance between the personal and the professional. Faced with his own cancer diagnosis, he's been reflecting on lessons learned in his own life, things he and clients wish they'd done differently, and how to both prepare for a "good" death and leave a meaningful legacy. He shares his newfound perspective and his advice for early, mid- and late-career leaders.</itunes:summary><itunes:subtitle /><itunes:episode>935</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1704</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20231009164326-935_ReflectingonWhatMattersAfteraTerminalCancerDiagnosis.mp3" length="28967882" type="audio/mpeg" /> </item> <item><title>How to Solve Tough Problems Better and Faster</title><link>https://hbr.org/podcast/2023/10/how-to-solve-tough-problems-better-and-faster</link><description>When it comes to solving complicated problems, the default for many organizational leaders is to take their time to work through the issues at hand. Unfortunately, that often leads to patchwork solutions or problems not truly getting resolved. Instead, Anne Morriss offers a different framework: to increase trust and transparency and the speed of execution to truly tackle big problems. Morriss is an entrepreneur, leadership coach, and founder of the Leadership Consortium. With Harvard Business School professor Frances Frei, she wrote the new book, Move Fast and Fix Things: The Trusted Leader’s Guide to Solving Hard Problems.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0934</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 03 Oct 2023 08:00:19 -0500</pubDate><itunes:title>How to Solve Tough Problems Better and Faster</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>When it comes to solving complicated problems, the default for many organizational leaders is to take their time to work through the issues at hand. Unfortunately, that often leads to patchwork solutions or problems not truly getting resolved. Instead, Anne Morriss offers a different framework: to increase trust and transparency and the speed of execution to truly tackle big problems. Morriss is an entrepreneur, leadership coach, and founder of the Leadership Consortium. With Harvard Business School professor Frances Frei, she wrote the new book, Move Fast and Fix Things: The Trusted Leader’s Guide to Solving Hard Problems.</itunes:summary><itunes:subtitle /><itunes:episode>934</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1715</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20231002093059-934_HowtoSolveToughProblemsBetterandFaster.mp3" length="28818239" type="audio/mpeg" /> </item> <item><title>Improve Your Impromptu Speaking</title><link>https://hbr.org/podcast/2023/09/improve-your-impromptu-speaking</link><description>We all know that leaders need to captivate audiences and effectively convey their ideas. But not every speaking opportunity can be prepared and practiced. That's why it's so important to learn the skill of speaking off-the-cuff, and Matt Abrahams, lecturer at the Stanford Graduate School of Business and host of the podcast Think Fast, Talk Smart, has advice to help. He explains how to stay calm in these situations, craft a compelling message, and ensure you've made a good impression. Abrahams is author of the book Think Faster, Talk Smarter: How to Speak Successfully When You’re Put on the Spot as well as the HBR article “How to Shine When You’re Put on the Spot.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0933</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 26 Sep 2023 08:00:14 -0500</pubDate><itunes:title>Improve Your Impromptu Speaking</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>We all know that leaders need to captivate audiences and effectively convey their ideas. But not every speaking opportunity can be prepared and practiced. That's why it's so important to learn the skill of speaking off-the-cuff, and Matt Abrahams, lecturer at the Stanford Graduate School of Business and host of the podcast Think Fast, Talk Smart, has advice to help. He explains how to stay calm in these situations, craft a compelling message, and ensure you've made a good impression. Abrahams is author of the book Think Faster, Talk Smarter: How to Speak Successfully When You’re Put on the Spot as well as the HBR article “How to Shine When You’re Put on the Spot.”</itunes:summary><itunes:subtitle /><itunes:episode>933</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1769</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230922111027-933_ImproveYourImpromptuSpeaking.mp3" length="30562369" type="audio/mpeg" /> </item> <item><title>How Companies Can Recommit to Their DEI Goals</title><link>https://hbr.org/podcast/2023/09/how-companies-can-recommit-to-their-dei-goals</link><description>After the summer of 2020 in the United States, many organizations made a big push to increase diversity, equity, and inclusion in their ranks and operations. But now, many fear that that momentum is slipping, especially in the face of economic headwinds. Laura Morgan Roberts, organizational psychologist and professor at the University of Virginia Darden School of Business, says it is time to recommit to these efforts by creating the conditions for all workers to flourish. She explains four freedoms that organizations can foster to allow employees to become their best selves — and even be able to fade into the background when they choose. Roberts wrote the HBR Big Idea article “Where Does DEI Go From Here?”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0932</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 19 Sep 2023 08:00:46 -0500</pubDate><itunes:title>How Companies Can Recommit to Their DEI Goals</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>After the summer of 2020 in the United States, many organizations made a big push to increase diversity, equity, and inclusion in their ranks and operations. But now, many fear that that momentum is slipping, especially in the face of economic headwinds. Laura Morgan Roberts, organizational psychologist and professor at the University of Virginia Darden School of Business, says it is time to recommit to these efforts by creating the conditions for all workers to flourish. She explains four freedoms that organizations can foster to allow employees to become their best selves — and even be able to fade into the background when they choose. Roberts wrote the HBR Big Idea article “Where Does DEI Go From Here?”</itunes:summary><itunes:subtitle /><itunes:episode>932</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1567</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230918150633-932_HowCompaniesCanRecommittoTheirDEIGoals.mp3" length="26407869" type="audio/mpeg" /> </item> <item><title>People with Disabilities Are an Untapped Talent Pool</title><link>https://hbr.org/podcast/2023/09/people-with-disabilities-are-an-untapped-talent-pool</link><description>It is now accepted wisdom that increasing the diversity of your workforce in any dimension can improve both organizational culture and performance. But one group — people living with intellectual, developmental, and physical disabilities — continues to be overlooked by many companies. Luisa Alemany, associate professor at London Business School, has studied workplaces that do recruit and hire employees with disabilities and found that it can be a true source of competitive advantage. She explains four main ways this talent strategy benefits the firm. She’s the coauthor, along with Freek Vermeulen, of the HBR article “Disability as a Source of Competitive Advantage.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0931</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 12 Sep 2023 08:00:34 -0500</pubDate><itunes:title>People with Disabilities Are an Untapped Talent Pool</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>It is now accepted wisdom that increasing the diversity of your workforce in any dimension can improve both organizational culture and performance. But one group — people living with intellectual, developmental, and physical disabilities — continues to be overlooked by many companies. Luisa Alemany, associate professor at London Business School, has studied workplaces that do recruit and hire employees with disabilities and found that it can be a true source of competitive advantage. She explains four main ways this talent strategy benefits the firm. She’s the coauthor, along with Freek Vermeulen, of the HBR article “Disability as a Source of Competitive Advantage.”</itunes:summary><itunes:subtitle /><itunes:episode>931</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1506</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230911113120-931_PeoplewithDisabilitiesAreanUntappedTalentPool.mp3" length="25356708" type="audio/mpeg" /> </item> <item><title>If You Want Culture Change, Create New Stories</title><link>https://hbr.org/podcast/2023/09/if-you-want-culture-change-create-new-stories</link><description>Many leaders realize they need to change their organization’s culture to save the business. But employees usually resist change and stick to past norms. Jay Barney, professor at the University of Utah’s Eccles School of Business, studied leaders who successfully led culture change and found one thing in common: they created and spread stories. He says it's not about making up stories but taking action — in authentic, yet theatrical and memorable ways. The new stories then emanate throughout the workforce and rewrite the old narrative. Barney explains the six rules of this practice that leaders need to follow. He’s a coauthor, with Manoel Amorim and Carlos Júlio, of The Secret of Culture Change: How to Build Authentic Stories That Transform Your Organization and the HBR article “Create Stories That Change Your Company’s Culture.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0930</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 05 Sep 2023 08:00:41 -0500</pubDate><itunes:title>If You Want Culture Change, Create New Stories</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Many leaders realize they need to change their organization’s culture to save the business. But employees usually resist change and stick to past norms. Jay Barney, professor at the University of Utah’s Eccles School of Business, studied leaders who successfully led culture change and found one thing in common: they created and spread stories. He says it's not about making up stories but taking action — in authentic, yet theatrical and memorable ways. The new stories then emanate throughout the workforce and rewrite the old narrative. Barney explains the six rules of this practice that leaders need to follow. He’s a coauthor, with Manoel Amorim and Carlos Júlio, of The Secret of Culture Change: How to Build Authentic Stories That Transform Your Organization and the HBR article “Create Stories That Change Your Company’s Culture.”</itunes:summary><itunes:subtitle /><itunes:episode>930</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1837</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230901144735-930_IfYouWantCultureChangeCreateNewStories.mp3" length="29451867" type="audio/mpeg" /> </item> <item><title>Leading a Workforce Empowered by New AI Tools</title><link>https://hbr.org/podcast/2023/08/leading-a-workforce-empowered-by-new-ai-tools</link><description>New AI technology enables anyone to become a programmer — opening doors to faster analytics and automation but also presenting big challenges. Organizations need policies and strategies to manage the chaos created by what Tom Davenport calls “citizen developers.” Davenport is a professor of management and information technology at Babson College, and he’s been studying how employees are using new AI tools and how companies can both encourage and benefit from this work. He suggests practical ways for team and organizational leaders and IT departments to best oversee these efforts. Davenport is coauthor of the HBR article “We’re All Programmers Now” and the book All-in On AI: How Smart Companies Win Big with Artificial Intelligence.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0929</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 29 Aug 2023 08:00:06 -0500</pubDate><itunes:title>Leading a Workforce Empowered by New AI Tools</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>New AI technology enables anyone to become a programmer — opening doors to faster analytics and automation but also presenting big challenges. Organizations need policies and strategies to manage the chaos created by what Tom Davenport calls “citizen developers.” Davenport is a professor of management and information technology at Babson College, and he’s been studying how employees are using new AI tools and how companies can both encourage and benefit from this work. He suggests practical ways for team and organizational leaders and IT departments to best oversee these efforts. Davenport is coauthor of the HBR article “We’re All Programmers Now” and the book All-in On AI: How Smart Companies Win Big with Artificial Intelligence.</itunes:summary><itunes:subtitle /><itunes:episode>929</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1825</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230828130033-929_LeadingaWorkforceEmpoweredbyNewAITools.mp3" length="30574503" type="audio/mpeg" /> </item> <item><title>How One Ukrainian Company Cultivated Resiliency Amid War</title><link>https://hbr.org/podcast/2023/08/how-one-ukrainian-company-cultivated-resiliency-amid-war</link><description>Companies plan for crises and aim to be resilient and adaptive in the face of all kinds of risks, but it’s always easier said than done. And perhaps none of these threats is as serious as war. That’s what Roman Rodomansky had to prepare his company for. He’s the cofounder and COO at Ralabs, a Ukrainian software development company. As Russia prepared to invade his home country, Rodomansky and his leadership team crafted a plan to survive and keep serving clients. He shares how his firm put people first, communicated with customers, and managed to become resilient. Rodomansky wrote the HBR article “A Cofounder of Ralabs on Leading a Ukrainian Start-Up Through a Year of War.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0928</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 22 Aug 2023 08:00:28 -0500</pubDate><itunes:title>How One Ukrainian Company Cultivated Resiliency Amid War</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Companies plan for crises and aim to be resilient and adaptive in the face of all kinds of risks, but it’s always easier said than done. And perhaps none of these threats is as serious as war. That’s what Roman Rodomansky had to prepare his company for. He’s the cofounder and COO at Ralabs, a Ukrainian software development company. As Russia prepared to invade his home country, Rodomansky and his leadership team crafted a plan to survive and keep serving clients. He shares how his firm put people first, communicated with customers, and managed to become resilient. Rodomansky wrote the HBR article “A Cofounder of Ralabs on Leading a Ukrainian Start-Up Through a Year of War.”</itunes:summary><itunes:subtitle /><itunes:episode>928</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1297</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230821120610-928_HowOneUkrainianCompanyCultivatedResiliencyAmidWar.mp3" length="22122125" type="audio/mpeg" /> </item> <item><title>How to Reinvent a Consumer Brand</title><link>https://hbr.org/podcast/2023/08/how-to-reinvent-a-consumer-brand</link><description>How does a brand or product that's been around for decades suddenly become popular with a whole new segment of consumers? Terence Reilly has some pointers. As CMO of Crocs, he used social media and celebrity collaborations to drive sales of its signature boat shoes. Now, as president at Stanley, he has made the company's durable mugs TikTok famous and bestsellers across numerous retail outlets. He explains how listening to employees and customers and acting quickly on their insights can help any organization spur growth.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0927</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 15 Aug 2023 08:00:34 -0500</pubDate><itunes:title>How to Reinvent a Consumer Brand</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>How does a brand or product that's been around for decades suddenly become popular with a whole new segment of consumers? Terence Reilly has some pointers. As CMO of Crocs, he used social media and celebrity collaborations to drive sales of its signature boat shoes. Now, as president at Stanley, he has made the company's durable mugs TikTok famous and bestsellers across numerous retail outlets. He explains how listening to employees and customers and acting quickly on their insights can help any organization spur growth.</itunes:summary><itunes:subtitle /><itunes:episode>927</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1611</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230814115108-927_HowtoReinventaConsumerBrand.mp3" length="27218695" type="audio/mpeg" /> </item> <item><title>The VC Fund Closing Equity Gaps — and Making Money</title><link>https://hbr.org/podcast/2023/08/the-vc-fund-closing-equity-gaps-and-making-money</link><description>Much of the business world has bought into the idea of stakeholder capitalism. But Freada Kapor Klein and Mitch Kapor say that doing some good by doing well isn’t enough when the business impact still creates negative effects and broader disparities overall. Freada, with a background in social justice and empirical research, and Mitch, an entrepreneur and investor who got his start making early spreadsheet software, strive to invest in ventures that close the distance between those with wealth and privilege and those without. The founders explain their metrics and decision-making process at Kapor Capital. The profitable firm explicitly invests in tech startups serving low-income and underrepresented communities. Freada and Mitch wrote the book Closing the Equity Gap: Creating Wealth and Fostering Justice in Startup Investing.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0926</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 08 Aug 2023 08:00:53 -0500</pubDate><itunes:title>The VC Fund Closing Equity Gaps — and Making Money</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Much of the business world has bought into the idea of stakeholder capitalism. But Freada Kapor Klein and Mitch Kapor say that doing some good by doing well isn’t enough when the business impact still creates negative effects and broader disparities overall. Freada, with a background in social justice and empirical research, and Mitch, an entrepreneur and investor who got his start making early spreadsheet software, strive to invest in ventures that close the distance between those with wealth and privilege and those without. The founders explain their metrics and decision-making process at Kapor Capital. The profitable firm explicitly invests in tech startups serving low-income and underrepresented communities. Freada and Mitch wrote the book Closing the Equity Gap: Creating Wealth and Fostering Justice in Startup Investing.</itunes:summary><itunes:subtitle /><itunes:episode>926</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1600</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230807095157-926_TheVCFundClosingEquityGapsandMakingMoney.mp3" length="26465622" type="audio/mpeg" /> </item> <item><title>How Companies Can Adapt to More Government Intervention</title><link>https://hbr.org/podcast/2023/08/how-companies-can-adapt-to-more-government-intervention</link><description>After decades of industrial policy that favored globalization and free trade, we are entering a new era. Prompted by the pandemic, climate change, rising geopolitical tensions and economic concerns, countries and groups of countries are once again using the power they have to intervene in the private sector, whether it's investing in drug development, offering clean energy tax breaks, or incentivizing domestic manufacturing. Harvard Business School professor Willy Shih wants to help corporate leaders navigate these changes in a way that protects their businesses, workers, and customers. He explains the new challenges - as well as opportunities. Shih wrote the HBR article, "The New Era of Industrial Policy is Here."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0925</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 01 Aug 2023 08:00:22 -0500</pubDate><itunes:title>How Companies Can Adapt to More Government Intervention</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>After decades of industrial policy that favored globalization and free trade, we are entering a new era. Prompted by the pandemic, climate change, rising geopolitical tensions and economic concerns, countries and groups of countries are once again using the power they have to intervene in the private sector, whether it's investing in drug development, offering clean energy tax breaks, or incentivizing domestic manufacturing. Harvard Business School professor Willy Shih wants to help corporate leaders navigate these changes in a way that protects their businesses, workers, and customers. He explains the new challenges - as well as opportunities. Shih wrote the HBR article, "The New Era of Industrial Policy is Here."</itunes:summary><itunes:subtitle /><itunes:episode>925</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1564</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230728123000-925_HowCompaniesCanAdapttoMoreGovernmentIntervention.mp3" length="25528493" type="audio/mpeg" /> </item> <item><title>How One F-35 Fighter Pilot Makes Decisions Under Pressure</title><link>https://hbr.org/podcast/2023/07/how-one-f-35-fighter-pilot-makes-decisions-under-pressure</link><description>There are few jobs that demand decisive, clear thinking under pressure more than that of a fighter jet pilot. But the best combat pilots don't act on gut and muscle memory alone. They train to use proven mental models for making tough, fast decisions with extremely high stakes. Hasard Lee is a U.S. Air Force fighter pilot and instructor who has learned, practiced, and taught these techniques. He breaks down the tools that individuals and organizational leaders alike can apply to some of their biggest problems and most difficult situations. Lee wrote the new book The Art of Clear Thinking: A Stealth Fighter Pilot’s Timeless Rules for Making Tough Decisions.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0924</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 25 Jul 2023 08:00:29 -0500</pubDate><itunes:title>How One F-35 Fighter Pilot Makes Decisions Under Pressure</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>There are few jobs that demand decisive, clear thinking under pressure more than that of a fighter jet pilot. But the best combat pilots don't act on gut and muscle memory alone. They train to use proven mental models for making tough, fast decisions with extremely high stakes. Hasard Lee is a U.S. Air Force fighter pilot and instructor who has learned, practiced, and taught these techniques. He breaks down the tools that individuals and organizational leaders alike can apply to some of their biggest problems and most difficult situations. Lee wrote the new book The Art of Clear Thinking: A Stealth Fighter Pilot’s Timeless Rules for Making Tough Decisions.</itunes:summary><itunes:subtitle /><itunes:episode>924</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1624</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230724142426-924_HowOneF-35FighterPilotMakesDecisionsUnderPressure.mp3" length="26994695" type="audio/mpeg" /> </item> <item><title>In Defense of Middle Management</title><link>https://hbr.org/podcast/2023/07/in-defense-of-middle-management</link><description>Middle managers are meant to serve as a go-between for leadership teams and individual contributors. But in large organizations, with many layers of hierarchy, some of these roles feel like bureaucratic bloat, which, in tighter economic times, makes them a target for elimination. Emily Field, a partner at McKinsey & Company, thinks in many cases that's a mistake. She argues that most middle managers are critical to corporate performance and productivity, executive team insight, and employee well-being. The key is making sure their roles adapt to the times. Field is the coauthor, along with Bryan Hancock and Bill Schaninger, of the HBR article "Don’t Eliminate Your Middle Managers," as well as the book Power to the Middle: Why Managers Hold the Keys to the Future of Work.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0923</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 18 Jul 2023 08:00:55 -0500</pubDate><itunes:title>In Defense of Middle Management</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Middle managers are meant to serve as a go-between for leadership teams and individual contributors. But in large organizations, with many layers of hierarchy, some of these roles feel like bureaucratic bloat, which, in tighter economic times, makes them a target for elimination. Emily Field, a partner at McKinsey & Company, thinks in many cases that's a mistake. She argues that most middle managers are critical to corporate performance and productivity, executive team insight, and employee well-being. The key is making sure their roles adapt to the times. Field is the coauthor, along with Bryan Hancock and Bill Schaninger, of the HBR article "Don’t Eliminate Your Middle Managers," as well as the book Power to the Middle: Why Managers Hold the Keys to the Future of Work.</itunes:summary><itunes:subtitle /><itunes:episode>923</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1680</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230714125225-923_InDefenseofMiddleManagement.mp3" length="28242276" type="audio/mpeg" /> </item> <item><title>What the Best Leaders Know — and What Skills They Develop</title><link>https://hbr.org/podcast/2023/07/what-the-best-leaders-know-and-what-skills-they-develop</link><description>If you had the chance to talk to hundreds of business leaders at the top of their game, what habits and patterns would you learn? Adam Bryant has done just that. He's the senior managing director of the ExCo Group and founded the “Corner Office” interview series at The New York Times. Along the way, he has identified the mindset and attributes that the world's best leaders have acquired to truly influence and change their organizations. He shares what they are and how to develop them in your own career. Bryant wrote the HBR article “The Leap to Leader” as well as the book The Leap to Leader: How Ambitious Managers Make the Jump to Leadership.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0922</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 11 Jul 2023 08:00:53 -0500</pubDate><itunes:title>What the Best Leaders Know — and What Skills They Develop</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>If you had the chance to talk to hundreds of business leaders at the top of their game, what habits and patterns would you learn? Adam Bryant has done just that. He's the senior managing director of the ExCo Group and founded the “Corner Office” interview series at The New York Times. Along the way, he has identified the mindset and attributes that the world's best leaders have acquired to truly influence and change their organizations. He shares what they are and how to develop them in your own career. Bryant wrote the HBR article “The Leap to Leader” as well as the book The Leap to Leader: How Ambitious Managers Make the Jump to Leadership.</itunes:summary><itunes:subtitle /><itunes:episode>922</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1653</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230710123218-922_WhattheBestLeadersKnowandWhatSkillsTheyDevelop.mp3" length="27466637" type="audio/mpeg" /> </item> <item><title>Best of IdeaCast: Escape Your Comfort Zone</title><link>https://hbr.org/podcast/2023/07/best-of-ideacast-escape-your-comfort-zone</link><description>We know that trying new things, taking risks, and even failing are vital to most success stories. But getting out of areas where you’re comfortable and breaking through to the next level is easier said than done. Andy Molinsky, professor of organizational behavior at Brandeis International Business School, says that there are actions we all can take to get out of our safe zone and achieve our goals. In this classic episode, he shares his research and advice with former IdeaCast host Sarah Green Carmichael. Molinsky is the author of Reach: A New Strategy to Help You Step Outside your Comfort Zone, Rise to the Challenge and Build Confidence.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0921</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 04 Jul 2023 08:00:40 -0500</pubDate><itunes:title>Best of IdeaCast: Escape Your Comfort Zone</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>We know that trying new things, taking risks, and even failing are vital to most success stories. But getting out of areas where you’re comfortable and breaking through to the next level is easier said than done. Andy Molinsky, professor of organizational behavior at Brandeis International Business School, says that there are actions we all can take to get out of our safe zone and achieve our goals. In this classic episode, he shares his research and advice with former IdeaCast host Sarah Green Carmichael. Molinsky is the author of Reach: A New Strategy to Help You Step Outside your Comfort Zone, Rise to the Challenge and Build Confidence.</itunes:summary><itunes:subtitle /><itunes:episode>921</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1389</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230630103530-921_BestofIdeaCast_EscapeYourComfortZone.mp3" length="22733665" type="audio/mpeg" /> </item> <item><title>Why Entrepreneurs Don’t Need Venture Capital to Scale</title><link>https://hbr.org/podcast/2023/06/why-entrepreneurs-dont-need-venture-capital-to-scale</link><description>With all the hype in the startup world around unicorns and hypergrowth, entrepreneurs feel enormous pressure to raise massive amounts of cash from venture capitalists. But now, as interest rates have risen, a lot of that funding has dried up. And a growing number of founders are seeking ways to scale without burning through cash to acquire users. Mike Salguero is the CEO and founder of the meat subscription service ButcherBox. After a negative experience with venture capital at his prior company, Salguero pledged to grow his new startup without it. That meant a "Box One Profitable" strategy built on the creative leverage of influencers, laser focus on costs, and making tough decisions during the pandemic. Salguero shares how he grew a $600 million company in seven years without outside money.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0920</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 27 Jun 2023 08:00:59 -0500</pubDate><itunes:title>Why Entrepreneurs Don't Need Venture Capital to Scale</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>With all the hype in the startup world around unicorns and hypergrowth, entrepreneurs feel enormous pressure to raise massive amounts of cash from venture capitalists. But now, as interest rates have risen, a lot of that funding has dried up. And a growing number of founders are seeking ways to scale without burning through cash to acquire users. Mike Salguero is the CEO and founder of the meat subscription service ButcherBox. After a negative experience with venture capital at his prior company, Salguero pledged to grow his new startup without it. That meant a "Box One Profitable" strategy built on the creative leverage of influencers, laser focus on costs, and making tough decisions during the pandemic. Salguero shares how he grew a $600 million company in seven years without outside money.</itunes:summary><itunes:subtitle /><itunes:episode>920</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1845</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230626135229-920_WhyEntrepreneursDontNeedVentureCapitaltoScale.mp3" length="31252023" type="audio/mpeg" /> </item> <item><title>NBA Star Chris Paul on Mentorship and Taking a Stand</title><link>https://hbr.org/podcast/2023/06/nba-star-chris-paul-on-mentorship-and-taking-a-stand</link><description>Most of us can point to a few key people who have made a real difference in our lives and careers - a family member, a coach, a boss. And many who get that kind of mentoring build on the lessons they learn to become leaders and role models themselves. Basketball star Chris Paul is a prime example. He had the support of a tight-knit family growing up, was mentored by a great coach in college, and as an NBA rookie looked to league veterans for guidance. Now, at age 38, he's the seasoned vet, a perennial All-Star across multiple teams who led the National Basketball Players Association from 2013 through the 2020 Covid-19 crisis and racial reckoning in the United States and is widely regarded as one of the best point guards of all time. Paul's new book is "Sixty-One: Life Lessons from Papa, On and Off the Court." Note: This episode was taped before the start of the 2023 NBA playoffs.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0919</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 20 Jun 2023 08:00:59 -0500</pubDate><itunes:title>NBA Star Chris Paul on Mentorship and Taking a Stand</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Most of us can point to a few key people who have made a real difference in our lives and careers - a family member, a coach, a boss. And many who get that kind of mentoring build on the lessons they learn to become leaders and role models themselves. Basketball star Chris Paul is a prime example. He had the support of a tight-knit family growing up, was mentored by a great coach in college, and as an NBA rookie looked to league veterans for guidance. Now, at age 38, he's the seasoned vet, a perennial All-Star across multiple teams who led the National Basketball Players Association from 2013 through the 2020 Covid-19 crisis and racial reckoning in the United States and is widely regarded as one of the best point guards of all time. Paul's new book is "Sixty-One: Life Lessons from Papa, On and Off the Court." Note: This episode was taped before the start of the 2023 NBA playoffs.</itunes:summary><itunes:subtitle /><itunes:episode>919</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1949</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230616113230-919_NBAStarChrisPaulonMentorshipandTakingaStand.mp3" length="31715119" type="audio/mpeg" /> </item> <item><title>When Small Stresses Lead to Big Problems</title><link>https://hbr.org/podcast/2023/06/when-small-stresses-lead-to-big-problems</link><description>It's easy to see how big stresses at work or home -- like layoffs, illnesses, or even a complex and important project -- cause anxiety too spike. But sometimes the stresses that cause the most hard are the tiny, everyday ones that build up over time into a much bigger problem because we don't take the time to recognize and manage our reactions to them. Former HBR editor Karen Dillon and Babson College professor Rob Cross studied the most common types of "microstress" and the ways in which they impact individuals, teams, and organizations. They explain why, if left unchecked, microstress can lead to mistakes, burnout, damaged relationships, and poor mental and physical health. But they also offer advice for better handling it -- and helping others to do the same. Dillon and Cross wrote the book The Microstress Effect and the HBR article "The Hidden Toll of Microstress."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0918</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 13 Jun 2023 08:00:06 -0500</pubDate><itunes:title>When Small Stresses Lead to Big Problems</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>It's easy to see how big stresses at work or home -- like layoffs, illnesses, or even a complex and important project -- cause anxiety too spike. But sometimes the stresses that cause the most hard are the tiny, everyday ones that build up over time into a much bigger problem because we don't take the time to recognize and manage our reactions to them. Former HBR editor Karen Dillon and Babson College professor Rob Cross studied the most common types of "microstress" and the ways in which they impact individuals, teams, and organizations. They explain why, if left unchecked, microstress can lead to mistakes, burnout, damaged relationships, and poor mental and physical health. But they also offer advice for better handling it -- and helping others to do the same. Dillon and Cross wrote the book The Microstress Effect and the HBR article "The Hidden Toll of Microstress."</itunes:summary><itunes:subtitle /><itunes:episode>918</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1802</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230607100123-918_WhenSmallStressesLeadtoBigProblems.mp3" length="30397701" type="audio/mpeg" /> </item> <item><title>Why More Companies Should Have a Sabbatical Policy</title><link>https://hbr.org/podcast/2023/06/why-more-companies-should-have-a-sabbatical-policy</link><description>Sabbaticals have long been thought of as an academic privilege, but a growing number of companies offer them, especially since the pandemic. DJ DiDonna, a senior lecturer at Harvard Business School and founder of The Sabbatical Project, has interviewed hundreds of workers who’ve taken them and studied organizations that offer them. From his research and his own experience on a sabbatical, DiDonna shares the surprising impacts that extended time off—paid or unpaid—can have on workers, teams, and the overall organization. And he explains how organizations can make sabbaticals work both financially and culturally.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0917</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 06 Jun 2023 08:00:07 -0500</pubDate><itunes:title>Why More Companies Should Have a Sabbatical Policy</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Sabbaticals have long been thought of as an academic privilege, but a growing number of companies offer them, especially since the pandemic. DJ DiDonna, a senior lecturer at Harvard Business School and founder of The Sabbatical Project, has interviewed hundreds of workers who’ve taken them and studied organizations that offer them. From his research and his own experience on a sabbatical, DiDonna shares the surprising impacts that extended time off—paid or unpaid—can have on workers, teams, and the overall organization. And he explains how organizations can make sabbaticals work both financially and culturally.</itunes:summary><itunes:subtitle /><itunes:episode>917</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1533</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230605094121-917_WhyMoreCompaniesShouldHaveaSabbaticalPolicy.mp3" length="26446742" type="audio/mpeg" /> </item> <item><title>Alphabet CEO Sundar Pichai on Leadership, AI, and Big Tech</title><link>https://hbr.org/podcast/2023/05/alphabet-ceo-sundar-pichai-on-leadership-ai-and-big-tech</link><description>The use of artificial intelligence and specifically generative AI is growing rapidly, and tech giants like Google have an important role to play in how that technology gets adopted and developed. Sundar Pichai is the CEO of Google as well as its parent company Alphabet, which he's led as an AI-first company for several years. He speaks with HBR editor in chief Adi Ignatius about shaping Google's AI strategy, putting safeguards in place, and how work and leadership will change as AI advances.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0916</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 30 May 2023 08:00:34 -0500</pubDate><itunes:title>Alphabet CEO Sundar Pichai on Leadership, AI, and Big Tech</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The use of artificial intelligence and specifically generative AI is growing rapidly, and tech giants like Google have an important role to play in how that technology gets adopted and developed. Sundar Pichai is the CEO of Google as well as its parent company Alphabet, which he's led as an AI-first company for several years. He speaks with HBR editor in chief Adi Ignatius about shaping Google's AI strategy, putting safeguards in place, and how work and leadership will change as AI advances.</itunes:summary><itunes:subtitle /><itunes:episode>916</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1802</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230526115626-916_AlphabetCEOSundarPichaionLeadershipAIandBigTech.mp3" length="30244330" type="audio/mpeg" /> </item> <item><title>How Generative AI Changes Strategy</title><link>https://hbr.org/podcast/2023/05/how-generative-ai-changes-strategy</link><description>Strategy is about making the future happen, not just reacting to it, according to author Gary Hamel. And with generative artificial intelligence, senior leaders suddenly wield an awesome new tool to change the fortunes of their organizations. The promise of generative AI is more than just a sweet hack to boost productivity and streamline operations. Its deeper potential lies in companies that rethink what they do and conjure brand-new, AI-first products and services. Simply put, generative AI is blasting open new strategic paths to create novel business opportunities, even as it brings serious risks and heightened competition. In this episode, How Generative AI Changes Strategy, HBR editor in chief Adi Ignatius speaks to Microsoft’s head of strategy Chris Young and Harvard Business School professor Andy Wu. They lay out the technology, its emerging value chains, and its main providers. They also break down the key choices and tradeoffs that large and small companies alike will be making in this fast-changing market. This is the fourth and final episode in the special series How Generative AI Changes Everything. Each week, HBR editor in chief Adi Ignatius and HBR editor Amy Bernstein have been hosting conversations with experts and business leaders about the impact of generative AI. Find those episodes on the impact on productivity, creativity, and organizational culture in the HBR IdeaCast feed. And for more on ethics in the age of AI, check out HBR’s Big Idea on implementing the new technology responsibly.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0915</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 25 May 2023 12:07:10 -0500</pubDate><itunes:title>How Generative AI Changes Strategy</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Strategy is about making the future happen, not just reacting to it, according to author Gary Hamel. And with generative artificial intelligence, senior leaders suddenly wield an awesome new tool to change the fortunes of their organizations. The promise of generative AI is more than just a sweet hack to boost productivity and streamline operations. Its deeper potential lies in companies that rethink what they do and conjure brand-new, AI-first products and services. Simply put, generative AI is blasting open new strategic paths to create novel business opportunities, even as it brings serious risks and heightened competition. In this episode, How Generative AI Changes Strategy, HBR editor in chief Adi Ignatius speaks to Microsoft’s head of strategy Chris Young and Harvard Business School professor Andy Wu. They lay out the technology, its emerging value chains, and its main providers. They also break down the key choices and tradeoffs that large and small companies alike will be making in this fast-changing market. This is the fourth and final episode in the special series How Generative AI Changes Everything. Each week, HBR editor in chief Adi Ignatius and HBR editor Amy Bernstein have been hosting conversations with experts and business leaders about the impact of generative AI. Find those episodes on the impact on productivity, creativity, and organizational culture in the HBR IdeaCast feed. And for more on ethics in the age of AI, check out HBR’s Big Idea on implementing the new technology responsibly.</itunes:summary><itunes:subtitle /><itunes:episode>915</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2102</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230525112751-915_HowGenerativeAIChangesStrategy.mp3" length="35348417" type="audio/mpeg" /> </item> <item><title>Stop Looking for the Perfect Job</title><link>https://hbr.org/podcast/2023/05/stop-looking-for-the-perfect-job</link><description>One of the first things we learn about people is what they do for a living. But the link between work and identify has moved far beyond that, especially in certain industries, geographies, and cultures. Many of us put everything we have into our jobs, expecting our careers to fulfill us. Author Simone Stolzoff argues for a different approach. He wants us to find work that keeps us engaged and gives us the security we need, while still allowing us to define ourselves in other ways. Drawing on research and real-life stories, he explains what it means to have a "good enough" job, and why this shift in thinking could be good not just for individuals but also for teams and organizations. Stolzoff is the author of The Good Enough Job: Reclaiming Life from Work.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0914</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 23 May 2023 08:00:28 -0500</pubDate><itunes:title>Stop Looking for the Perfect Job</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>One of the first things we learn about people is what they do for a living. But the link between work and identify has moved far beyond that, especially in certain industries, geographies, and cultures. Many of us put everything we have into our jobs, expecting our careers to fulfill us. Author Simone Stolzoff argues for a different approach. He wants us to find work that keeps us engaged and gives us the security we need, while still allowing us to define ourselves in other ways. Drawing on research and real-life stories, he explains what it means to have a "good enough" job, and why this shift in thinking could be good not just for individuals but also for teams and organizations. Stolzoff is the author of The Good Enough Job: Reclaiming Life from Work.</itunes:summary><itunes:subtitle /><itunes:episode>914</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1830</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230522121808-914_StopLookingforthePerfectJob.mp3" length="32023135" type="audio/mpeg" /> </item> <item><title>How Generative AI Changes Organizational Culture</title><link>https://hbr.org/podcast/2023/05/how-generative-ai-changes-organizational-culture</link><description>Read just about any business history and you realize just how much a firm’s success depends on its culture. Without the right culture, you can't have successful innovation. You can't compete successfully. You can't thrive over the long term. So, if you want to lead your organization into a future that features generative artificial intelligence, you need to build the right culture for it. In this episode, How Generative AI Changes Organizational Culture, HBR editor Amy Bernstein speaks to two experts, Nitin Mittal and Tsedal Neeley, about how to adopt generative AI effectively and ethically within your organization. Mittal leads Deloitte’s global AI business and cowrote the book All-in On AI: How Smart Companies Win Big with Artificial Intelligence. Neeley is a professor at Harvard Business School and wrote the HBR article “8 Questions About Using AI Responsibly, Answered.” They discuss the risks, challenges, and emerging best practices of adapting organizational culture to generative AI. How Generative AI Changes Everything is a special series from HBR IdeaCast. Each week, HBR editor in chief Adi Ignatius and HBR editor Amy Bernstein host conversations with experts and business leaders about the impact of generative AI on productivity, creativity and innovation, organizational culture, and strategy. The episodes publish in the IdeaCast feed each Thursday in May, after the regular Tuesday episode. And for more on ethics in the age of AI, check out HBR’s Big Idea on implementing the new technology responsibly.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0913</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 18 May 2023 15:16:13 -0500</pubDate><itunes:title>How Generative AI Changes Organizational Culture</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Read just about any business history and you realize just how much a firm’s success depends on its culture. Without the right culture, you can't have successful innovation. You can't compete successfully. You can't thrive over the long term. So, if you want to lead your organization into a future that features generative artificial intelligence, you need to build the right culture for it. In this episode, How Generative AI Changes Organizational Culture, HBR editor Amy Bernstein speaks to two experts, Nitin Mittal and Tsedal Neeley, about how to adopt generative AI effectively and ethically within your organization. Mittal leads Deloitte’s global AI business and cowrote the book All-in On AI: How Smart Companies Win Big with Artificial Intelligence. Neeley is a professor at Harvard Business School and wrote the HBR article “8 Questions About Using AI Responsibly, Answered.” They discuss the risks, challenges, and emerging best practices of adapting organizational culture to generative AI. How Generative AI Changes Everything is a special series from HBR IdeaCast. Each week, HBR editor in chief Adi Ignatius and HBR editor Amy Bernstein host conversations with experts and business leaders about the impact of generative AI on productivity, creativity and innovation, organizational culture, and strategy. The episodes publish in the IdeaCast feed each Thursday in May, after the regular Tuesday episode. And for more on ethics in the age of AI, check out HBR’s Big Idea on implementing the new technology responsibly.</itunes:summary><itunes:subtitle /><itunes:episode>913</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2065</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230518124820-913_HowGenerativeAIChangesOrganizationalCulture.mp3" length="35085492" type="audio/mpeg" /> </item> <item><title>Breaking Through When You Feel Stuck</title><link>https://hbr.org/podcast/2023/05/breaking-through-when-you-feel-stuck</link><description>You don’t have to be a famous author to suffer from writer’s block. We all can get stuck in our thought processes and mired in our actions. That's true for leaders and managers as well, explains Adam Alter, a marketing professor at the NYU Stern School of Business. He has studied how people hit plateaus or roadblocks in their work and careers. And he shares different methods for breaking free, including one proven tactic that seems very wrong: doing nothing. Alter wrote the new book Anatomy of a Breakthrough: How to Get Unstuck When It Matters Most.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 16 May 2023 08:00:57 -0500</pubDate><itunes:title>Breaking Through When You Feel Stuck</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>You don’t have to be a famous author to suffer from writer’s block. We all can get stuck in our thought processes and mired in our actions. That's true for leaders and managers as well, explains Adam Alter, a marketing professor at the NYU Stern School of Business. He has studied how people hit plateaus or roadblocks in their work and careers. And he shares different methods for breaking free, including one proven tactic that seems very wrong: doing nothing. Alter wrote the new book Anatomy of a Breakthrough: How to Get Unstuck When It Matters Most.</itunes:summary><itunes:subtitle /><itunes:episode>912</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1677</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230515142622-912_BreakingThroughWhenYouFeelStuck.mp3" length="29824675" type="audio/mpeg" /> </item> <item><title>How Generative AI Changes Creativity</title><link>https://hbr.org/podcast/2023/05/how-generative-ai-changes-creativity</link><description>From prehistoric cave paintings to an inventor’s Eureka moment, creativity has always been described as a particularly human trait. But something strange can happen with generative artificial intelligence. Your ideas can take shape far faster. You also get ideas that you might never have imagined on your own. So, who is the creator here? What is creative work in the era of generative AI? What is innovation in this emerging world? In this episode, How Generative AI Changes Creativity, Adi Ignatius speaks with video artist and consultant Don Allen Stevenson III about how generative AI is disrupting creative work and the creative industry. Then Ignatius speaks to two innovation researchers, Jacqueline Ng Lane and David De Cremer, about changes to the creative process within organizations. Lane is a professor at Harvard Business School. De Cremer is a professor at the National University of Singapore Business School and a coauthor of the HBR article “How Generative AI Could Disrupt Creative Work.” How Generative AI Changes Everything is a special series from HBR IdeaCast. Each week, HBR editor in chief Adi Ignatius and HBR editor Amy Bernstein host conversations with experts and business leaders about the impact of generative AI on productivity, creativity and innovation, organizational culture, and strategy. The episodes publish in the IdeaCast feed each Thursday in May, after the regular Tuesday episode. And for more on ethics in the age of AI, check out HBR’s Big Idea on implementing the new technology responsibly. </description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0911</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 11 May 2023 16:14:26 -0500</pubDate><itunes:title>How Generative AI Changes Creativity</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>From prehistoric cave paintings to an inventor’s Eureka moment, creativity has always been described as a particularly human trait. But something strange can happen with generative artificial intelligence. Your ideas can take shape far faster. You also get ideas that you might never have imagined on your own. So, who is the creator here? What is creative work in the era of generative AI? What is innovation in this emerging world? In this episode, How Generative AI Changes Creativity, Adi Ignatius speaks with video artist and consultant Don Allen Stevenson III about how generative AI is disrupting creative work and the creative industry. Then Ignatius speaks to two innovation researchers, Jacqueline Ng Lane and David De Cremer, about changes to the creative process within organizations. Lane is a professor at Harvard Business School. De Cremer is a professor at the National University of Singapore Business School and a coauthor of the HBR article “How Generative AI Could Disrupt Creative Work.” How Generative AI Changes Everything is a special series from HBR IdeaCast. Each week, HBR editor in chief Adi Ignatius and HBR editor Amy Bernstein host conversations with experts and business leaders about the impact of generative AI on productivity, creativity and innovation, organizational culture, and strategy. The episodes publish in the IdeaCast feed each Thursday in May, after the regular Tuesday episode. And for more on ethics in the age of AI, check out HBR’s Big Idea on implementing the new technology responsibly. </itunes:summary><itunes:subtitle /><itunes:episode>911</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2091</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230511151100-911_HowGenerativeAIChangesCreativity.mp3" length="35513930" type="audio/mpeg" /> <content:encoded><![CDATA[From prehistoric cave paintings to an inventor’s Eureka moment, creativity has always been described as a particularly human trait. But something strange can happen with generative artificial intelligence. Your ideas can take shape far faster. You also get ideas that you might never have imagined on your own. So, who is the creator here? What is creative work in the era of generative AI? What is innovation in this emerging world? In this episode, How Generative AI Changes Creativity, Adi Ignatius speaks with video artist and consultant Don Allen Stevenson III about how generative AI is disrupting creative work and the creative industry. Then Ignatius speaks to two innovation researchers, Jacqueline Ng Lane and David De Cremer, about changes to the creative process within organizations. Lane is a professor at Harvard Business School. De Cremer is a professor at the National University of Singapore Business School and a coauthor of the HBR article “<a href="https://hbr.org/2023/04/how-generative-ai-could-disrupt-creative-work">How Generative AI Could Disrupt Creative Work</a>.” How Generative AI Changes Everything is a special series from HBR IdeaCast. Each week, HBR editor in chief Adi Ignatius and HBR editor Amy Bernstein host conversations with experts and business leaders about the impact of generative AI on productivity, creativity and innovation, organizational culture, and strategy. The episodes publish in the IdeaCast feed each Thursday in May, after the regular Tuesday episode. And for more on ethics in the age of AI, check out HBR’s <a href="http://hbr.org/techethics">Big Idea</a> on implementing the new technology responsibly. ]]></content:encoded></item> <item><title>A Marketing Professor and a Matchmaker Talk Personal Branding</title><link>https://hbr.org/podcast/2023/05/a-marketing-professor-and-a-matchmaker-talk-personal-branding</link><description>Unless you're famous - or want to be - you might not think of yourself as a brand. But whether you're in a meeting or on social media, interviewing for a job or asking for a promotion, the way you carry yourself conveys a certain image to the people around you. Jill Avery studies marketing and is a senior lecturer at Harvard Business School, and Rachel Greenwald is a professional matchmaker and dating coach. Together, they explain why a strong personal brand is important for professional success. They walk us through how to think about reputation, identify core values, and project our authentic selves. Avery and Greenwald wrote the HBR article “A New Approach to Building Your Personal Brand.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0910</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 09 May 2023 08:00:58 -0500</pubDate><itunes:title>A Marketing Professor and a Matchmaker Talk Personal Branding</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Unless you're famous - or want to be - you might not think of yourself as a brand. But whether you're in a meeting or on social media, interviewing for a job or asking for a promotion, the way you carry yourself conveys a certain image to the people around you. Jill Avery studies marketing and is a senior lecturer at Harvard Business School, and Rachel Greenwald is a professional matchmaker and dating coach. Together, they explain why a strong personal brand is important for professional success. They walk us through how to think about reputation, identify core values, and project our authentic selves. Avery and Greenwald wrote the HBR article “A New Approach to Building Your Personal Brand.”</itunes:summary><itunes:subtitle /><itunes:episode>910</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1913</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230508112732-910_AMarketingProfessorandaMatchmakerTalkPersonalBranding.mp3" length="32286062" type="audio/mpeg" /> </item> <item><title>How Generative AI Changes Productivity</title><link>https://hbr.org/podcast/2023/05/how-generative-ai-changes-productivity</link><description>How Generative AI Changes Everything is a special series from HBR IdeaCast. Each week, HBR editor in chief Adi Ignatius and HBR editor Amy Bernstein host conversations with experts and business leaders about the impact of generative AI on productivity, creativity and innovation, organizational culture, and strategy. The episodes publish in the IdeaCast feed each Thursday in May, after the regular Tuesday episode. Generative artificial intelligence is grabbing headlines with the widespread public excitement over tools like ChatGPT. And early academic research shows significant productivity gains in written communications, customer service, market research, computer coding, and professional analysis such as legal work. Meanwhile, the technology is rapidly evolving and getting better the more people use it. As a leader, it’s hard to stay ahead of the developments. In this episode, How Generative AI Changes Productivity, Amy Bernstein speaks with Karim Lakhani, a professor at Harvard Business School and a coauthor of the book Competing in the Age of AI: Strategy and Leadership When Algorithms and Networks Run the World. They discuss initial productivity gains for individuals from the technology, how that will scale across a workforce, and the pressing challenges facing organizational leaders.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0909</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 04 May 2023 15:57:38 -0500</pubDate><itunes:title>How Generative AI Changes Productivity</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>How Generative AI Changes Everything is a special series from HBR IdeaCast. Each week, HBR editor in chief Adi Ignatius and HBR editor Amy Bernstein host conversations with experts and business leaders about the impact of generative AI on productivity, creativity and innovation, organizational culture, and strategy. The episodes publish in the IdeaCast feed each Thursday in May, after the regular Tuesday episode. Generative artificial intelligence is grabbing headlines with the widespread public excitement over tools like ChatGPT. And early academic research shows significant productivity gains in written communications, customer service, market research, computer coding, and professional analysis such as legal work. Meanwhile, the technology is rapidly evolving and getting better the more people use it. As a leader, it’s hard to stay ahead of the developments. In this episode, How Generative AI Changes Productivity, Amy Bernstein speaks with Karim Lakhani, a professor at Harvard Business School and a coauthor of the book Competing in the Age of AI: Strategy and Leadership When Algorithms and Networks Run the World. They discuss initial productivity gains for individuals from the technology, how that will scale across a workforce, and the pressing challenges facing organizational leaders.</itunes:summary><itunes:subtitle /><itunes:episode>909</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2232</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230504151849-909_HowGenerativeAIChangesProductivity.mp3" length="38507313" type="audio/mpeg" /> </item> <item><title>Disruption Isn’t the Only Path to Innovation</title><link>https://hbr.org/podcast/2023/05/disruption-isnt-the-only-path-to-innovation</link><description>Disruptive innovation has proven such a powerful idea that many people now equate innovation with market disruption. But INSEAD strategy professor Renée Mauborgne says there's a powerful way to create new markets without destroying jobs, companies, and communities: "nondisruptive creation." She explains how some entrepreneurs and companies have been able to grow billion-dollar businesses that are new markets rather than displacements of existing ones. Two examples are the microfinance industry and the firm Square. And she explains how leaders can seek out these opportunities to foster profitable growth with less social harm. With fellow INSEAD professor W. Chan Kim, Mauborgne wrote the new book Beyond Disruption: Innovate and Achieve Growth without Displacing Industries, Companies, or Jobs.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0908</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 02 May 2023 08:00:09 -0500</pubDate><itunes:title>Disruption Isn't the Only Path to Innovation</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Disruptive innovation has proven such a powerful idea that many people now equate innovation with market disruption. But INSEAD strategy professor Renée Mauborgne says there's a powerful way to create new markets without destroying jobs, companies, and communities: "nondisruptive creation." She explains how some entrepreneurs and companies have been able to grow billion-dollar businesses that are new markets rather than displacements of existing ones. Two examples are the microfinance industry and the firm Square. And she explains how leaders can seek out these opportunities to foster profitable growth with less social harm. With fellow INSEAD professor W. Chan Kim, Mauborgne wrote the new book Beyond Disruption: Innovate and Achieve Growth without Displacing Industries, Companies, or Jobs.</itunes:summary><itunes:subtitle /><itunes:episode>908</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1321</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230501135232-908_DisruptionIsnttheOnlyPathtoInnovation.mp3" length="23882138" type="audio/mpeg" /> </item> <item><title>Special Series: How Generative AI Changes Everything</title><link>https://hbr.org/podcast/2023/04/special-series-how-generative-ai-changes-everything</link><description>Generative AI seems to be everywhere right now, but what do you actually need to know? HBR IdeaCast is cutting through the noise in the special series How Generative AI Changes Everything. How will this new technology upend workforce productivity? What impact will it have on creativity and innovation? How can you build an internal culture that uses generative artificial intelligence and adopt it effectively in your organization? What could it mean for your company's strategy? Hosted by HBR editor in chief Adi Ignatius and HBR editor Amy Bernstein, you'll hear directly from the business leaders at the leading edge, as well as experts, who in some cases are questioning the ethics and speed of this rollout. If you want to understand what this technology means for your organization and how you can lead effectively, listen every Thursday in May in the HBR IdeaCast feed, after the regular Tuesday episode.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0907b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 27 Apr 2023 17:37:15 -0500</pubDate><itunes:title>Special Series: How Generative AI Changes Everything</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Generative AI seems to be everywhere right now, but what do you actually need to know? HBR IdeaCast is cutting through the noise in the special series How Generative AI Changes Everything. How will this new technology upend workforce productivity? What impact will it have on creativity and innovation? How can you build an internal culture that uses generative artificial intelligence and adopt it effectively in your organization? What could it mean for your company's strategy? Hosted by HBR editor in chief Adi Ignatius and HBR editor Amy Bernstein, you'll hear directly from the business leaders at the leading edge, as well as experts, who in some cases are questioning the ethics and speed of this rollout. If you want to understand what this technology means for your organization and how you can lead effectively, listen every Thursday in May in the HBR IdeaCast feed, after the regular Tuesday episode.</itunes:summary><itunes:subtitle /><itunes:episodeType>trailer</itunes:episodeType><itunes:duration>121</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230427153241-907b_SpecialSeries_HowGenerativeAIChangesEverything.mp3?ae=true" length="2001557" type="audio/mpeg" /> </item> <item><title>Reid Hoffman on Building AI and Other Tech More Responsibly</title><link>https://hbr.org/podcast/2023/04/reid-hoffman-on-building-ai-and-other-tech-more-responsibly</link><description>As a founding board member of PayPal, cofounder of LinkedIn, and a partner at Silicon Valley VC firm Greylock, Reid Hoffman has long been at the forefront of the U.S. tech industry, from the early days of social media to the launch of new artificial intelligence tools like ChatGPT. He acknowledges that technologists are often better at seeing the benefits of their products and services than they are at predicting the problems they might create. But he says that he and his peers are working harder than ever to understand and monitor the downstream effects of technological advancements and to minimize risks by adapting as they go. He speaks about the future of A.I., what he looks for in entrepreneurs, and his hopes for the future. Hoffman is the host of the podcast Masters of Scale as well as the new show Possible.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0907</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 25 Apr 2023 08:00:35 -0500</pubDate><itunes:title>Reid Hoffman on Building AI and Other Tech More Responsibly</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>As a founding board member of PayPal, cofounder of LinkedIn, and a partner at Silicon Valley VC firm Greylock, Reid Hoffman has long been at the forefront of the U.S. tech industry, from the early days of social media to the launch of new artificial intelligence tools like ChatGPT. He acknowledges that technologists are often better at seeing the benefits of their products and services than they are at predicting the problems they might create. But he says that he and his peers are working harder than ever to understand and monitor the downstream effects of technological advancements and to minimize risks by adapting as they go. He speaks about the future of A.I., what he looks for in entrepreneurs, and his hopes for the future. Hoffman is the host of the podcast Masters of Scale as well as the new show Possible.</itunes:summary><itunes:subtitle /><itunes:episode>907</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2079</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230424141134-907_ReidHoffmanonBuildingAIandOtherTechMoreResponsibly.mp3" length="35387377" type="audio/mpeg" /> </item> <item><title>Stop Neglecting Low-Wage Workers</title><link>https://hbr.org/podcast/2023/04/stop-neglecting-low-wage-workers</link><description>Many people blame the shortage of low-wage workers on the enduring impact of the pandemic. But management professor Joseph Fuller and senior researcher Manjari Raman of Harvard Business School say that the real reason has been long in the making. Their studies show that companies view low-wage workers as people who will be in the job only for a short time. Instead, the researchers find that these employees are loyal and want development and a clear path to career advancement. The researchers share practical suggestions for how leaders and managers can do better in hiring, development, and mentoring. Fuller and Raman wrote the HBR article "The High Cost of Neglecting Low-Wage Workers."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0906</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 18 Apr 2023 08:00:15 -0500</pubDate><itunes:title>Stop Neglecting Low-Wage Workers</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Many people blame the shortage of low-wage workers on the enduring impact of the pandemic. But management professor Joseph Fuller and senior researcher Manjari Raman of Harvard Business School say that the real reason has been long in the making. Their studies show that companies view low-wage workers as people who will be in the job only for a short time. Instead, the researchers find that these employees are loyal and want development and a clear path to career advancement. The researchers share practical suggestions for how leaders and managers can do better in hiring, development, and mentoring. Fuller and Raman wrote the HBR article "The High Cost of Neglecting Low-Wage Workers."</itunes:summary><itunes:subtitle /><itunes:episode>906</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1572</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230417123205-906_StopNeglectingLow-WageWorkers.mp3" length="28555357" type="audio/mpeg" /> </item> <item><title>How Managing Your Anxiety Can Make You a Better Leader</title><link>https://hbr.org/podcast/2023/04/how-managing-your-anxiety-can-make-you-a-better-leader</link><description>The business world has increasingly begun to recognize the importance of mental health, but we still have a long way to go in openly acknowledging our challenges with it. Writer, entrepreneur, and podcast host Morra Aarons-Mele says that when we take the time and energy to better understand and talk about our own issues, we can actually harness the learnings to become better managers and colleagues. She says that there are a number of ways to stop anxiety from spiraling and instead use it for good. She also has recommendations for organizations trying to enhance the mental health of their workforces. Morra Aarons-Mele is the article "How High Achievers Overcome Their Anxiety" and the book The Anxious Achiever: Turn Your Biggest Fears into Your Leadership Superpower.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0905</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 11 Apr 2023 08:00:16 -0500</pubDate><itunes:title>How Managing Your Anxiety Can Make You a Better Leader</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The business world has increasingly begun to recognize the importance of mental health, but we still have a long way to go in openly acknowledging our challenges with it. Writer, entrepreneur, and podcast host Morra Aarons-Mele says that when we take the time and energy to better understand and talk about our own issues, we can actually harness the learnings to become better managers and colleagues. She says that there are a number of ways to stop anxiety from spiraling and instead use it for good. She also has recommendations for organizations trying to enhance the mental health of their workforces. Morra Aarons-Mele is the article "How High Achievers Overcome Their Anxiety" and the book The Anxious Achiever: Turn Your Biggest Fears into Your Leadership Superpower.</itunes:summary><itunes:subtitle /><itunes:episode>905</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1755</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230407172112-905_HowManagingYourAnxietyCanMakeYouaBetterLeader.mp3" length="30548071" type="audio/mpeg" /> </item> <item><title>A Forensic Accountant on How Companies Can Avoid Fraud and Scandal</title><link>https://hbr.org/podcast/2023/04/a-forensic-accountant-on-how-companies-can-avoid-fraud-and-scandal</link><description>From Theranos to Enron, we can't get enough of corporate scandals. We also can't get enough of the intriguing people who perpetrate them. But instigators of fraud are not all Disneyesque villains chasing money and power at any cost, says DePaul University accounting professor Kelly Richmond Pope. She studies white-collar crime and finds that besides intentional perpetrators, there are also accidental and righteous ones. And she shares real stories of these long-overlooked employees and explains exactly which behaviors and incentives should raise red flags for managers and leaders. Pope is the author of the new book Fool Me Once: Scams, Stories, and Secrets from the Trillion-Dollar Fraud Industry.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0904</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 04 Apr 2023 09:00:15 -0500</pubDate><itunes:title>A Forensic Accountant on How Companies Can Avoid Fraud and Scandal</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>From Theranos to Enron, we can't get enough of corporate scandals. We also can't get enough of the intriguing people who perpetrate them. But instigators of fraud are not all Disneyesque villains chasing money and power at any cost, says DePaul University accounting professor Kelly Richmond Pope. She studies white-collar crime and finds that besides intentional perpetrators, there are also accidental and righteous ones. And she shares real stories of these long-overlooked employees and explains exactly which behaviors and incentives should raise red flags for managers and leaders. Pope is the author of the new book Fool Me Once: Scams, Stories, and Secrets from the Trillion-Dollar Fraud Industry.</itunes:summary><itunes:subtitle /><itunes:episode>904</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1495</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230403113144-904_AForensicAccountantonHowCompaniesCanAvoidFraudandScandal.mp3" length="27270028" type="audio/mpeg" /> </item> <item><title>X’s Astro Teller on Managing Moonshot Innovation</title><link>https://hbr.org/podcast/2023/03/xs-astro-teller-on-managing-moonshot-innovation</link><description>How do you solve the world's toughest problems? Or find the next big thing in tech? Lots of organizations fail to explore and take big bets on new ideas because they can't tolerate the mess of experimentation and the fear of failure. At X, Alphabet's dedicated innovation factory, they don't have that problem, and Astro Teller, Captain of Moonshots at X, can explain why. Undertaking projects on everything from rural communication to ocean health to machine learning, he and his teams operate with different creative mindsets and decision-making principles than many of us. He spoke with host Alison Beard at HBR at 100: Future of Business live virtual conference.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0903</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 28 Mar 2023 09:00:04 -0500</pubDate><itunes:title>X's Astro Teller on Managing Moonshot Innovation</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>How do you solve the world's toughest problems? Or find the next big thing in tech? Lots of organizations fail to explore and take big bets on new ideas because they can't tolerate the mess of experimentation and the fear of failure. At X, Alphabet's dedicated innovation factory, they don't have that problem, and Astro Teller, Captain of Moonshots at X, can explain why. Undertaking projects on everything from rural communication to ocean health to machine learning, he and his teams operate with different creative mindsets and decision-making principles than many of us. He spoke with host Alison Beard at HBR at 100: Future of Business live virtual conference.</itunes:summary><itunes:subtitle /><itunes:episode>903</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1700</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230327141628-903_XsAstroTelleronManagingMoonshotInnovation.mp3" length="28930145" type="audio/mpeg" /> </item> <item><title>Brain Tech Is Getting Really Good. Here’s What Managers Need to Know</title><link>https://hbr.org/podcast/2023/03/brain-tech-is-getting-really-good-heres-what-managers-need-to-know</link><description>What seemed like science fiction for decades is now a reality: companies are selling wearable tech and monitoring devices that can sense people’s brain activity. Neurotechnology opens incredible opportunities for new products and safer workplaces. It also raises huge red flags for privacy and ethics. And managers and organizational leaders are on the front lines of these dilemmas, says Duke University School of Law professor Nita Farahany. She explains the commercial products based on neurotechnology, the impact on workers and organizations, and the need for regulations and corporate policies. Farahany wrote the book The Battle for Your Brain: Defending the Right to Think Freely in the Age of Neurotechnology.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0902</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 21 Mar 2023 09:00:40 -0500</pubDate><itunes:title>Brain Tech Is Getting Really Good. Here's What Managers Need to Know</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>What seemed like science fiction for decades is now a reality: companies are selling wearable tech and monitoring devices that can sense people’s brain activity. Neurotechnology opens incredible opportunities for new products and safer workplaces. It also raises huge red flags for privacy and ethics. And managers and organizational leaders are on the front lines of these dilemmas, says Duke University School of Law professor Nita Farahany. She explains the commercial products based on neurotechnology, the impact on workers and organizations, and the need for regulations and corporate policies. Farahany wrote the book The Battle for Your Brain: Defending the Right to Think Freely in the Age of Neurotechnology.</itunes:summary><itunes:subtitle /><itunes:episode>902</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1716</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230320111212-902_BrainTechisGettingReallyGood.HeresWhatManagersNeedtoKnow.mp3" length="29539183" type="audio/mpeg" /> </item> <item><title>Why You (and Your Company) Need to Experiment with ChatGPT Now</title><link>https://hbr.org/podcast/2023/03/why-you-and-your-company-need-to-experiment-with-chatgpt-now</link><description>The online application ChatGPT and its integration into Microsoft search engines have put generative artificial intelligence technology in the hands of millions of people. Early adopters are using them in their daily jobs, and preliminary academic studies show big boosts in productivity. Managers can’t sit on the sidelines, says Ethan Mollick, an associate professor of management at The Wharton School of the University of Pennsylvania. He argues that companies urgently need to experiment with ChatGPT and eventually develop policies for it. He explains the breakthrough, some promising uses, open questions, and what the technology could mean for workers, companies, and the broader economy. Mollick wrote the HBR article "ChatGPT Is a Tipping Point for AI."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0901</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 14 Mar 2023 09:00:41 -0500</pubDate><itunes:title>Why You (and Your Company) Need to Experiment with ChatGPT Now</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The online application ChatGPT and its integration into Microsoft search engines have put generative artificial intelligence technology in the hands of millions of people. Early adopters are using them in their daily jobs, and preliminary academic studies show big boosts in productivity. Managers can’t sit on the sidelines, says Ethan Mollick, an associate professor of management at The Wharton School of the University of Pennsylvania. He argues that companies urgently need to experiment with ChatGPT and eventually develop policies for it. He explains the breakthrough, some promising uses, open questions, and what the technology could mean for workers, companies, and the broader economy. Mollick wrote the HBR article "ChatGPT Is a Tipping Point for AI."</itunes:summary><itunes:subtitle /><itunes:episode>901</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1419</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230313110042-901_WhyYouandYourCompanyNeedtoExperimentwithChatGPTNow.mp3" length="25859829" type="audio/mpeg" /> </item> <item><title>IBM’s Ginni Rometty on Skill-Building and Success</title><link>https://hbr.org/podcast/2023/03/ibms-ginni-rometty-on-skill-building-and-success</link><description>For years, employers have used university degrees as a major requirement for hiring. But, for many jobs, success depends more on skills -- and the ability to adapt and learn -- than on piece-of-paper credentials. Ginni Rometty, former chairman and CEO of IBM, realized this early on -- first by watching her mother and other female relatives support their families and later by seeing what it took to rise to the top in her own career. At the helm of IBM from 2012 to 2020, she pushed the company to adopt skills-first recruitment and development practices, and now she's encouraging other organizations to do the same through her work at the non-profit OneTen. Rometty is coauthor of the HBR article “The New-Collar Workforce,” and the book Good Power: Leading Positive Change in Our Lives, Work, and World.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0900</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 07 Mar 2023 09:00:25 -0500</pubDate><itunes:title>IBM's Ginni Rometty on Skill-Building and Success</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>For years, employers have used university degrees as a major requirement for hiring. But, for many jobs, success depends more on skills -- and the ability to adapt and learn -- than on piece-of-paper credentials. Ginni Rometty, former chairman and CEO of IBM, realized this early on -- first by watching her mother and other female relatives support their families and later by seeing what it took to rise to the top in her own career. At the helm of IBM from 2012 to 2020, she pushed the company to adopt skills-first recruitment and development practices, and now she's encouraging other organizations to do the same through her work at the non-profit OneTen. Rometty is coauthor of the HBR article “The New-Collar Workforce,” and the book Good Power: Leading Positive Change in Our Lives, Work, and World.</itunes:summary><itunes:subtitle /><itunes:episode>900</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1804</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230306135205-900_IBMsGinniRomettyonSkill-BuildingandSuccess.mp3" length="30175248" type="audio/mpeg" /> </item> <item><title>The Ins and Outs of the Influencer Industry</title><link>https://hbr.org/podcast/2023/02/the-ins-and-outs-of-the-influencer-industry</link><description>Online influencers are an increasingly important way for companies to find new customers and drive sales. Whether you're a marketer who wants to more effectively use social media or a consumer targeted by influencer content - in good ways and bad - you'll benefit from better understanding how the industry works. Emily Hund, researcher at the University of Pennsylvania, explains that it was born from not only increased connectivity but also Great Recession job cuts which forced people in creative fields to innovate. She argues that these are entrepreneurs who now have an impact on many different sectors of the economy and offers advice for both them and the brands wanting to develop better influencer marketing strategies. Hund is the author of the book The Influencer Industry: The Quest for Authenticity on Social Media.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0899</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 28 Feb 2023 09:00:26 -0500</pubDate><itunes:title>The Ins and Outs of the Influencer Industry</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Online influencers are an increasingly important way for companies to find new customers and drive sales. Whether you're a marketer who wants to more effectively use social media or a consumer targeted by influencer content - in good ways and bad - you'll benefit from better understanding how the industry works. Emily Hund, researcher at the University of Pennsylvania, explains that it was born from not only increased connectivity but also Great Recession job cuts which forced people in creative fields to innovate. She argues that these are entrepreneurs who now have an impact on many different sectors of the economy and offers advice for both them and the brands wanting to develop better influencer marketing strategies. Hund is the author of the book The Influencer Industry: The Quest for Authenticity on Social Media.</itunes:summary><itunes:subtitle /><itunes:episode>899</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1845</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230227121341-899_TheInsandOutsoftheInfluencerIndustry.mp3" length="32292622" type="audio/mpeg" /> </item> <item><title>Why Leaders Should Rethink Their Decision-Making Process</title><link>https://hbr.org/podcast/2023/02/why-leaders-should-rethink-their-decision-making-process</link><description>Many people believe that leaders instinctively make the best decisions based on past experience, almost like muscle memory. But Carol Kauffman, assistant professor at Harvard Medical School and the founder of the Institute of Coaching, says falling back on automatic patterns of behavior is often wrong—especially in a crisis or high-stakes choices. Instead, she explains a framework of stepping back, evaluating options, and choosing the tactics that work best in each situation. Kauffman is a coauthor, along with View Advisors founder David Noble, of the HBR article "The Power of Options" and the book Real-Time Leadership: Find Your Winning Moves When the Stakes Are High.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0898</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 21 Feb 2023 09:00:50 -0500</pubDate><itunes:title>Why Leaders Should Rethink Their Decision-Making Process</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Many people believe that leaders instinctively make the best decisions based on past experience, almost like muscle memory. But Carol Kauffman, assistant professor at Harvard Medical School and the founder of the Institute of Coaching, says falling back on automatic patterns of behavior is often wrong—especially in a crisis or high-stakes choices. Instead, she explains a framework of stepping back, evaluating options, and choosing the tactics that work best in each situation. Kauffman is a coauthor, along with View Advisors founder David Noble, of the HBR article "The Power of Options" and the book Real-Time Leadership: Find Your Winning Moves When the Stakes Are High.</itunes:summary><itunes:subtitle /><itunes:episode>898</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1597</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230217120706-898_WhyLeadersShouldRethinkTheirDecision-MakingProcess.mp3" length="28245967" type="audio/mpeg" /> </item> <item><title>The Subtle Art of Disagreeing with Your Boss</title><link>https://hbr.org/podcast/2023/02/the-subtle-art-of-disagreeing-with-your-boss</link><description>Whether you're someone who enjoys ruffling feathers or the type of person who'd like to challenge the status quo but shies away, you'll benefit from understanding the best, research--backed ways to practice disagreement - even insubordination - while holding onto others' respect at work. Todd Kashdan is a psychology professor at George Mason University and the author of the book The Art of Insubordination: How to Dissent and Defy Effectively. He explains how contrarians, and those with ideas that run counter to the mainstream, can pick their battles, articulate their arguments, and gain allies along the way.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0897</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 14 Feb 2023 09:00:59 -0500</pubDate><itunes:title>The Subtle Art of Disagreeing with Your Boss</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Whether you're someone who enjoys ruffling feathers or the type of person who'd like to challenge the status quo but shies away, you'll benefit from understanding the best, research--backed ways to practice disagreement - even insubordination - while holding onto others' respect at work. Todd Kashdan is a psychology professor at George Mason University and the author of the book The Art of Insubordination: How to Dissent and Defy Effectively. He explains how contrarians, and those with ideas that run counter to the mainstream, can pick their battles, articulate their arguments, and gain allies along the way.</itunes:summary><itunes:subtitle /><itunes:episode>897</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1570</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230210163431-897_TheSubtleArtofDisagreeingwithYourBoss.mp3" length="28607876" type="audio/mpeg" /> </item> <item><title>Why Many Companies Get Layoffs Wrong</title><link>https://hbr.org/podcast/2023/02/why-many-companies-get-layoffs-wrong</link><description>From Microsoft to Google to Meta, many of the world's biggest tech companies have been announcing layoffs recently. Their explanation is usually that they overhired and need to cut costs. But Harvard Business School professor Sandra Sucher, who has been studying layoffs for years, says companies often underestimate the downsides. Layoffs don’t just come with bad publicity, she explains. They also lead to loss of institutional knowledge, weakened engagement, higher turnover, and lower innovation as remaining employees fear risk-taking. And she says it can take years for companies to catch up. Sucher is a coauthor of the HBR article "What Companies Still Get Wrong About Layoffs."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0896</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 07 Feb 2023 09:00:20 -0500</pubDate><itunes:title>Why Many Companies Get Layoffs Wrong</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>From Microsoft to Google to Meta, many of the world's biggest tech companies have been announcing layoffs recently. Their explanation is usually that they overhired and need to cut costs. But Harvard Business School professor Sandra Sucher, who has been studying layoffs for years, says companies often underestimate the downsides. Layoffs don’t just come with bad publicity, she explains. They also lead to loss of institutional knowledge, weakened engagement, higher turnover, and lower innovation as remaining employees fear risk-taking. And she says it can take years for companies to catch up. Sucher is a coauthor of the HBR article "What Companies Still Get Wrong About Layoffs."</itunes:summary><itunes:subtitle /><itunes:episode>896</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1747</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230206141810-896_WhyManyCompaniesGetLayoffsWrong.mp3" length="30912512" type="audio/mpeg" /> </item> <item><title>A Deeper Understanding of Creativity at Work</title><link>https://hbr.org/podcast/2023/01/a-deeper-understanding-of-creativity-at-work</link><description>We all know that creativity is the backbone of innovation and, ultimately, business success. But we don't always think deeply about how creative people get their ideas and the steps we might take to do the same. Gabriella Rosen Kellerman, a physician and chief product and chief innovation officer at BetterUp, and Martin Seligman, a professor of psychology at the University of Pennsylvania, say there are four types of creativity -- integration, splitting, figure-ground reversal, and distal thinking -- and explain how each shows up at work. Amid startling advances in artificial intelligence, people who hone these skills will set themselves apart. Kellerman and Seligman are the authors of the HBR article “Cultivating the Four Kinds of Creativity” and the book Tomorrowmind.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0895</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 31 Jan 2023 09:00:37 -0500</pubDate><itunes:title>A Deeper Understanding of Creativity at Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>We all know that creativity is the backbone of innovation and, ultimately, business success. But we don't always think deeply about how creative people get their ideas and the steps we might take to do the same. Gabriella Rosen Kellerman, a physician and chief product and chief innovation officer at BetterUp, and Martin Seligman, a professor of psychology at the University of Pennsylvania, say there are four types of creativity -- integration, splitting, figure-ground reversal, and distal thinking -- and explain how each shows up at work. Amid startling advances in artificial intelligence, people who hone these skills will set themselves apart. Kellerman and Seligman are the authors of the HBR article “Cultivating the Four Kinds of Creativity” and the book Tomorrowmind.</itunes:summary><itunes:subtitle /><itunes:episode>895</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1791</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230130115509-895_ADeeperUnderstandingofCreativityatWork.mp3" length="30647954" type="audio/mpeg" /> </item> <item><title>Guy Raz on What Great Business Leaders Have in Common</title><link>https://hbr.org/podcast/2023/01/guy-raz-on-what-great-business-leaders-have-in-common</link><description>By hosting the podcasts How I Built This and Wisdom from the Top, Guy Raz has won an inside look at how visionary leaders build their own careers and incredible companies. While many leaders have unique qualities that help them succeed, he has identified three behaviors that consistently rise to the surface. These leaders create a culture of collaboration. They encourage risk-taking. And they allow for failure. Raz shares stories of leaders of everything from Starbucks to Proctor & Gamble.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0894</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 24 Jan 2023 09:00:02 -0500</pubDate><itunes:title>Guy Raz on What Great Business Leaders Have in Common</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>By hosting the podcasts How I Built This and Wisdom from the Top, Guy Raz has won an inside look at how visionary leaders build their own careers and incredible companies. While many leaders have unique qualities that help them succeed, he has identified three behaviors that consistently rise to the surface. These leaders create a culture of collaboration. They encourage risk-taking. And they allow for failure. Raz shares stories of leaders of everything from Starbucks to Proctor & Gamble.</itunes:summary><itunes:subtitle /><itunes:episode>894</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1629</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230123150817-894_GuyRazonWhatGreatBusinessLeadersHaveinCommon.mp3" length="29086048" type="audio/mpeg" /> </item> <item><title>Money, Flexibility, Development? Figuring Out What Employees Really Value</title><link>https://hbr.org/podcast/2023/01/money-flexibility-development-figuring-out-what-employees-really-value</link><description>Even in a slowing economy, the battle to attract and retain talent persists. But employers need to look beyond what people are currently demanding — whether it’s higher salaries, more stock options or the flexibility to work from home. Studies show that, over the long term, employees also find value in aspects of work that they overlook in the short term, such as community and opportunities for growth. Professor Amy Edmondson and INSEAD associate professor Mark Mortensen offer up strategies for a holistic talent acquisition and retention strategy that incorporates more lasting benefits, even if workers aren't asking for them right now. Edmondson and Mortensen are the authors of the HBR article "Rethink Your Employee Value Proposition."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0893</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 17 Jan 2023 09:00:00 -0500</pubDate><itunes:title>Money, Flexibility, Development? Figuring Out What Employees Really Value</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Even in a slowing economy, the battle to attract and retain talent persists. But employers need to look beyond what people are currently demanding — whether it’s higher salaries, more stock options or the flexibility to work from home. Studies show that, over the long term, employees also find value in aspects of work that they overlook in the short term, such as community and opportunities for growth. Professor Amy Edmondson and INSEAD associate professor Mark Mortensen offer up strategies for a holistic talent acquisition and retention strategy that incorporates more lasting benefits, even if workers aren't asking for them right now. Edmondson and Mortensen are the authors of the HBR article "Rethink Your Employee Value Proposition."</itunes:summary><itunes:subtitle /><itunes:episode>893</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1682</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230113170959-893_MoneyFlexibilityDevelopment_FiguringOutWhatEmployeesReallyValue.mp3" length="29028807" type="audio/mpeg" /> </item> <item><title>Work Insights from the World’s Longest Happiness Study</title><link>https://hbr.org/podcast/2023/01/work-insights-from-the-worlds-longest-happiness-study</link><description>It's the start of a fresh year, and optimism is in the air. But if you want happiness to extend far beyond your New Year's resolution, Robert Waldinger says you can take some inspiration from the longest-running study of happiness out there. He’s a psychiatrist who runs the Harvard Study of Adult Development. The longitudinal research has followed individuals and their families for nine decades. He shares what makes people happiest in the long run and how their work factors into that. Waldinger is the author of the new book "The Good Life: Lessons from the World’s Longest Scientific Study of Happiness."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0892</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 10 Jan 2023 09:00:58 -0500</pubDate><itunes:title>Work Insights from the World's Longest Happiness Study</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>It's the start of a fresh year, and optimism is in the air. But if you want happiness to extend far beyond your New Year's resolution, Robert Waldinger says you can take some inspiration from the longest-running study of happiness out there. He’s a psychiatrist who runs the Harvard Study of Adult Development. The longitudinal research has followed individuals and their families for nine decades. He shares what makes people happiest in the long run and how their work factors into that. Waldinger is the author of the new book "The Good Life: Lessons from the World’s Longest Scientific Study of Happiness."</itunes:summary><itunes:subtitle /><itunes:episode>892</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1519</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230109095704-892_WorkInsightsfromtheWorldsLongestHappinessStudy.mp3" length="26425321" type="audio/mpeg" /> </item> <item><title>Best of IdeaCast 2022</title><link>https://hbr.org/podcast/2023/01/best-of-ideacast-2022</link><description>From incivility for frontline workers to struggles with hybrid work to actual progress made since the murder of George Floyd, HBR IdeaCast spent 2022 sharing impactful management research and exploring the social and business trends that affect workers and leaders. Join hosts Alison Beard and Curt Nickisch as they listen in on some of their favorite interviews of the year. They share what made these conversations so memorable and insightful and why they’re still worth a listen—or a re-listen—in 2023. Alison’s and Curt’s Picks: The Positives—and Perils—of Storytelling Let’s Protect Our Frontline Workers from Rude Customers Fighting Bias and Inequality at the Team Level Sad, Mad, Anxious? How to Work Through Your ‘Big Feelings’ NASA’s Science Head on Leading Space Missions with Risk of Spectacular Failure Advice from the CEO of an All-Remote Company</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0891</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 03 Jan 2023 12:23:12 -0500</pubDate><itunes:title>Best of IdeaCast 2022</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>From incivility for frontline workers to struggles with hybrid work to actual progress made since the murder of George Floyd, HBR IdeaCast spent 2022 sharing impactful management research and exploring the social and business trends that affect workers and leaders. Join hosts Alison Beard and Curt Nickisch as they listen in on some of their favorite interviews of the year. They share what made these conversations so memorable and insightful and why they’re still worth a listen—or a re-listen—in 2023. Alison’s and Curt’s Picks: The Positives—and Perils—of Storytelling Let’s Protect Our Frontline Workers from Rude Customers Fighting Bias and Inequality at the Team Level Sad, Mad, Anxious? How to Work Through Your ‘Big Feelings’ NASA’s Science Head on Leading Space Missions with Risk of Spectacular Failure Advice from the CEO of an All-Remote Company</itunes:summary><itunes:subtitle /><itunes:episode>891</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1520</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20230103085858-891_BestofIdeaCast2022.mp3" length="25072454" type="audio/mpeg" /> </item> <item><title>LinkedIn’s CEO on Hiring Strategies and the Skills That Matter Most (from The New World of Work)</title><link>https://hbr.org/podcast/2022/12/linkedins-ceo-on-hiring-strategies-and-the-skills-that-matter-most-from-the-new-world-of-work</link><description>In The New World of Work video series, host and HBR Editor in Chief Adi Ignatius explores how top-tier executives see the future and how their companies are trying to set themselves up for success. Each week, he interviews a top leader live on LinkedIn, and in this special IdeaCast episode, he speaks with LinkedIn CEO Ryan Roslansky on how his company adapted during the pandemic (and after) and how he approaches growth, talent management, and more. You can browse previous episodes of The New World of Work on the HBR YouTube channel and follow HBR on LinkedIn to stay up-to-date on future live interviews. Ignatius also shares an inside look at these conversations —and solicits questions for future discussions — in a newsletter just for HBR subscribers. If you’re a subscriber, you can sign up here.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0890</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 27 Dec 2022 09:00:37 -0500</pubDate><itunes:title>LinkedIn’s CEO on Hiring Strategies and the Skills That Matter Most (from The New World of Work)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>In The New World of Work video series, host and HBR Editor in Chief Adi Ignatius explores how top-tier executives see the future and how their companies are trying to set themselves up for success. Each week, he interviews a top leader live on LinkedIn, and in this special IdeaCast episode, he speaks with LinkedIn CEO Ryan Roslansky on how his company adapted during the pandemic (and after) and how he approaches growth, talent management, and more. You can browse previous episodes of The New World of Work on the HBR YouTube channel and follow HBR on LinkedIn to stay up-to-date on future live interviews. Ignatius also shares an inside look at these conversations —and solicits questions for future discussions — in a newsletter just for HBR subscribers. If you’re a subscriber, you can sign up here.</itunes:summary><itunes:subtitle /><itunes:episode>890</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1789</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20221226163207-890_LinkedIn_sCEOonHiringStrategiesandtheSkillsThatMatterMostfromTheNewWorldofWork.mp3" length="30054609" type="audio/mpeg" /> </item> <item><title>Ron Howard on Collaborative Leadership and Career Longevity</title><link>https://hbr.org/podcast/2022/12/ron-howard-on-collaborative-leadership-and-career-longevity</link><description>For decades, actor-producer-director Ron Howard has made popular and critically acclaimed movies while also maintaining a reputation for being one of the nicest guys in Hollywood. He explains how he turned early TV gigs into long-term success and why he often involves his cast and crew members in creative decisions. His latest film is Thirteen Lives.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0889</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 20 Dec 2022 09:00:24 -0500</pubDate><itunes:title>Ron Howard on Collaborative Leadership and Career Longevity</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>For decades, actor-producer-director Ron Howard has made popular and critically acclaimed movies while also maintaining a reputation for being one of the nicest guys in Hollywood. He explains how he turned early TV gigs into long-term success and why he often involves his cast and crew members in creative decisions. His latest film is Thirteen Lives.</itunes:summary><itunes:subtitle /><itunes:episode>889</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1725</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20221219171250-889_RonHowardonCollaborativeLeadershipandCareerLongevity.mp3" length="28755929" type="audio/mpeg" /> </item> <item><title>Why Some Start-Ups Fail to Scale</title><link>https://hbr.org/podcast/2022/12/why-some-start-ups-fail-to-scale</link><description>Managing rapid growth is a huge challenge for young businesses. Even start-ups with glowing reviews and skyrocketing sales can fail. That’s because new ventures and corporate initiatives alike have to sustain profitability at scale, according to Harvard Business School senior lecturer Jeffrey Rayport. He has researched some of the biggest stumbling blocks to long-lasting success and explains how to make the tricky transition out of the start-up phase successfully. With professors Davide Sola and Martin Kupp of ESCP Business School, Rayport cowrote the HBR article “The Overlooked Key to a Successful Scale-Up.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0888</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 13 Dec 2022 09:00:57 -0500</pubDate><itunes:title>Why Some Start-Ups Fail to Scale</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Managing rapid growth is a huge challenge for young businesses. Even start-ups with glowing reviews and skyrocketing sales can fail. That’s because new ventures and corporate initiatives alike have to sustain profitability at scale, according to Harvard Business School senior lecturer Jeffrey Rayport. He has researched some of the biggest stumbling blocks to long-lasting success and explains how to make the tricky transition out of the start-up phase successfully. With professors Davide Sola and Martin Kupp of ESCP Business School, Rayport cowrote the HBR article “The Overlooked Key to a Successful Scale-Up.”</itunes:summary><itunes:subtitle /><itunes:episode>888</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1573</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20221212123837-888_WhySomeStart-UpsFailtoScale.mp3" length="26805643" type="audio/mpeg" /> </item> <item><title>You’ve Made Some DEI Progress. Don’t Stop Now</title><link>https://hbr.org/podcast/2022/12/youve-made-some-dei-progress-dont-stop-now</link><description>Over the past few years, organizations around the world have invested in diversity, equity, and inclusion initiatives with varying results. But to achieve lasting change, they'll need to commit to that work for much longer, says Ella Washington, organizational psychologist and professor at Georgetown University’s McDonough School of Business. Her research shows that companies move toward DEI maturity in five stages (aware, compliant, tactical, integrated, and sustainable) and each takes time to work through. She explains why some organizations get stuck, and how to overcome those challenges. Washington is author of "The Necessary Journey: Making Real Progress on Equity and Inclusion" and the HBR article "The Five Stages of DEI Maturity."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0887</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 06 Dec 2022 09:00:19 -0500</pubDate><itunes:title>You've Made Some DEI Progress. Don't Stop Now</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Over the past few years, organizations around the world have invested in diversity, equity, and inclusion initiatives with varying results. But to achieve lasting change, they'll need to commit to that work for much longer, says Ella Washington, organizational psychologist and professor at Georgetown University’s McDonough School of Business. Her research shows that companies move toward DEI maturity in five stages (aware, compliant, tactical, integrated, and sustainable) and each takes time to work through. She explains why some organizations get stuck, and how to overcome those challenges. Washington is author of "The Necessary Journey: Making Real Progress on Equity and Inclusion" and the HBR article "The Five Stages of DEI Maturity."</itunes:summary><itunes:subtitle /><itunes:episode>887</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1782</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20221206090544-887_YouveMadeSomeDEIProgress.DontStopNow.mp3" length="30222473" type="audio/mpeg" /> </item> <item><title>The Growing “Do Good” Economy</title><link>https://hbr.org/podcast/2022/11/the-growing-do-good-economy</link><description>From corporate social responsibility to ESG to “doing well by doing good,” an increasing number of organizations are pursuing positive social impact, and it’s not just nonprofits and government agencies. But incorporating social impact into a for-profit business raises all kinds of system dilemmas, says Jacob Harold, a cofounder of the philanthropy data platform Candid and the former CEO of GuideStar. He explains a bundle of tools that can be used together to create meaningful change. Harold wrote the new book “The Toolbox: Strategies for Crafting Social Impact.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0886</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 29 Nov 2022 09:00:05 -0500</pubDate><itunes:title>The Growing "Do Good" Economy</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>From corporate social responsibility to ESG to “doing well by doing good,” an increasing number of organizations are pursuing positive social impact, and it’s not just nonprofits and government agencies. But incorporating social impact into a for-profit business raises all kinds of system dilemmas, says Jacob Harold, a cofounder of the philanthropy data platform Candid and the former CEO of GuideStar. He explains a bundle of tools that can be used together to create meaningful change. Harold wrote the new book “The Toolbox: Strategies for Crafting Social Impact.”</itunes:summary><itunes:subtitle /><itunes:episode>886</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1529</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20221128125104-886_TheGrowing_DoGood_Economy.mp3" length="26084661" type="audio/mpeg" /> </item> <item><title>Let’s Protect Our Frontline Workers from Rude Customers</title><link>https://hbr.org/podcast/2022/11/lets-protect-our-frontline-workers-from-rude-customers</link><description>From videos of drunk and disorderly airline passengers to stories of hospital visitors angrily refusing to wear masks, customer-facing work seems to have gotten a lot more difficult – even dangerous -- over the past few years. It's important that organizations understand the experience of frontline workers now, and help to better protect their employees, says Christine Porath, professor of management at Georgetown University. She's studied incivility for 20 years, and has spoken to workers in many industries in the last few years about what it's like working with customers today - with stress, anger, and incivility seemingly on the rise. And she has advice for managers and leaders. Porath is the author of the HBR Big Idea article "Frontline Work When Everyone Is Angry."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0885</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 22 Nov 2022 09:00:28 -0500</pubDate><itunes:title>Let's Protect Our Frontline Workers from Rude Customers</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>From videos of drunk and disorderly airline passengers to stories of hospital visitors angrily refusing to wear masks, customer-facing work seems to have gotten a lot more difficult – even dangerous -- over the past few years. It's important that organizations understand the experience of frontline workers now, and help to better protect their employees, says Christine Porath, professor of management at Georgetown University. She's studied incivility for 20 years, and has spoken to workers in many industries in the last few years about what it's like working with customers today - with stress, anger, and incivility seemingly on the rise. And she has advice for managers and leaders. Porath is the author of the HBR Big Idea article "Frontline Work When Everyone Is Angry."</itunes:summary><itunes:subtitle /><itunes:episode>885</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1549</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20221121113540-885_LetsProtectOurFrontlineWorkersfromRudeCustomers.mp3" length="27331459" type="audio/mpeg" /> </item> <item><title>What We Still Misunderstand About Mentorship and Sponsorship</title><link>https://hbr.org/podcast/2022/11/what-we-still-misunderstand-about-mentorship-and-sponsorship</link><description>Companies offer sponsorship programs to help a more diverse group of high performers and future leaders advance. But the efforts can often misfire. Herminia Ibarra, professor at London Business School, says that’s because these arranged developmental relationships can lack authenticity and meaningful paths for action. She explains the key distinctions of mentorship and sponsorship and recommends that companies focus on two vital qualities: public advocacy and relational authenticity. Ibarra wrote the HBR article “How to Do Sponsorship Right.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0884</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 15 Nov 2022 09:00:27 -0500</pubDate><itunes:title>What We Still Misunderstand About Mentorship and Sponsorship</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Companies offer sponsorship programs to help a more diverse group of high performers and future leaders advance. But the efforts can often misfire. Herminia Ibarra, professor at London Business School, says that’s because these arranged developmental relationships can lack authenticity and meaningful paths for action. She explains the key distinctions of mentorship and sponsorship and recommends that companies focus on two vital qualities: public advocacy and relational authenticity. Ibarra wrote the HBR article “How to Do Sponsorship Right.”</itunes:summary><itunes:subtitle /><itunes:episode>884</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1662</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20221114123313-884_WeStillMisunderstandAboutMentorshipandSponsorship.mp3" length="28478341" type="audio/mpeg" /> </item> <item><title>Grit Is Good. But Quitting Can Be, Too.</title><link>https://hbr.org/podcast/2022/11/grit-is-good-but-quitting-can-be-too</link><description>From politics to sports to business, we tend to glorify those who persevere, show grit, never give up. But former professional poker player and consultant Annie Duke argues that there is also great value in quitting — whether it’s a project, job, career, or company. She walks us through the biases that keep us stuck in the status quo even when other paths would be more fruitful and explains how to make better decisions. Duke is the author of "Quit: The Power of Knowing When to Walk Away.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0883</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 08 Nov 2022 09:00:36 -0500</pubDate><itunes:title>Grit Is Good. But Quitting Can Be, Too.</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>From politics to sports to business, we tend to glorify those who persevere, show grit, never give up. But former professional poker player and consultant Annie Duke argues that there is also great value in quitting — whether it’s a project, job, career, or company. She walks us through the biases that keep us stuck in the status quo even when other paths would be more fruitful and explains how to make better decisions. Duke is the author of "Quit: The Power of Knowing When to Walk Away.”</itunes:summary><itunes:subtitle /><itunes:episode>883</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1722</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20221107123448-883_GritIsGood.ButQuittingCanBeToo..mp3" length="29246950" type="audio/mpeg" /> <content:encoded><![CDATA[From politics to sports to business, we tend to glorify those who persevere, show grit, never give up. But former professional poker player and consultant Annie Duke argues that there is also great value in quitting — whether it’s a project, job, career, or company. She walks us through the biases that keep us stuck in the status quo even when other paths would be more fruitful and explains how to make better decisions. Duke is the author of <a href="https://www.amazon.com/Quit-Power-Knowing-When-Walk/dp/0593422996/">Quit: The Power of Knowing When to Walk Away.</a> ]]></content:encoded></item> <item><title>How Women (and Everyone) Can Form Deeper Bonds to Fight Bias at Work</title><link>https://hbr.org/podcast/2022/11/how-women-and-everyone-can-form-deeper-bonds-to-fight-bias-at-work</link><description>The number of women—especially women of color—in leadership ranks at the world’s largest companies remains desperately small. Tina Opie, associate professor of management at Babson College, offers a new practice for women to lift each other up and fight systemic bias in the workplace, something she calls “shared sisterhood.” The idea is to be more honest with each other, forming truer bonds. That involves listening, understanding yourself, and a willingness to take risks. With University of Iowa management professor Beth Livingston, Opie wrote the new book “Shared Sisterhood: How to Take Collective Action for Racial and Gender Equity at Work.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0882</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 01 Nov 2022 09:00:04 -0500</pubDate><itunes:title>How Women (and Everyone) Can Form Deeper Bonds to Fight Bias at Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The number of women—especially women of color—in leadership ranks at the world’s largest companies remains desperately small. Tina Opie, associate professor of management at Babson College, offers a new practice for women to lift each other up and fight systemic bias in the workplace, something she calls “shared sisterhood.” The idea is to be more honest with each other, forming truer bonds. That involves listening, understanding yourself, and a willingness to take risks. With University of Iowa management professor Beth Livingston, Opie wrote the new book “Shared Sisterhood: How to Take Collective Action for Racial and Gender Equity at Work.”</itunes:summary><itunes:subtitle /><itunes:episode>882</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1689</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20221031113146-882_HowWomenandEveryoneCanFormDeeperBondstoFightBiasatWork.mp3" length="28285257" type="audio/mpeg" /> </item> <item><title>4 Business Ideas That Changed the World: Emotional Intelligence</title><link>https://hbr.org/podcast/2022/10/4-business-ideas-that-changed-the-world-emotional-intelligence</link><description>In the early 1990s, publishers told science journalist Daniel Goleman not to use the word “emotion” in a business book. The popular conception was that emotions had little role in the workplace. When HBR was founded in October 1922, the practice of management focused on workers’ physical productivity, not their feelings. And while over the decades psychologists studied “social intelligence” and “emotional strength,” businesses cultivated the so-called hard skills that drove the bottom line. Until 1990, when psychologists Peter Salovey and John Mayer published their landmark journal article. It proposed “emotional intelligence” as the ability to identify and manage one's own emotions as well as those of others. Daniel Goleman popularized the idea in his 1995 book, and companies came to hire for “EI” and teach it. It’s now widely seen as a key ingredient in engaged teams, empathetic leadership, and inclusive organizations. However, critics question whether emotional intelligence operates can be meaningfully measured and contend that it acts as a catchall term for personality traits and values. 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, shareholder value, and scientific management. Discussing emotional intelligence with HBR executive editor Alison Beard are: Daniel Goleman, psychologist and author of Emotional Intelligence Susan David, psychologist at Harvard Medical School and author of Emotional Agility Andy Parks, management professor at Central Washington University Further reading: HBR: Leading by Feel, with Daniel Goleman New Yorker: The Repressive Politics of Emotional Intelligence, by Merve Emre HBR: Emotional Agility, by Susan David and Christina Congleton Book: Emotional Intelligence, by Daniel Goleman </description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0881b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 27 Oct 2022 09:00:58 -0500</pubDate><itunes:title>4 Business Ideas That Changed the World: Emotional Intelligence</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>In the early 1990s, publishers told science journalist Daniel Goleman not to use the word “emotion” in a business book. The popular conception was that emotions had little role in the workplace. When HBR was founded in October 1922, the practice of management focused on workers’ physical productivity, not their feelings. And while over the decades psychologists studied “social intelligence” and “emotional strength,” businesses cultivated the so-called hard skills that drove the bottom line. Until 1990, when psychologists Peter Salovey and John Mayer published their landmark journal article. It proposed “emotional intelligence” as the ability to identify and manage one's own emotions as well as those of others. Daniel Goleman popularized the idea in his 1995 book, and companies came to hire for “EI” and teach it. It’s now widely seen as a key ingredient in engaged teams, empathetic leadership, and inclusive organizations. However, critics question whether emotional intelligence operates can be meaningfully measured and contend that it acts as a catchall term for personality traits and values. 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, shareholder value, and scientific management. Discussing emotional intelligence with HBR executive editor Alison Beard are: Daniel Goleman, psychologist and author of Emotional Intelligence Susan David, psychologist at Harvard Medical School and author of Emotional Agility Andy Parks, management professor at Central Washington University Further reading: HBR: Leading by Feel, with Daniel Goleman New Yorker: The Repressive Politics of Emotional Intelligence, by Merve Emre HBR: Emotional Agility, by Susan David and Christina Congleton Book: Emotional Intelligence, by Daniel Goleman </itunes:summary><itunes:subtitle /><itunes:episode>881b</itunes:episode><itunes:episodeType>bonus</itunes:episodeType><itunes:duration>2720</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20221026130649-881b_4BusinessIdeasThatChangedtheWorld_EmotionalIntelligence.mp3" length="44859377" type="audio/mpeg" /> <content:encoded><![CDATA[In the early 1990s, publishers told science journalist Daniel Goleman not to use the word “emotion” in a business book. The popular conception was that emotions had little role in the workplace. When HBR was founded in October 1922, the practice of management focused on workers’ physical productivity, not their feelings. And while over the decades psychologists studied “social intelligence” and “emotional strength,” businesses cultivated the so-called hard skills that drove the bottom line. Until 1990, when psychologists Peter Salovey and John Mayer published their landmark journal article. It proposed “emotional intelligence” as the ability to identify and manage one’s own emotions as well as those of others. Daniel Goleman popularized the idea in his 1995 book, and companies came to hire for “EI” and teach it. It’s now widely seen as a key ingredient in engaged teams, empathetic leadership, and inclusive organizations. However, critics question whether emotional intelligence operates can be meaningfully measured and contend that it acts as a catchall term for personality traits and values. 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, shareholder value, and scientific management. Discussing emotional intelligence with HBR executive editor Alison Beard are: <ul> <li><a href="https://www.danielgoleman.info/">Daniel Goleman</a>, psychologist and author of Emotional Intelligence</li> <li><a href="https://www.susandavid.com/">Susan David</a>, psychologist at Harvard Medical School and author of Emotional Agility</li> <li><a href="https://www.cwu.edu/news/business-and-economics/cwu-professor-earns-distinction-kuolt-distinguished-professor-business">Andy Parks</a>, management professor at Central Washington University</li> </ul> Further reading: <ul> <li>HBR: <a href="https://hbr.org/2004/01/leading-by-feel">Leading by Feel</a>, with Daniel Goleman</li> <li>New Yorker: <a href="https://www.newyorker.com/magazine/2021/04/19/the-repressive-politics-of-emotional-intelligence">The Repressive Politics of Emotional Intelligence</a>, by Merve Emre</li> <li>HBR: <a href="https://hbr.org/2013/11/emotional-agility">Emotional Agility</a>, by Susan David and Christina Congleton</li> <li>Book: <a href="https://www.amazon.com/Emotional-Intelligence-Daniel-Goleman/dp/1526633620/">Emotional Intelligence</a>, by Daniel Goleman</li> </ul> ]]></content:encoded></item> <item><title>What Leaders Need to Know About a Looming Recession – and Other Global Threats</title><link>https://hbr.org/podcast/2022/10/what-leaders-need-to-know-about-a-looming-recession-and-other-global-threats</link><description>Nouriel Roubini, professor emeritus at NYU’s Stern School of Business, says that a confluence of trends – from skyrocketing public and private debt and bad monetary policies to demographic shifts and the rise of AI – are pushing the world toward catastrophe. He warns of those interconnected threats, but also has suggestions for how political and business leaders can prepare for and navigate through these challenges. He draws on decades of economic research as well as his experience accurately predicting, advising on, and observing responses to the 2008 global financial crisis, and he's the author of "Megathreats: Ten Dangerous Trends that Imperil our Future, and How to Survive Them.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0881</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 25 Oct 2022 09:00:08 -0500</pubDate><itunes:title>What Leaders Need to Know About a Looming Recession - and Other Global Threats</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Nouriel Roubini, professor emeritus at NYU’s Stern School of Business, says that a confluence of trends – from skyrocketing public and private debt and bad monetary policies to demographic shifts and the rise of AI – are pushing the world toward catastrophe. He warns of those interconnected threats, but also has suggestions for how political and business leaders can prepare for and navigate through these challenges. He draws on decades of economic research as well as his experience accurately predicting, advising on, and observing responses to the 2008 global financial crisis, and he's the author of "Megathreats: Ten Dangerous Trends that Imperil our Future, and How to Survive Them.”</itunes:summary><itunes:subtitle /><itunes:episode>881</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1774</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20221024132729-881_WhatLeadersNeedtoKnowAboutaLoomingRecession-andOtherGlobalThreats.mp3" length="30139375" type="audio/mpeg" /> </item> <item><title>4 Business Ideas That Changed the World: Shareholder Value</title><link>https://hbr.org/podcast/2022/10/4-business-ideas-that-changed-the-world-shareholder-value</link><description>The idea that maximizing shareholder value takes legal and practical precedence above all else first came to prominence in the 1970s. The person who arguably did the most to advance the idea was the business school professor Michael Jensen, who wrote in Harvard Business Review and elsewhere that CEOs pursue their own interests at the expense of shareholders' interests. Among other things, he argued for stock-based incentives that would neatly align CEO and shareholder interests. Shareholder primacy rapidly became business orthodoxy. It dramatically changed how and how much executives are compensated. And it arguably distorted capitalism for a generation or more. Critics have long charged that maximizing shareholder value ultimately just encourages CEOs and shareholders to feather their own nests at the expense of everything else: jobs, wages and benefits, communities, and the environment. The past few years have seen a backlash against shareholder capitalism and the rise of so-called stakeholder capitalism. After reigning supreme for half a century, is shareholder value maximization on its way out? 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, scientific management, and emotional intelligence. Discussing shareholder value with HBR editor in chief Adi Ignatius are: Lynn Paine, professor at Harvard Business School Mihir Desai, professor at Harvard Business School Carola Frydman, professor at Kellogg School of Management Further reading: HBR: CEO Incentives—It’s Not How Much You Pay, But How, by Michael C. Jensen and Kevin J. Murphy New York Times: A Friedman doctrine‐- The Social Responsibility Of Business Is to Increase Its Profits, by Milton Friedman HBR: The Error at the Heart of Corporate Leadership, by Joseph L. Bower and Lynn S. Paine U.S. Business Roundtable: Statement on the Purpose of a Corporation, 2019 </description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0880b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 20 Oct 2022 15:20:54 -0500</pubDate><itunes:title>4 Business Ideas That Changed the World: Shareholder Value</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The idea that maximizing shareholder value takes legal and practical precedence above all else first came to prominence in the 1970s. The person who arguably did the most to advance the idea was the business school professor Michael Jensen, who wrote in Harvard Business Review and elsewhere that CEOs pursue their own interests at the expense of shareholders' interests. Among other things, he argued for stock-based incentives that would neatly align CEO and shareholder interests. Shareholder primacy rapidly became business orthodoxy. It dramatically changed how and how much executives are compensated. And it arguably distorted capitalism for a generation or more. Critics have long charged that maximizing shareholder value ultimately just encourages CEOs and shareholders to feather their own nests at the expense of everything else: jobs, wages and benefits, communities, and the environment. The past few years have seen a backlash against shareholder capitalism and the rise of so-called stakeholder capitalism. After reigning supreme for half a century, is shareholder value maximization on its way out? 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, scientific management, and emotional intelligence. Discussing shareholder value with HBR editor in chief Adi Ignatius are: Lynn Paine, professor at Harvard Business School Mihir Desai, professor at Harvard Business School Carola Frydman, professor at Kellogg School of Management Further reading: HBR: CEO Incentives—It’s Not How Much You Pay, But How, by Michael C. Jensen and Kevin J. Murphy New York Times: A Friedman doctrine‐- The Social Responsibility Of Business Is to Increase Its Profits, by Milton Friedman HBR: The Error at the Heart of Corporate Leadership, by Joseph L. Bower and Lynn S. Paine U.S. Business Roundtable: Statement on the Purpose of a Corporation, 2019 </itunes:summary><itunes:subtitle /><itunes:episode>880b</itunes:episode><itunes:episodeType>bonus</itunes:episodeType><itunes:duration>2626</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20221020110700-880b_4BusinessIdeasThatChangedtheWorld_ShareholderValue.mp3" length="44570561" type="audio/mpeg" /> <content:encoded><![CDATA[The idea that maximizing shareholder value takes legal and practical precedence above all else first came to prominence in the 1970s. The person who arguably did the most to advance the idea was the business school professor Michael Jensen, who wrote in Harvard Business Review and elsewhere that CEOs pursue their own interests at the expense of shareholders’ interests. Among other things, he argued for stock-based incentives that would neatly align CEO and shareholder interests. Shareholder primacy rapidly became business orthodoxy. It dramatically changed how and how much executives are compensated. And it arguably distorted capitalism for a generation or more. Critics have long charged that maximizing shareholder value ultimately just encourages CEOs and shareholders to feather their own nests at the expense of everything else: jobs, wages and benefits, communities, and the environment. The past few years have seen a backlash against shareholder capitalism and the rise of so-called stakeholder capitalism. After reigning supreme for half a century, is shareholder value maximization on its way out? 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, scientific management, and emotional intelligence. Discussing shareholder value with HBR editor in chief Adi Ignatius are: <ul> <li><a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6526">Lynn Paine</a>, professor at Harvard Business School</li> <li><a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6585">Mihir Desai</a>, professor at Harvard Business School</li> <li><a href="https://www.kellogg.northwestern.edu/faculty/directory/frydman_carola.aspx">Carola Frydman</a>, professor at Kellogg School of Management</li> </ul> Further reading: <ul> <li>HBR: <a href="https://hbr.org/1990/05/ceo-incentives-its-not-how-much-you-pay-but-how">CEO Incentives—It’s Not How Much You Pay, But How</a>, by Michael C. Jensen and Kevin J. Murphy</li> <li>New York Times: <a href="https://www.nytimes.com/1970/09/13/archives/a-friedman-doctrine-the-social-responsibility-of-business-is-to.html">A Friedman doctrine‐- The Social Responsibility Of Business Is to Increase Its Profits</a>, by Milton Friedman</li> <li>HBR: <a href="https://hbr.org/2017/05/the-error-at-the-heart-of-corporate-leadership">The Error at the Heart of Corporate Leadership</a>, by Joseph L. Bower and Lynn S. Paine</li> <li>U.S. Business Roundtable: <a href="https://opportunity.businessroundtable.org/ourcommitment/">Statement on the Purpose of a Corporation</a>, 2019</li> </ul> ]]></content:encoded></item> <item><title>NASA’s Science Head on Leading Space Missions with Risk of Spectacular Failure</title><link>https://hbr.org/podcast/2022/10/nasas-science-head-on-leading-space-missions-with-risk-of-spectacular-failure</link><description>In 2021, the U.S. space agency NASA launched a spacecraft toward a pair of asteroids more than 11 million kilometers away. The target? The smaller of the two asteroids, just 170 meters wide. The success of the $300 million, seven-year project demanded careful coordination of scientists, engineers, and project managers across different national space agencies. It also required strong leadership from NASA's head of science, Thomas Zurbuchen. He shares his path to an executive role at NASA, his management philosophies, and how he oversees trailblazing space missions with high risk of failure.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0880</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 18 Oct 2022 09:00:44 -0500</pubDate><itunes:title>NASA’s Science Head on Leading Space Missions with Risk of Spectacular Failure</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>In 2021, the U.S. space agency NASA launched a spacecraft toward a pair of asteroids more than 11 million kilometers away. The target? The smaller of the two asteroids, just 170 meters wide. The success of the $300 million, seven-year project demanded careful coordination of scientists, engineers, and project managers across different national space agencies. It also required strong leadership from NASA's head of science, Thomas Zurbuchen. He shares his path to an executive role at NASA, his management philosophies, and how he oversees trailblazing space missions with high risk of failure.</itunes:summary><itunes:subtitle /><itunes:episode>880</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1770</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20221017125042-880_NASA_sScienceHeadonLeadingSpaceMissionswithRiskofSpectacularFailure.mp3" length="31063107" type="audio/mpeg" /> </item> <item><title>4 Business Ideas That Changed the World: Disruptive Innovation</title><link>https://hbr.org/podcast/2022/10/4-business-ideas-that-changed-the-world-disruptive-innovation</link><description>In the 1980s, Clayton Christensen cofounded a startup that took over a market niche from DuPont and Alcoa. That experience left Christensen puzzled. How could a small company with few resources beat rich incumbents? It led to his theory of disruptive innovation, introduced in the pages of Harvard Business Review in 1995 and popularized two years later in The Innovators Dilemma. The idea has inspired a generation of entrepreneurs. It has reshaped R&D strategies at countless established firms. And it has changed how investors place billions of dollars and how governments spend billions more, aiming to kickstart new industries and spark economic growth. But disruption has taken on a popular meaning well beyond what Christensen’s research describes. Some critics argue that the theory lacks evidence. Others say it glosses over the social costs of lost jobs of bankrupted companies. And debate continues over the best way to apply the idea in practice. 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as shareholder value, scientific management, and emotional intelligence. Discussing disruptive innovation with HBR editor Amy Bernstein are: Rita McGrath, professor at Columbia Business School Felix Oberholzer-Gee, professor at Harvard Business School Derek van Bever, senior lecturer at Harvard Business School Further reading: HBR: What Is Disruptive Innovation?, by Clayton M. Christensen, Michael E. Raynor, and Rory McDonald New Yorker: The Disruption Machine: What the Gospel of Innovation Gets Wrong, by Jill Lepore Business History Review: How History Shaped the Innovator’s Dilemma, by Tom Nicholas HBR: Disruptive Technologies: Catching the Wave, by Joseph L. Bower and Clayton M. Christensen </description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0879b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 13 Oct 2022 09:00:16 -0500</pubDate><itunes:title>4 Business Ideas That Changed the World: Disruptive Innovation</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>In the 1980s, Clayton Christensen cofounded a startup that took over a market niche from DuPont and Alcoa. That experience left Christensen puzzled. How could a small company with few resources beat rich incumbents? It led to his theory of disruptive innovation, introduced in the pages of Harvard Business Review in 1995 and popularized two years later in The Innovators Dilemma. The idea has inspired a generation of entrepreneurs. It has reshaped R&D strategies at countless established firms. And it has changed how investors place billions of dollars and how governments spend billions more, aiming to kickstart new industries and spark economic growth. But disruption has taken on a popular meaning well beyond what Christensen’s research describes. Some critics argue that the theory lacks evidence. Others say it glosses over the social costs of lost jobs of bankrupted companies. And debate continues over the best way to apply the idea in practice. 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as shareholder value, scientific management, and emotional intelligence. Discussing disruptive innovation with HBR editor Amy Bernstein are: Rita McGrath, professor at Columbia Business School Felix Oberholzer-Gee, professor at Harvard Business School Derek van Bever, senior lecturer at Harvard Business School Further reading: HBR: What Is Disruptive Innovation?, by Clayton M. Christensen, Michael E. Raynor, and Rory McDonald New Yorker: The Disruption Machine: What the Gospel of Innovation Gets Wrong, by Jill Lepore Business History Review: How History Shaped the Innovator’s Dilemma, by Tom Nicholas HBR: Disruptive Technologies: Catching the Wave, by Joseph L. Bower and Clayton M. Christensen </itunes:summary><itunes:subtitle /><itunes:episode>879b</itunes:episode><itunes:episodeType>bonus</itunes:episodeType><itunes:duration>2728</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20221012091039-879b_4BusinessIdeasThatChangedtheWorld_DisruptiveInnovation.mp3" length="44399263" type="audio/mpeg" /> <content:encoded><![CDATA[In the 1980s, Clayton Christensen cofounded a startup that took over a market niche from DuPont and Alcoa. That experience left Christensen puzzled. How could a small company with few resources beat rich incumbents? It led to his theory of disruptive innovation, introduced in the pages of Harvard Business Review in 1995 and popularized two years later in The Innovators Dilemma. The idea has inspired a generation of entrepreneurs. It has reshaped R&D strategies at countless established firms. And it has changed how investors place billions of dollars and how governments spend billions more, aiming to kickstart new industries and spark economic growth. But disruption has taken on a popular meaning well beyond what Christensen’s research describes. Some critics argue that the theory lacks evidence. Others say it glosses over the social costs of lost jobs of bankrupted companies. And debate continues over the best way to apply the idea in practice. 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as shareholder value, scientific management, and emotional intelligence. Discussing disruptive innovation with HBR editor Amy Bernstein are: <ul> <li><a href="https://www8.gsb.columbia.edu/cbs-directory/detail/rdm20">Rita McGrath</a>, professor at Columbia Business School</li> <li><a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=251462">Felix Oberholzer-Gee</a>, professor at Harvard Business School</li> <li><a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=672704">Derek van Bever</a>, senior lecturer at Harvard Business School</li> </ul> Further reading: <ul> <li>HBR: <a href="https://hbr.org/2015/12/what-is-disruptive-innovation">What Is Disruptive Innovation?</a>, by Clayton M. Christensen, Michael E. Raynor, and Rory McDonald</li> <li>New Yorker: <a href="https://www.newyorker.com/magazine/2014/06/23/the-disruption-machine">The Disruption Machine: What the Gospel of Innovation Gets Wrong</a>, by Jill Lepore</li> <li>Business History Review: <a href="https://www.cambridge.org/core/journals/business-history-review/article/abs/how-history-shaped-the-innovators-dilemma/ABF4B76AF6EA45FBB88BCDB09409271E">How History Shaped the Innovator’s Dilemma</a>, by Tom Nicholas</li> <li>HBR: <a href="https://hbr.org/1995/01/disruptive-technologies-catching-the-wave">Disruptive Technologies: Catching the Wave</a>, by Joseph L. Bower and Clayton M. Christensen</li> </ul> ]]></content:encoded></item> <item><title>What Kara Swisher Has Learned From Decades Covering Tech</title><link>https://hbr.org/podcast/2022/10/what-kara-swisher-has-learned-from-decades-covering-tech</link><description>No industry has had more impact than technology over the past few decades. Tech companies have changed the way we live, work, and interact with each other. They’ve helped us in a lot of ways, but they’ve also created some big problems. Kara Swisher is a journalist, entrepreneur, and host of the podcast On with Kara Swisher. She’s had a front row seat to the tech industry’s evolution and interviewed all of its biggest players. She speaks with us about key trends — past, present, and future — and the lessons she’s learned as not just an observer but also a media entrepreneur herself along the way.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0879</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 11 Oct 2022 09:00:01 -0500</pubDate><itunes:title>What Kara Swisher Has Learned From Decades Covering Tech</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>No industry has had more impact than technology over the past few decades. Tech companies have changed the way we live, work, and interact with each other. They’ve helped us in a lot of ways, but they’ve also created some big problems. Kara Swisher is a journalist, entrepreneur, and host of the podcast On with Kara Swisher. She’s had a front row seat to the tech industry’s evolution and interviewed all of its biggest players. She speaks with us about key trends — past, present, and future — and the lessons she’s learned as not just an observer but also a media entrepreneur herself along the way.</itunes:summary><itunes:subtitle /><itunes:episode>879</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1770</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20221010153845-879_WhatKaraSwisherHasLearnedFromDecadesCoveringTech.mp3" length="30014343" type="audio/mpeg" /> </item> <item><title>4 Business Ideas That Changed the World: Scientific Management</title><link>https://hbr.org/podcast/2022/10/4-business-ideas-that-changed-the-world-scientific-management</link><description>In 1878, a machinist at a Pennsylvania steelworks noticed that his crew was producing much less than he thought they could. With stopwatches and time-motion studies, Frederick Winslow Taylor ran experiments to find the optimal way to make the most steel with lower labor costs. It was the birth of a management theory, called scientific management or Taylorism. Critics said Taylor’s drive for industrial efficiency depleted workers physically and emotionally. Resentful laborers walked off the job. The U.S. Congress held hearings on it. Still, scientific management was the dominant management theory 100 years ago in October of 1922, when Harvard Business Review was founded. It spread around the world, fueled the rise of big business, and helped decide World War II. And today it is baked into workplaces, from call centers to restaurant kitchens, gig worker algorithms, and offices. Although few modern workers would recognize Taylorism, and few employers would admit to it. 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, shareholder value, and emotional intelligence. Discussing scientific management with HBR senior editor Curt Nickisch are: Nancy Koehn, historian at Harvard Business School Michela Giorcelli, economic historian at UCLA Louis Hyman, work and labor historian at Cornell University Further reading: Book: The One Best Way: Frederick Winslow Taylor and the Enigma of Efficiency, by Robert Kanigel Case Study: Mass Production and the Beginnings of Scientific Management, by Thomas K. McCraw Oxford Review: The origin and development of firm management, by Michela Giorcelli</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0878b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 06 Oct 2022 09:00:58 -0500</pubDate><itunes:title>4 Business Ideas That Changed the World: Scientific Management</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>In 1878, a machinist at a Pennsylvania steelworks noticed that his crew was producing much less than he thought they could. With stopwatches and time-motion studies, Frederick Winslow Taylor ran experiments to find the optimal way to make the most steel with lower labor costs. It was the birth of a management theory, called scientific management or Taylorism. Critics said Taylor’s drive for industrial efficiency depleted workers physically and emotionally. Resentful laborers walked off the job. The U.S. Congress held hearings on it. Still, scientific management was the dominant management theory 100 years ago in October of 1922, when Harvard Business Review was founded. It spread around the world, fueled the rise of big business, and helped decide World War II. And today it is baked into workplaces, from call centers to restaurant kitchens, gig worker algorithms, and offices. Although few modern workers would recognize Taylorism, and few employers would admit to it. 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, shareholder value, and emotional intelligence. Discussing scientific management with HBR senior editor Curt Nickisch are: Nancy Koehn, historian at Harvard Business School Michela Giorcelli, economic historian at UCLA Louis Hyman, work and labor historian at Cornell University Further reading: Book: The One Best Way: Frederick Winslow Taylor and the Enigma of Efficiency, by Robert Kanigel Case Study: Mass Production and the Beginnings of Scientific Management, by Thomas K. McCraw Oxford Review: The origin and development of firm management, by Michela Giorcelli</itunes:summary><itunes:subtitle /><itunes:episode>878b</itunes:episode><itunes:episodeType>bonus</itunes:episodeType><itunes:duration>2777</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20221004215140-878b_4BusinessIdeasThatChangedtheWorld_ScientificManagement.mp3" length="47417283" type="audio/mpeg" /> <content:encoded><![CDATA[In 1878, a machinist at a Pennsylvania steelworks noticed that his crew was producing much less than he thought they could. With stopwatches and time-motion studies, Frederick Winslow Taylor ran experiments to find the optimal way to make the most steel with lower labor costs. It was the birth of a management theory, called scientific management or Taylorism. Critics said Taylor’s drive for industrial efficiency depleted workers physically and emotionally. Resentful laborers walked off the job. The U.S. Congress held hearings on it. Still, scientific management was the dominant management theory 100 years ago in October of 1922, when Harvard Business Review was founded. It spread around the world, fueled the rise of big business, and helped decide World War II. And today it is baked into workplaces, from call centers to restaurant kitchens, gig worker algorithms, and offices. Although few modern workers would recognize Taylorism, and few employers would admit to it. 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, shareholder value, and emotional intelligence. Discussing scientific management with HBR senior editor Curt Nickisch are: <ul> <li><a href="http://hbs.edu/faculty/Pages/profile.aspx?facId=6493">Nancy Koehn</a>, historian at Harvard Business School</li> <li><a href="https://economics.ucla.edu/person/michela-giorcelli/">Michela Giorcelli</a>, economic historian at UCLA</li> <li><a href="https://www.ilr.cornell.edu/people/louis-hyman">Louis Hyman</a>, work and labor historian at Cornell University</li> </ul> Further reading: <ul> <li>Book: <a href="https://www.amazon.com/One-Best-Way-Frederick-Efficiency/dp/0262612062">The One Best Way: Frederick Winslow Taylor and the Enigma of Efficiency</a>, by Robert Kanigel</li> <li>Case Study: <a href="https://store.hbr.org/product/mass-production-and-the-beginnings-of-scientific-management/391255?sku=391255-PDF-ENG">Mass Production and the Beginnings of Scientific Management</a>, by Thomas K. McCraw</li> <li>Oxford Review: <a href="http://www.giorcellimichela.com/uploads/8/3/7/0/83709646/giorcelli_origin_firm_management.pdf">The origin and development of firm management</a>, by Michela Giorcelli</li> <li>Book: <a href="https://archive.org/details/principlesofscie00taylrich/page/n5/mode/2up">The Principles of Scientific Management</a>, by Frederick Winslow Taylor</li> </ul> ]]></content:encoded></item> <item><title>To Improve AI Outcomes, Think About the Entire System</title><link>https://hbr.org/podcast/2022/10/to-improve-ai-outcomes-think-about-the-entire-system</link><description>Artificial intelligence technology has been advancing, and businesses have been putting it into action. But too many companies are just gathering a bunch of data to kick out insights and not really using AI to its fullest potential. Joshua Gans, professor at Rotman School of Management, says businesses need to apply AI more systemically. Because decision-making based on AI usually has ripple effects throughout the organization. Gans cowrote the HBR article “From Prediction to Transformation" and the new book "Power and Prediction: The Disruptive Economics of Artificial Intelligence."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0878</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 04 Oct 2022 09:00:42 -0500</pubDate><itunes:title>To Improve AI Outcomes, Think About the Entire System</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Artificial intelligence technology has been advancing, and businesses have been putting it into action. But too many companies are just gathering a bunch of data to kick out insights and not really using AI to its fullest potential. Joshua Gans, professor at Rotman School of Management, says businesses need to apply AI more systemically. Because decision-making based on AI usually has ripple effects throughout the organization. Gans cowrote the HBR article “From Prediction to Transformation" and the new book "Power and Prediction: The Disruptive Economics of Artificial Intelligence."</itunes:summary><itunes:subtitle /><itunes:episode>878</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1403</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20221003145826-878_ToImproveAIOutcomesThinkAbouttheEntireSystem.mp3" length="25344058" type="audio/mpeg" /> </item> <item><title>Introducing 4 Business Ideas That Changed the World</title><link>https://hbr.org/podcast/2022/09/4-business-ideas-that-changed-the-world-trailer</link><description>Influential business and management ideas have tremendous influence over us. Like it or not, they shape how organizations are run and how people around the world spend their days. And Harvard Business Review has introduced and spread many of these consequential ideas since its founding in 1922. HBR IdeaCast is taking this 100th anniversary to ask: how have these ideas changed our lives? And where are they taking us in the future? Each Thursday in October, the podcast feed will feature a bonus series: 4 Business Ideas That Changed the World. Each week, a different HBR editor talks to world-class scholars and experts on influential business and management ideas of HBR’s first 100 years: disruptive innovation, scientific management, shareholder value, and emotional intelligence. Listen to the conversations to better understand our work life, how far it’s come, and how far it still has to go.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0877b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 29 Sep 2022 18:42:07 -0500</pubDate><itunes:title>Introducing 4 Business Ideas That Changed the World</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Influential business and management ideas have tremendous influence over us. Like it or not, they shape how organizations are run and how people around the world spend their days. And Harvard Business Review has introduced and spread many of these consequential ideas since its founding in 1922. HBR IdeaCast is taking this 100th anniversary to ask: how have these ideas changed our lives? And where are they taking us in the future? Each Thursday in October, the podcast feed will feature a bonus series: 4 Business Ideas That Changed the World. Each week, a different HBR editor talks to world-class scholars and experts on influential business and management ideas of HBR’s first 100 years: disruptive innovation, scientific management, shareholder value, and emotional intelligence. Listen to the conversations to better understand our work life, how far it’s come, and how far it still has to go.</itunes:summary><itunes:subtitle /><itunes:episode>877b</itunes:episode><itunes:episodeType>trailer</itunes:episodeType><itunes:duration>135</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220929175049-877b_4BusinessIdeasThatChangedtheWorld_Trailer.mp3" length="2627167" type="audio/mpeg" /> <content:encoded><![CDATA[Influential business and management ideas have tremendous influence over us. Like it or not, they shape how organizations are run and how people around the world spend their days. And Harvard Business Review has introduced and spread many of these consequential ideas since its founding in 1922. HBR IdeaCast is taking this 100th anniversary to ask: how have these ideas changed our lives? And where are they taking us in the future? Each Thursday in October, the podcast feed will feature a bonus series: 4 Business Ideas That Changed the World. Each week, a different HBR editor talks to world-class scholars and experts on influential business and management ideas of HBR’s first 100 years: disruptive innovation, scientific management, shareholder value, and emotional intelligence. Listen to the conversations to better understand our work life, how far it’s come, and how far it still has to go. ]]></content:encoded></item> <item><title>Advice from the CEO of an All-Remote Company</title><link>https://hbr.org/podcast/2022/09/advice-from-the-ceo-of-an-all-remote-company</link><description>Most organizations have now accepted that the days of all their knowledge workers coming into the office full time are over. So what's next? Sid Sijbrandij, CEO and cofounder of Gitlab, thinks all-remote can be the answer. His open-source software development company took that approach from the start not because of the pandemic but because its founding team was dispersed and early employees were more productive at home. Now with more than 1,300 people spread across more than 60 countries, GitLab is said to be the world’s largest all-remote company. He shares the lessons he's learned about the best way to manage a distributed workforce.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0877</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 27 Sep 2022 09:00:59 -0500</pubDate><itunes:title>Advice from the CEO of an All-Remote Company</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Most organizations have now accepted that the days of all their knowledge workers coming into the office full time are over. So what's next? Sid Sijbrandij, CEO and cofounder of Gitlab, thinks all-remote can be the answer. His open-source software development company took that approach from the start not because of the pandemic but because its founding team was dispersed and early employees were more productive at home. Now with more than 1,300 people spread across more than 60 countries, GitLab is said to be the world’s largest all-remote company. He shares the lessons he's learned about the best way to manage a distributed workforce.</itunes:summary><itunes:subtitle /><itunes:episode>877</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1707</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220926121705-877_AdvicefromtheCEOofanAll-RemoteCompany.mp3" length="28481330" type="audio/mpeg" /> </item> <item><title>It’s Time to Fine-Tune Performance Management</title><link>https://hbr.org/podcast/2022/09/its-time-to-fine-tune-performance-management</link><description>Measuring a broad set of standards across the organization seems like a fair way to judge employees’ performance year over year. But Heidi Gardner, distinguished fellow at Harvard Law School, says performance management systems often incentivize employees to scramble to hit their numbers and lose sight of the organizations’ bigger objectives. To boost collaboration and long-term customer value, Gardner shares a four-part scorecard that establishes shared organizational goals while also holding employees accountable for individual results. With Ivan Matviak of Clearwater Analytics, Gardner wrote the HBR article “Performance Management Shouldn’t Kill Collaboration.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0876</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 20 Sep 2022 09:00:23 -0500</pubDate><itunes:title>It's Time to Fine-Tune Performance Management</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Measuring a broad set of standards across the organization seems like a fair way to judge employees’ performance year over year. But Heidi Gardner, distinguished fellow at Harvard Law School, says performance management systems often incentivize employees to scramble to hit their numbers and lose sight of the organizations’ bigger objectives. To boost collaboration and long-term customer value, Gardner shares a four-part scorecard that establishes shared organizational goals while also holding employees accountable for individual results. With Ivan Matviak of Clearwater Analytics, Gardner wrote the HBR article “Performance Management Shouldn’t Kill Collaboration.”</itunes:summary><itunes:subtitle /><itunes:episode>876</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1688</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220919112455-876_ItsTimetoFine-TunePerformanceManagement.mp3" length="29626043" type="audio/mpeg" /> </item> <item><title>Rolling Stone’s Jann Wenner on Cultivating Creative Talent</title><link>https://hbr.org/podcast/2022/09/rolling-stones-jann-wenner-on-cultivating-creative-talent</link><description>Rolling Stone launched in 1967 with a mission to not only redefine music journalism but also chronicle important societal changes. Under the leadership of founding editor and publisher Jann Wenner, it published work from some of the 20th century’s greatest writers, reporters, designers and photographers. He explains how he identified and managed that talent and shares other lessons from his five decades at the forefront of rock and roll. Wenner is the author of "Like a Rolling Stone: A Memoir."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0875</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 13 Sep 2022 09:00:07 -0500</pubDate><itunes:title>Rolling Stone’s Jann Wenner on Cultivating Creative Talent</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Rolling Stone launched in 1967 with a mission to not only redefine music journalism but also chronicle important societal changes. Under the leadership of founding editor and publisher Jann Wenner, it published work from some of the 20th century’s greatest writers, reporters, designers and photographers. He explains how he identified and managed that talent and shares other lessons from his five decades at the forefront of rock and roll. Wenner is the author of "Like a Rolling Stone: A Memoir."</itunes:summary><itunes:subtitle /><itunes:episode>875</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1556</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220912122429-875_RollingStone_sJannWenneronCultivatingCreativeTalent.mp3" length="27578543" type="audio/mpeg" /> </item> <item><title>Work-Life Supports That Truly Help Your Organization</title><link>https://hbr.org/podcast/2022/09/work-life-supports-that-truly-help-your-organization</link><description>Work-life support programs have long been known to lower turnover and raise employee loyalty. But new research shows they also have a positive effect on promoting diversity among managers at those firms, an effect that’s even stronger than that of some popular racial-equity programs. Alexandra Kalev chairs the Department of Sociology and Anthropology at Tel Aviv University, and she explains why having strong, thoughtful policies around flexibility, time off, and dependent care pay off for companies. With Harvard sociologist Frank Dobbin, Kalev wrote the HBR article “The Surprising Benefits of Work/Life Support.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0874</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 06 Sep 2022 09:40:27 -0500</pubDate><itunes:title>Work-Life Supports That Truly Help Your Organization</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Work-life support programs have long been known to lower turnover and raise employee loyalty. But new research shows they also have a positive effect on promoting diversity among managers at those firms, an effect that’s even stronger than that of some popular racial-equity programs. Alexandra Kalev chairs the Department of Sociology and Anthropology at Tel Aviv University, and she explains why having strong, thoughtful policies around flexibility, time off, and dependent care pay off for companies. With Harvard sociologist Frank Dobbin, Kalev wrote the HBR article “The Surprising Benefits of Work/Life Support.”</itunes:summary><itunes:subtitle /><itunes:episode>874</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1652</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220906090426-874_Work-LifeSupportsThatTrulyHelpYourOrganization.mp3" length="0" type="audio/mpeg" /> </item> <item><title>What Business Leaders Should Know Now About the Metaverse</title><link>https://hbr.org/podcast/2022/08/what-business-leaders-should-know-now-about-the-metaverse</link><description>It might still seem like a buzzword, or something that only matters to tech CEOs. But Matthew Ball, CEO of Epyllion and the former global head of strategy for Amazon Studios, says the metaverse is the "new internet" – and that it's already here. He argues that companies large and small need to not only better understand what the metaverse is, but should also be developing strategies around it today. That can have an impact on marketing, customer relations, product development, and much more, he says. Ball is the author of "The Metaverse: And How it Will Revolutionize Everything."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0873</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 30 Aug 2022 09:00:25 -0500</pubDate><itunes:title>What Business Leaders Should Know Now About the Metaverse</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>It might still seem like a buzzword, or something that only matters to tech CEOs. But Matthew Ball, CEO of Epyllion and the former global head of strategy for Amazon Studios, says the metaverse is the "new internet" – and that it's already here. He argues that companies large and small need to not only better understand what the metaverse is, but should also be developing strategies around it today. That can have an impact on marketing, customer relations, product development, and much more, he says. Ball is the author of "The Metaverse: And How it Will Revolutionize Everything."</itunes:summary><itunes:subtitle /><itunes:episode>873</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1650</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220829124925-873_WhatBusinessLeadersShouldKnowNowAbouttheMetaverse.mp3" length="27448492" type="audio/mpeg" /> </item> <item><title>Why Companies Decide to Sell on Amazon—or Not</title><link>https://hbr.org/podcast/2022/08/why-companies-decide-to-sell-on-amazon-or-not</link><description>It's a dilemma facing more and more brands: should you sell your goods on Amazon? It's the most visited e-commerce platform in the U.S. and the dominant retailer in 28 other countries. But that reach comes at a price. There are downsides like costs, competition, and lack of data. Ayelet Israeli is an associate professor at Harvard Business School and a coauthor of the HBR article "Should Your Company Sell on Amazon?" She talks through step-by-step how businesses can decide whether Amazon is right for them.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0872</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 23 Aug 2022 08:00:21 -0500</pubDate><itunes:title>Why Companies Decide to Sell on Amazon—or Not</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>It's a dilemma facing more and more brands: should you sell your goods on Amazon? It's the most visited e-commerce platform in the U.S. and the dominant retailer in 28 other countries. But that reach comes at a price. There are downsides like costs, competition, and lack of data. Ayelet Israeli is an associate professor at Harvard Business School and a coauthor of the HBR article "Should Your Company Sell on Amazon?" She talks through step-by-step how businesses can decide whether Amazon is right for them.</itunes:summary><itunes:subtitle /><itunes:episode>872</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1724</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220822152045-872_WhyCompaniesDecidetoSellonAmazonorNot.mp3" length="27606522" type="audio/mpeg" /> </item> <item><title>Strategies for Dealing with Difficult Coworkers</title><link>https://hbr.org/podcast/2022/08/strategies-for-dealing-with-difficult-coworkers</link><description>Work is challenging for lots of reasons, but most of us have probably come to realize that what makes or break a professional experience is people - and sometimes we encounter a boss, peer, or direct report that isn’t at all fun to work with. Amy Gallo is a contributing editor at HBR, and author of the book "Getting Along: How to Work with Anyone, Even Difficult People" and the HBR article “How to Navigate Conflict with a Coworker.” She shares some of the best ways to deal with these kinds of colleagues – how to identify them, engage with them, and manage yourself through the conflict.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0871</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 16 Aug 2022 09:00:46 -0500</pubDate><itunes:title>Strategies for Dealing with Difficult Coworkers</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Work is challenging for lots of reasons, but most of us have probably come to realize that what makes or break a professional experience is people - and sometimes we encounter a boss, peer, or direct report that isn’t at all fun to work with. Amy Gallo is a contributing editor at HBR, and author of the book "Getting Along: How to Work with Anyone, Even Difficult People" and the HBR article “How to Navigate Conflict with a Coworker.” She shares some of the best ways to deal with these kinds of colleagues – how to identify them, engage with them, and manage yourself through the conflict.</itunes:summary><itunes:subtitle /><itunes:episode>871</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1717</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220815132357-871_StrategiesforDealingwithDifficultCoworkers.mp3" length="29264929" type="audio/mpeg" /> <content:encoded><![CDATA[Work is challenging for lots of reasons, but most of us have probably come to realize that what makes or break a professional experience is people – and sometimes we encounter a boss, peer, or direct report that isn’t at all fun to work with. Amy Gallo is a contributing editor at HBR, and author of the book “Getting Along: How to Work with Anyone, Even Difficult People” and the HBR article “How to Navigate Conflict with a Coworker.” She shares some of the best ways to deal with these ]]></content:encoded></item> <item><title>Decisions Don’t Have to Be Either-Or</title><link>https://hbr.org/podcast/2022/08/decisions-dont-have-to-be-either-or</link><description>Making business decisions often means choosing one path over another. And psychology research shows that our brains are wired to make either-or choices. But Wendy Smith, management professor at the University of Delaware, and Marianne Lewis, dean of the University of Cincinnati Lindner College of Business, argue for moving beyond tradeoffs. The researchers teach leaders how to embrace ambiguity and paradox to come up with solutions that are far better than one choice or the other. And they share practical advice as well as stories of people who have discovered opportunities for innovation and personal growth. Smith and Lewis wrote the new book "Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0870</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 09 Aug 2022 10:50:38 -0500</pubDate><itunes:title>Decisions Don't Have to Be Either-Or</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Making business decisions often means choosing one path over another. And psychology research shows that our brains are wired to make either-or choices. But Wendy Smith, management professor at the University of Delaware, and Marianne Lewis, dean of the University of Cincinnati Lindner College of Business, argue for moving beyond tradeoffs. The researchers teach leaders how to embrace ambiguity and paradox to come up with solutions that are far better than one choice or the other. And they share practical advice as well as stories of people who have discovered opportunities for innovation and personal growth. Smith and Lewis wrote the new book "Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems."</itunes:summary><itunes:subtitle /><itunes:episode>870</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1551</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220809094826-870_DecisionsDontHavetoBeEither-Or.mp3" length="26611714" type="audio/mpeg" /> </item> <item><title>Is Cynicism Ruining Your Organization?</title><link>https://hbr.org/podcast/2022/08/is-cynicism-ruining-your-organization</link><description>Around the world, we've become increasingly cynical about other people, public institutions, and corporations. In Edelman's 2022 Trust Barometer, nearly 60% of respondents across 27 countries reported that their default is to distrust. And that's very bad for business, says Stanford University associate professor of psychology Jamil Zaki. He says that cynics perform and feel worse, and in workplaces, they breed toxicity and lead to poor outcomes . He explains how to identify and change this kind of behavior at your organization. Zaki wrote the HBR article, “Don't Let Cynicism Undermine Your Workplace."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0869</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 02 Aug 2022 09:00:15 -0500</pubDate><itunes:title>Is Cynicism Ruining Your Organization?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Around the world, we've become increasingly cynical about other people, public institutions, and corporations. In Edelman's 2022 Trust Barometer, nearly 60% of respondents across 27 countries reported that their default is to distrust. And that's very bad for business, says Stanford University associate professor of psychology Jamil Zaki. He says that cynics perform and feel worse, and in workplaces, they breed toxicity and lead to poor outcomes . He explains how to identify and change this kind of behavior at your organization. Zaki wrote the HBR article, “Don't Let Cynicism Undermine Your Workplace."</itunes:summary><itunes:subtitle /><itunes:episode>869</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1750</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220729154927-869_IsCynicismRuiningYourOrganization_.mp3" length="29757695" type="audio/mpeg" /> </item> <item><title>The Case for Embracing Uncertainty</title><link>https://hbr.org/podcast/2022/07/the-case-for-embracing-uncertainty</link><description>For many of us, uncertainty is nerve-wracking. However, many of our best achievements and meaningful experiences come from a trying time of ambiguity. INSEAD professor Nathan Furr and entrepreneur Susannah Harmon Furr argue that uncertainty and possibility are two sides of the same coin. By learning to welcome and cope with the gray area, an individual can reach better outcomes. They reviewed research and interviewed innovators and changemakers to share best practices of stepping proactively into the unknown. They wrote the new book "The Upside of Uncertainty: A Guide to Finding Possibility in the Unknown" and the HBR article "How to Overcome Your Fear of the Unknown."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0868</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 26 Jul 2022 09:00:51 -0500</pubDate><itunes:title>The Case for Embracing Uncertainty</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>For many of us, uncertainty is nerve-wracking. However, many of our best achievements and meaningful experiences come from a trying time of ambiguity. INSEAD professor Nathan Furr and entrepreneur Susannah Harmon Furr argue that uncertainty and possibility are two sides of the same coin. By learning to welcome and cope with the gray area, an individual can reach better outcomes. They reviewed research and interviewed innovators and changemakers to share best practices of stepping proactively into the unknown. They wrote the new book "The Upside of Uncertainty: A Guide to Finding Possibility in the Unknown" and the HBR article "How to Overcome Your Fear of the Unknown."</itunes:summary><itunes:subtitle /><itunes:episode>868</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1690</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220722134239-868_TheCaseforEmbracingUncertainty.mp3" length="29509005" type="audio/mpeg" /> </item> <item><title>How the Unionization Trend is Changing Workplace Dynamics</title><link>https://hbr.org/podcast/2022/07/how-the-unionization-trend-is-changing-workplace-dynamics</link><description>For years, union membership has been shrinking in the United States and many other countries. But recently we've seen a resurgence, with employees in sectors like retail, hospitality, and media organizing to collectively bargain for better pay, benefits, and job flexibility. Thomas Kochan, a professor at the MIT Sloan School of Management, has long studied how unions affect individual, team, and corporate performance. He explains why some fears about them are overblown, how workers form successful ones, and how leaders can partner with these groups to ensure the best outcomes for everyone.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0867</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 19 Jul 2022 09:00:14 -0500</pubDate><itunes:title>How the Unionization Trend is Changing Workplace Dynamics</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>For years, union membership has been shrinking in the United States and many other countries. But recently we've seen a resurgence, with employees in sectors like retail, hospitality, and media organizing to collectively bargain for better pay, benefits, and job flexibility. Thomas Kochan, a professor at the MIT Sloan School of Management, has long studied how unions affect individual, team, and corporate performance. He explains why some fears about them are overblown, how workers form successful ones, and how leaders can partner with these groups to ensure the best outcomes for everyone.</itunes:summary><itunes:subtitle /><itunes:episode>867</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1998</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220718145240-867_HowtheUnionizationTrendisChangingWorkplaceDynamics.mp3" length="32779141" type="audio/mpeg" /> </item> <item><title>Red Flags You Won’t See on a CEO’s Resume</title><link>https://hbr.org/podcast/2022/07/red-flags-you-wont-see-on-a-ceos-resume</link><description>For a long time, we have believed that strong corporate governance is enough to prevent CEO malfeasance. However, new research shows that the lifestyle behaviors of executives can spell trouble for companies, regardless of the guardrails in place. Aiyesha Dey, an associate professor at Harvard Business School, has investigated executives’ past criminal records and the cost of their homes and automobiles. Her research has linked an individual’s materialism and propensity for rule breaking to fraud, insider trading, and risky business activities. She says that boards and other hiring bodies should pay more attention to personal behavior when picking organizational leaders. Dey wrote the HBR article "When Hiring CEOs, Focus on Character."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0866</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 12 Jul 2022 09:00:46 -0500</pubDate><itunes:title>Red Flags You Won’t See on a CEO’s Resume</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>For a long time, we have believed that strong corporate governance is enough to prevent CEO malfeasance. However, new research shows that the lifestyle behaviors of executives can spell trouble for companies, regardless of the guardrails in place. Aiyesha Dey, an associate professor at Harvard Business School, has investigated executives’ past criminal records and the cost of their homes and automobiles. Her research has linked an individual’s materialism and propensity for rule breaking to fraud, insider trading, and risky business activities. She says that boards and other hiring bodies should pay more attention to personal behavior when picking organizational leaders. Dey wrote the HBR article "When Hiring CEOs, Focus on Character."</itunes:summary><itunes:subtitle /><itunes:episode>866</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1364</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220711110656-866_RedFlagsYouWon_tSeeonaCEO_sResume.mp3" length="22631126" type="audio/mpeg" /> </item> <item><title>Sad, Mad, Anxious? How to Work Through Your ‘Big Feelings’</title><link>https://hbr.org/podcast/2022/07/sad-mad-anxious-how-to-work-through-your-big-feelings</link><description>When things aren't going well -- in our own lives, our community, our country, or the world -- it's hard to be productive at work. Most of us also shy away from sharing what we're feeling with colleagues and bosses. But when strong emotions like anxiety, anger, and despair hit you -- due to problems at work or outside it -- it's important to recognize and thoughtfully address them. Liz Fosslien and Mollie West Duffy are coauthors of the book "Big Feelings: How to Be Okay When Things Are Not Okay," and they share research-backed advice on how to do just that.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0865</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 05 Jul 2022 11:21:41 -0500</pubDate><itunes:title>Sad, Mad, Anxious? How to Work Through Your 'Big Feelings'</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>When things aren't going well -- in our own lives, our community, our country, or the world -- it's hard to be productive at work. Most of us also shy away from sharing what we're feeling with colleagues and bosses. But when strong emotions like anxiety, anger, and despair hit you -- due to problems at work or outside it -- it's important to recognize and thoughtfully address them. Liz Fosslien and Mollie West Duffy are coauthors of the book "Big Feelings: How to Be Okay When Things Are Not Okay," and they share research-backed advice on how to do just that.</itunes:summary><itunes:subtitle /><itunes:episode>865</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1785</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220705101934-865_SadMadAnxious_HowtoWorkThroughYourBigFeelings.mp3" length="29024616" type="audio/mpeg" /> </item> <item><title>Open Digital Platforms to Spur Innovation</title><link>https://hbr.org/podcast/2022/06/open-digital-platforms-to-spur-innovation</link><description>As the novel coronavirus surfaced in Wuhan in 2019, Chinese officials called for mobile isolation wards. Haier Group partnered with suppliers to design and construct units quickly, thanks to the openness of the leading manufacturer’s digital platforms. Unlike Haier, many companies have tightly regulated, siloed platforms. Georgetown Professor Kasra Ferdows says more companies can unlock innovations by extending their platforms to facilitate a broader range of collaborations. He breaks down how Haier capitalizes on the expertise and resources of its ecosystem and rapidly exploits new business opportunities. Ferdows is a coauthor of the HBR article "How to Turn a Supply Chain Platform into an Innovation Engine."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0864</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 28 Jun 2022 09:00:00 -0500</pubDate><itunes:title>Open Digital Platforms to Spur Innovation</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>As the novel coronavirus surfaced in Wuhan in 2019, Chinese officials called for mobile isolation wards. Haier Group partnered with suppliers to design and construct units quickly, thanks to the openness of the leading manufacturer’s digital platforms. Unlike Haier, many companies have tightly regulated, siloed platforms. Georgetown Professor Kasra Ferdows says more companies can unlock innovations by extending their platforms to facilitate a broader range of collaborations. He breaks down how Haier capitalizes on the expertise and resources of its ecosystem and rapidly exploits new business opportunities. Ferdows is a coauthor of the HBR article "How to Turn a Supply Chain Platform into an Innovation Engine."</itunes:summary><itunes:subtitle /><itunes:episode>864</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1417</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220627112427-864_OpenDigitalPlatformstoSpurInnovation.mp3" length="23986518" type="audio/mpeg" /> </item> <item><title>A Debate Champion on How to Have More Productive Disagreements at Work</title><link>https://hbr.org/podcast/2022/06/a-debate-champion-on-how-to-have-more-productive-disagreements-at-work</link><description>In an ideal world, professional conflicts are settled with thoughtful discussion and collaborative decision-making. But that’s not usually how it works. More typically, you see leaders - or the loudest voices - win out, leaving others resentful. And sometimes people don’t even try to hash out differences of opinion; they’d prefer to avoid a fight. Bo Seo, two-time world champion debater, says we can learn to disagree in healthier, more effective ways that ultimately generate better outcomes for teams, customers, and shareholders. Seo is also the author of the book “Good Arguments: How Debate Teaches us to Listen and Be Heard.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0863</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 21 Jun 2022 10:26:54 -0500</pubDate><itunes:title>A Debate Champion on How to Have More Productive Disagreements at Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>In an ideal world, professional conflicts are settled with thoughtful discussion and collaborative decision-making. But that’s not usually how it works. More typically, you see leaders - or the loudest voices - win out, leaving others resentful. And sometimes people don’t even try to hash out differences of opinion; they’d prefer to avoid a fight. Bo Seo, two-time world champion debater, says we can learn to disagree in healthier, more effective ways that ultimately generate better outcomes for teams, customers, and shareholders. Seo is also the author of the book “Good Arguments: How Debate Teaches us to Listen and Be Heard.”</itunes:summary><itunes:subtitle /><itunes:episode>863</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1728</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220621093319-863_ADebateChampiononHowtoHaveMoreProductiveDisagreementsatWork.mp3" length="30191151" type="audio/mpeg" /> </item> <item><title>Fighting Bias and Inequality at the Team Level</title><link>https://hbr.org/podcast/2022/06/fighting-bias-and-inequality-at-the-team-level</link><description>Despite the investments made in the last few years, many companies are falling short of their diversity, equity, and inclusion aims. Some firms have faced difficulty spreading their DEI efforts top-down throughout the organization. Trier Bryant, the cofounder and CEO of Just Work, details why and shares a framework that teams and individuals can use to fight bias on the day-to-day level at work.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0862</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 14 Jun 2022 09:00:13 -0500</pubDate><itunes:title>Fighting Bias and Inequality at the Team Level</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Despite the investments made in the last few years, many companies are falling short of their diversity, equity, and inclusion aims. Some firms have faced difficulty spreading their DEI efforts top-down throughout the organization. Trier Bryant, the cofounder and CEO of Just Work, details why and shares a framework that teams and individuals can use to fight bias on the day-to-day level at work.</itunes:summary><itunes:subtitle /><itunes:episode>862</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1710</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220613112024-862_FightingBiasandInequalityattheTeamLevel.mp3" length="39026047" type="audio/mpeg" /> </item> <item><title>The Pros and Cons of Our “Middleman Economy”</title><link>https://hbr.org/podcast/2022/06/the-pros-and-cons-of-our-middleman-economy</link><description>Kathryn Judge, a finance professor at Columbia Law School, is troubled by the rise of intermediary platforms between products and services and the customers who eventually purchase them. Thanks to technology and globalization, she shows how the importance of “middlemen” in the value chain has increased, along with the length of global supply chains. Judge details the downsides and risks of this trend. And she explains how customers and workers alike can lead to intermediaries offering more transparency and social value. Judge wrote the book "Direct: The Rise of the Middleman Economy and the Power of Going to the Source.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0861</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 07 Jun 2022 09:00:40 -0500</pubDate><itunes:title>The Pros and Cons of Our “Middleman Economy”</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Kathryn Judge, a finance professor at Columbia Law School, is troubled by the rise of intermediary platforms between products and services and the customers who eventually purchase them. Thanks to technology and globalization, she shows how the importance of “middlemen” in the value chain has increased, along with the length of global supply chains. Judge details the downsides and risks of this trend. And she explains how customers and workers alike can lead to intermediaries offering more transparency and social value. Judge wrote the book "Direct: The Rise of the Middleman Economy and the Power of Going to the Source.”</itunes:summary><itunes:subtitle /><itunes:episode>861</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1359</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220603123801-861_TheProsandConsofOur_MiddlemanEconomy_.mp3" length="24199732" type="audio/mpeg" /> </item> <item><title>Immigration, Upward Mobility, and the U.S. Economy</title><link>https://hbr.org/podcast/2022/05/immigration-upward-mobility-and-the-u-s-economy</link><description>In eras past, the United States welcomed immigrant laborers to build and support the country's infrastructure and innovators and entrepreneurs to advance its businesses and technology. And yet immigration is a hot-button issue today, with many saying it's a drain on the U.S. economy. Ran Abramitzky, a professor at Stanford University, and Leah Boustan, a professor at Princeton, looked at decades of data to understand the real impact that immigrants and their descendants have on America today. Their findings dispel several modern-day myths and suggest that not just political but also corporate leaders need to push for more rational rhetoric and policies. Abramitzky and Boustan are the authors of "Streets of Gold: America's Untold Story of Immigrant Success."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0860</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 31 May 2022 09:00:37 -0500</pubDate><itunes:title>Immigration, Upward Mobility, and the U.S. Economy</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>In eras past, the United States welcomed immigrant laborers to build and support the country's infrastructure and innovators and entrepreneurs to advance its businesses and technology. And yet immigration is a hot-button issue today, with many saying it's a drain on the U.S. economy. Ran Abramitzky, a professor at Stanford University, and Leah Boustan, a professor at Princeton, looked at decades of data to understand the real impact that immigrants and their descendants have on America today. Their findings dispel several modern-day myths and suggest that not just political but also corporate leaders need to push for more rational rhetoric and policies. Abramitzky and Boustan are the authors of "Streets of Gold: America's Untold Story of Immigrant Success."</itunes:summary><itunes:subtitle /><itunes:episode>860</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1712</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220526122954-860_ImmigrationUpwardMobilityandtheU.S.Economy.mp3" length="28559837" type="audio/mpeg" /> </item> <item><title>Leadership Lessons from a Republican Governor in a Blue State</title><link>https://hbr.org/podcast/2022/05/leadership-lessons-from-a-republican-governor-in-a-blue-state</link><description>Underperforming state agencies, a natural disaster, and a pandemic are among the many challenges that faced Massachusetts Governor Charlie Baker and his former Chief of Staff Steve Kadish. Looking back during the final year of the Baker Administration, they say running a government is very different and often much harder than leading a private-sector company. And they share their four-part framework for breaking down complicated problems with many stakeholders to get results. It’s valuable for anyone in public service, as well as for leaders and managers in large organizations hamstrung by bureaucracy and politics. Baker and Kadish wrote the new book "Results: Getting Beyond Politics to Get Important Work Done."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0859</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 24 May 2022 09:00:18 -0500</pubDate><itunes:title>Leadership Lessons from a Republican Governor in a Blue State</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Underperforming state agencies, a natural disaster, and a pandemic are among the many challenges that faced Massachusetts Governor Charlie Baker and his former Chief of Staff Steve Kadish. Looking back during the final year of the Baker Administration, they say running a government is very different and often much harder than leading a private-sector company. And they share their four-part framework for breaking down complicated problems with many stakeholders to get results. It’s valuable for anyone in public service, as well as for leaders and managers in large organizations hamstrung by bureaucracy and politics. Baker and Kadish wrote the new book "Results: Getting Beyond Politics to Get Important Work Done."</itunes:summary><itunes:subtitle /><itunes:episode>859</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1715</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220523173508-859_LeadershipLessonsfromaRepublicanGovernorinaBlueState.mp3" length="28175744" type="audio/mpeg" /> </item> <item><title>How Government and Business Can Tackle Big Global Crises Together</title><link>https://hbr.org/podcast/2022/05/how-government-and-business-can-tackle-big-global-crises-together</link><description>It feels like a moment of panic for many. While there were some success stories in how public and private sector leaders managed the global pandemic, it isn't over, and many more crises -- from political polarization to climate change to new technological threats -- loom. But one leading political scientist is hopeful that countries and corporations can find ways to overcome their divisions and better collaborate on our most pressing issues over next ten years. He points to historic precedents and makes specific recommendations for the future, noting that in areas where political divisions cause roadblocks, it will be up to corporate leaders to ensure progress. Ian Bremmer is the president and founder of the Eurasia Group and author of the book “The Power of Crisis: How Three Threats – and Our Response – Will Change the World.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0858</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 17 May 2022 09:00:15 -0500</pubDate><itunes:title>How Government and Business Can Tackle Big Global Crises Together</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>It feels like a moment of panic for many. While there were some success stories in how public and private sector leaders managed the global pandemic, it isn't over, and many more crises -- from political polarization to climate change to new technological threats -- loom. But one leading political scientist is hopeful that countries and corporations can find ways to overcome their divisions and better collaborate on our most pressing issues over next ten years. He points to historic precedents and makes specific recommendations for the future, noting that in areas where political divisions cause roadblocks, it will be up to corporate leaders to ensure progress. Ian Bremmer is the president and founder of the Eurasia Group and author of the book “The Power of Crisis: How Three Threats – and Our Response – Will Change the World.”</itunes:summary><itunes:subtitle /><itunes:episode>858</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1779</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220516115944-858_HowGovernmentandBusinessCanTackleBigGlobalCrisesTogether.mp3" length="29893977" type="audio/mpeg" /> </item> <item><title>Comedian Sarah Cooper On Bringing Humor to Any Career</title><link>https://hbr.org/podcast/2022/05/comedian-sarah-cooper-on-bringing-humor-to-any-career</link><description>It's a cliche, but they say it's best to write what you know. That was the case for comedian Sarah Cooper, who rose to viral social media fame in the Trump era through her lip sync TikTok videos. She formerly worked at Yahoo and Google, and she found her way into comedy, in part, by looking at and pointing out the absurdities of corporate culture. She speaks about how humor helped her manage a team, why she took the big risk to quit her job, and how she's navigating the new work world of Hollywood. Cooper is the author of the forthcoming audio book "Let's Catch Up Soon: How I Won Friends and Influenced People Against My Will."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0857</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 10 May 2022 11:39:24 -0500</pubDate><itunes:title>Comedian Sarah Cooper On Bringing Humor to Any Career</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>It's a cliche, but they say it's best to write what you know. That was the case for comedian Sarah Cooper, who rose to viral social media fame in the Trump era through her lip sync TikTok videos. She formerly worked at Yahoo and Google, and she found her way into comedy, in part, by looking at and pointing out the absurdities of corporate culture. She speaks about how humor helped her manage a team, why she took the big risk to quit her job, and how she's navigating the new work world of Hollywood. Cooper is the author of the forthcoming audio book "Let's Catch Up Soon: How I Won Friends and Influenced People Against My Will."</itunes:summary><itunes:subtitle /><itunes:episode>857</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1477</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220510104139-857_ComedianSarahCooperOnBringingHumortoAnyCareer.mp3" length="25866509" type="audio/mpeg" /> </item> <item><title>3 Strategies for Dealing with Procrastination</title><link>https://hbr.org/podcast/2022/05/3-strategies-for-dealing-with-procrastination</link><description>We’re all prone to procrastinate. We feel guilty about it. And yet, we still do it. Alice Boyes, a former clinical psychologist and author, says breaking the habit is more than simply a matter of discipline. She explains the different causes of procrastination and shares three approaches to beat it: through habits, emotions, and thought patterns. Boyes wrote the book Stress-Free Productivity and the HBR article “How to Stop Procrastinating.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0856</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 03 May 2022 09:00:31 -0500</pubDate><itunes:title>3 Strategies for Dealing with Procrastination</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>We’re all prone to procrastinate. We feel guilty about it. And yet, we still do it. Alice Boyes, a former clinical psychologist and author, says breaking the habit is more than simply a matter of discipline. She explains the different causes of procrastination and shares three approaches to beat it: through habits, emotions, and thought patterns. Boyes wrote the book Stress-Free Productivity and the HBR article “How to Stop Procrastinating.”</itunes:summary><itunes:subtitle /><itunes:episode>856</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1481</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220502143901-856_3StrategiesforDealingwithProcrastination.mp3" length="23727806" type="audio/mpeg" /> </item> <item><title>Find Joy in Any Job: How Do I Get My Team to Love Work?</title><link>https://hbr.org/podcast/2022/04/find-joy-in-any-job-how-do-i-get-my-team-to-love-work</link><description>Not everyone likes everything about their job all the time. But we know from research that people who are energized by at least parts of their work perform better – and feel a greater sense of well-being. So there’s a huge benefit when teams and organizations encourage employees to spend more of their work day focused on their strengths and passions. In this special series from HBR, we’re looking at how to figure out what you really love about work and craft your current job around that. In this episode, we’re scaling up from self-help for individuals to advice for managers and explaining how they can balance these efforts with business goals. IdeaCast co-host Alison Beard speaks with Marcus Buckingham, head of research on people and performance at the ADP Research Institute and author of the new book Love + Work.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0855</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 28 Apr 2022 08:52:01 -0500</pubDate><itunes:title>Find Joy in Any Job: How Do I Get My Team to Love Work?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Not everyone likes everything about their job all the time. But we know from research that people who are energized by at least parts of their work perform better – and feel a greater sense of well-being. So there’s a huge benefit when teams and organizations encourage employees to spend more of their work day focused on their strengths and passions. In this special series from HBR, we’re looking at how to figure out what you really love about work and craft your current job around that. In this episode, we’re scaling up from self-help for individuals to advice for managers and explaining how they can balance these efforts with business goals. IdeaCast co-host Alison Beard speaks with Marcus Buckingham, head of research on people and performance at the ADP Research Institute and author of the new book Love + Work.</itunes:summary><itunes:subtitle /><itunes:episode>855</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1630</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220427170210-855_FindJoyinAnyJob_HowDoIGetMyTeamtoLoveWork_.mp3" length="26528980" type="audio/mpeg" /> </item> <item><title>Let’s Redefine the Role of Manager</title><link>https://hbr.org/podcast/2022/04/lets-redefine-the-role-of-manager</link><description>Most managers today are overwhelmed. Thanks to rapid technological change, flattening hierarchies, agile work, and new attitudes about talent, they have to do more than ever. Lynda Gratton, professor at London Business School and the founder of HSM, points to a few ways we can solve the problem: by training bosses to be people leaders, outsourcing some of their mundane management tasks, and even splitting the role so some oversee work and others focus on talent development. Gratton is the author of the book Redesigning Work and coauthor along with Diane Gherson of the HBR article “Managers Can’t Do It All.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0854</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 26 Apr 2022 09:00:06 -0500</pubDate><itunes:title>Let's Redefine the Role of Manager</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Most managers today are overwhelmed. Thanks to rapid technological change, flattening hierarchies, agile work, and new attitudes about talent, they have to do more than ever. Lynda Gratton, professor at London Business School and the founder of HSM, points to a few ways we can solve the problem: by training bosses to be people leaders, outsourcing some of their mundane management tasks, and even splitting the role so some oversee work and others focus on talent development. Gratton is the author of the book Redesigning Work and coauthor along with Diane Gherson of the HBR article “Managers Can’t Do It All.”</itunes:summary><itunes:subtitle /><itunes:episode>854</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1465</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220425103219-854_LetsRedefinetheRoleofManager.mp3" length="24508544" type="audio/mpeg" /> </item> <item><title>Find Joy in Any Job: How Do I Improve the Role I Have?</title><link>https://hbr.org/podcast/2022/04/find-joy-in-any-job-how-do-i-improve-the-role-i-have</link><description>A lot of us are feeling unhappy and disengaged at work – and that started long before the pandemic. A big part of the problem, says Marcus Buckingham, is that we don’t take the initiative to do more of the tasks that we truly love. After identifying what most energizes and excites you about your current role or employer, you can try a host of strategies to shape your work around those things. In this special series from HBR, we’re looking at how to find love in your work. In this episode, we explain how to shift your current role to focus on what really drives you. IdeaCast co-host Alison Beard speaks with Marcus Buckingham, head of research on people and performance at the ADP Research Institute and author of the new book Love + Work.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0853</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 21 Apr 2022 12:04:50 -0500</pubDate><itunes:title>Find Joy in Any Job: How Do I Improve the Role I Have?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>A lot of us are feeling unhappy and disengaged at work – and that started long before the pandemic. A big part of the problem, says Marcus Buckingham, is that we don’t take the initiative to do more of the tasks that we truly love. After identifying what most energizes and excites you about your current role or employer, you can try a host of strategies to shape your work around those things. In this special series from HBR, we’re looking at how to find love in your work. In this episode, we explain how to shift your current role to focus on what really drives you. IdeaCast co-host Alison Beard speaks with Marcus Buckingham, head of research on people and performance at the ADP Research Institute and author of the new book Love + Work.</itunes:summary><itunes:subtitle /><itunes:episode>853</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1649</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220420173144-853_FindJoyinAnyJob_HowDoIImprovetheRoleIHave_.mp3" length="28504252" type="audio/mpeg" /> </item> <item><title>How Understanding Your Family Dynamics Can Improve Work</title><link>https://hbr.org/podcast/2022/04/how-understanding-your-family-dynamics-can-improve-work</link><description>Deborah Ancona, a professor at MIT Sloan School of Management, and Dennis Perkins, CEO of The Syncretics Group, have researched how family dynamics play out in the workplace. They say people often revert to childhood patterns at work. By applying a concept from psychology known as family systems theory, managers and leaders can come to understand how their past influences their behavior and thus can grow professionally. Ancona and Perkins wrote the HBR article "Family Ghosts in the Executive Suite."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0852</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 19 Apr 2022 09:00:47 -0500</pubDate><itunes:title>How Understanding Your Family Dynamics Can Improve Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Deborah Ancona, a professor at MIT Sloan School of Management, and Dennis Perkins, CEO of The Syncretics Group, have researched how family dynamics play out in the workplace. They say people often revert to childhood patterns at work. By applying a concept from psychology known as family systems theory, managers and leaders can come to understand how their past influences their behavior and thus can grow professionally. Ancona and Perkins wrote the HBR article "Family Ghosts in the Executive Suite."</itunes:summary><itunes:subtitle /><itunes:episode>852</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1670</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220415161835-852_HowUnderstandingYourFamilyDynamicsCanImproveWork.mp3" length="27189837" type="audio/mpeg" /> </item> <item><title>Find Joy in Any Job: What Do I Really Love To Do?</title><link>https://hbr.org/podcast/2022/04/find-joy-in-any-job-what-do-i-really-love-to-do</link><description>At a time when 41% of us are considering quitting our jobs, it’s time for us to understand why and what we can do about it. In this special series from HBR, we’re looking at how to craft your current job around the work you really love. In this episode, we’ll explain how to identify which tasks fit that bill and can lead you to a more fulfilling and successful career. IdeaCast co-host Alison Beard speaks with Marcus Buckingham, head of research on people and performance at the ADP Research Institute and author of the new book Love + Work.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0851</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 14 Apr 2022 09:00:09 -0500</pubDate><itunes:title>Find Joy in Any Job: What Do I Really Love To Do?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>At a time when 41% of us are considering quitting our jobs, it’s time for us to understand why and what we can do about it. In this special series from HBR, we’re looking at how to craft your current job around the work you really love. In this episode, we’ll explain how to identify which tasks fit that bill and can lead you to a more fulfilling and successful career. IdeaCast co-host Alison Beard speaks with Marcus Buckingham, head of research on people and performance at the ADP Research Institute and author of the new book Love + Work.</itunes:summary><itunes:subtitle /><itunes:episode>851</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1854</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220413164704-851_FindJoyinAnyJob_WhatDoIReallyLoveToDo_.mp3" length="30109212" type="audio/mpeg" /> </item> <item><title>How Political Polarization Is Changing Work</title><link>https://hbr.org/podcast/2022/04/how-political-polarization-is-changing-work</link><description>Politics has traditionally been a taboo topic to discuss on the job. But as people get more vocal about their views -- on everything from from climate change to racial justice, elections to invasions -- it's increasingly hard to keep debate out of the workplace. And that can lead to conflicts between colleagues. Julia Minson of the Harvard Kennedy School of Government and Francesca Gino of Harvard Business School have studied how political polarization is affecting organizations and have advice on handling the challenges it presents. Together, they wrote the HBR article “Managing A Polarized Workforce: How to Foster Debate and Promote Trust.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0850</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 12 Apr 2022 09:00:21 -0500</pubDate><itunes:title>How Political Polarization Is Changing Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Politics has traditionally been a taboo topic to discuss on the job. But as people get more vocal about their views -- on everything from from climate change to racial justice, elections to invasions -- it's increasingly hard to keep debate out of the workplace. And that can lead to conflicts between colleagues. Julia Minson of the Harvard Kennedy School of Government and Francesca Gino of Harvard Business School have studied how political polarization is affecting organizations and have advice on handling the challenges it presents. Together, they wrote the HBR article “Managing A Polarized Workforce: How to Foster Debate and Promote Trust.”</itunes:summary><itunes:subtitle /><itunes:episode>850</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1670</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220411114238-850_HowPoliticalPolarizationIsChangingWork.mp3" length="27178893" type="audio/mpeg" /> </item> <item><title>Find Joy in Any Job: Why Am I Unhappy at Work?</title><link>https://hbr.org/podcast/2022/04/find-joy-in-any-job-why-am-i-unhappy-at-work</link><description>There’s been much talk about the Great Resignation and what’s driving it. The pandemic has exacerbated a long-term problem: many of us struggle to find any pleasure in our work. But quitting isn’t the only the solution. Often, it’s not feasible. In this special series from HBR, we look at a different path: figuring out what you really love and crafting your current role around that. In this episode, we dig into the data showing why people feel so disengaged and what they feel is missing from their work. IdeaCast co-host Alison Beard speaks with Marcus Buckingham, head of research on people and performance at the ADP Research Institute and author of the new book Love + Work.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0849</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 07 Apr 2022 09:20:37 -0500</pubDate><itunes:title>Find Joy in Any Job: Why Am I Unhappy at Work?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>There’s been much talk about the Great Resignation and what’s driving it. The pandemic has exacerbated a long-term problem: many of us struggle to find any pleasure in our work. But quitting isn’t the only the solution. Often, it’s not feasible. In this special series from HBR, we look at a different path: figuring out what you really love and crafting your current role around that. In this episode, we dig into the data showing why people feel so disengaged and what they feel is missing from their work. IdeaCast co-host Alison Beard speaks with Marcus Buckingham, head of research on people and performance at the ADP Research Institute and author of the new book Love + Work.</itunes:summary><itunes:subtitle /><itunes:episode>849</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1443</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220406170120-849_FindJoyinAnyJob_WhyAmIUnhappyatWork_.mp3" length="23546413" type="audio/mpeg" /> </item> <item><title>Working with Colleagues: Should You Collaborate or Compete?</title><link>https://hbr.org/podcast/2022/04/working-with-colleagues-should-you-collaborate-or-compete</link><description>Randall Peterson, founding director of the Leadership Institute at London Business School, studies coworker dynamics. He says lately, the idea of head-to-head competition for advancement has gone out of style in favor of a more cooperative ideal. In reality, he says, interpersonal relationships at work can be both. Sometimes you cooperate closely with colleagues. Sometimes you compete directly with them. And sometimes it’s most effective to work independently. He explains how to deal with each scenario. And he shares how managers can help their teams find the right balance. Peterson is a coauthor of the HBR article “When to Cooperate with Colleagues and When to Compete.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0848</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 05 Apr 2022 09:00:06 -0500</pubDate><itunes:title>Working with Colleagues: Should You Collaborate or Compete?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Randall Peterson, founding director of the Leadership Institute at London Business School, studies coworker dynamics. He says lately, the idea of head-to-head competition for advancement has gone out of style in favor of a more cooperative ideal. In reality, he says, interpersonal relationships at work can be both. Sometimes you cooperate closely with colleagues. Sometimes you compete directly with them. And sometimes it’s most effective to work independently. He explains how to deal with each scenario. And he shares how managers can help their teams find the right balance. Peterson is a coauthor of the HBR article “When to Cooperate with Colleagues and When to Compete.”</itunes:summary><itunes:subtitle /><itunes:episode>848</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1570</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220401173626-848_WorkingwithColleagues_ShouldYouCollaborateorCompete_.mp3" length="27126245" type="audio/mpeg" /> </item> <item><title>Filmmaker Ken Burns on Lessons in Innovation and Collaboration</title><link>https://hbr.org/podcast/2022/03/filmmaker-ken-burns-on-lessons-in-innovation-and-collaboration</link><description>As the acclaimed documentarian releases a new two-part PBS series about Ben Franklin, he describes how the U.S. founding father transformed himself from teen runaway to newspaperman, then inventor, then political elder. He explains what current leaders can learn from how Franklin approached business, scientific discovery, and his fellow nation-builders. Ken Burns, whose films have covered everything from the Civil War to baseball, also shares insights on how he and his teammates get their own groundbreaking work done.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0847</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 29 Mar 2022 09:00:09 -0500</pubDate><itunes:title>Filmmaker Ken Burns on Lessons in Innovation and Collaboration</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>As the acclaimed documentarian releases a new two-part PBS series about Ben Franklin, he describes how the U.S. founding father transformed himself from teen runaway to newspaperman, then inventor, then political elder. He explains what current leaders can learn from how Franklin approached business, scientific discovery, and his fellow nation-builders. Ken Burns, whose films have covered everything from the Civil War to baseball, also shares insights on how he and his teammates get their own groundbreaking work done.</itunes:summary><itunes:subtitle /><itunes:episode>847</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1765</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220328111512-847_FilmmakerKenBurnsonLessonsinInnovationandCollaboration.mp3" length="29573819" type="audio/mpeg" /> </item> <item><title>Breaking Free of the Cult of Productivity</title><link>https://hbr.org/podcast/2022/03/breaking-free-of-the-cult-of-productivity</link><description>Madeleine Dore, an author and podcast host, offers a cure for “productivity guilt.” That’s the cycle of dejection she says many of us suffer from when we never reach the end of our lengthy to-do lists (even with modern technology to make us more efficient). Instead of trying to optimize our time, she suggests ways we can step back, listen to ourselves, and plan our days around delight. She offers tips and tricks to make this transition and explains why it can be good for business overall. Dore hosts the podcast Routines & Ruts and wrote the new book I Didn't Do the Thing Today.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0846</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 22 Mar 2022 09:00:46 -0500</pubDate><itunes:title>Breaking Free of the Cult of Productivity</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Madeleine Dore, an author and podcast host, offers a cure for “productivity guilt.” That’s the cycle of dejection she says many of us suffer from when we never reach the end of our lengthy to-do lists (even with modern technology to make us more efficient). Instead of trying to optimize our time, she suggests ways we can step back, listen to ourselves, and plan our days around delight. She offers tips and tricks to make this transition and explains why it can be good for business overall. Dore hosts the podcast Routines & Ruts and wrote the new book I Didn't Do the Thing Today.</itunes:summary><itunes:subtitle /><itunes:episode>846</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1454</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220318144040-846_BreakingFreeoftheCultofProductivity.mp3" length="25143012" type="audio/mpeg" /> </item> <item><title>DEI Isn’t Enough; Companies Need Anti-Racist Leadership</title><link>https://hbr.org/podcast/2022/03/dei-isnt-enough-companies-need-anti-racist-leadership</link><description>Over the past few years in the United States, we’ve seen some horrific examples of racism seize the public consciousness. Amid all these tragedies – and the protests that followed – U.S. business leaders promised they would do their part to fight the problem, making workplaces more diverse, equitable and inclusive. But now it's time to go a step further, say James White and Krista White, father-and-daughter authors of the new book, “Anti-Racist Leadership: How to Transform Corporate Culture in a Race-Conscious World”. They share their own experiences as Black Americans in the workplace and lessons from James' time as CEO of Jamba Juice. And they offer advice on how corporate leaders can promote lasting change in their own organizations and society at large.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0845</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 15 Mar 2022 09:00:00 -0500</pubDate><itunes:title>DEI Isn't Enough; Companies Need Anti-Racist Leadership</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Over the past few years in the United States, we’ve seen some horrific examples of racism seize the public consciousness. Amid all these tragedies – and the protests that followed – U.S. business leaders promised they would do their part to fight the problem, making workplaces more diverse, equitable and inclusive. But now it's time to go a step further, say James White and Krista White, father-and-daughter authors of the new book, “Anti-Racist Leadership: How to Transform Corporate Culture in a Race-Conscious World”. They share their own experiences as Black Americans in the workplace and lessons from James' time as CEO of Jamba Juice. And they offer advice on how corporate leaders can promote lasting change in their own organizations and society at large.</itunes:summary><itunes:subtitle /><itunes:episode>845</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1763</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220311161550-845_DEIIsntEnoughCompaniesNeedAnti-RacistLeadership.mp3" length="28542706" type="audio/mpeg" /> </item> <item><title>You’re Overlooking a Source of Diversity: Age</title><link>https://hbr.org/podcast/2022/03/youre-overlooking-a-source-of-diversity-age</link><description>Megan Gerhardt, management professor at Miami University, studies the impact of generational conflict on organizations. She says too many leaders see generational lines as a source of division that hurts productivity. But her research shows that age is often an untapped source of diversity. When age-diverse teams are managed well, members share more knowledge, skills, and networks with each other. To foster intergenerational collaboration, she lays out a four-part framework that starts with questioning assumptions and ends with embracing mutual learning. Gerhardt is a coauthor of the HBR article "Harnessing the Power of Age Diversity.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0844</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 08 Mar 2022 09:00:37 -0500</pubDate><itunes:title>You're Overlooking a Source of Diversity: Age</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Megan Gerhardt, management professor at Miami University, studies the impact of generational conflict on organizations. She says too many leaders see generational lines as a source of division that hurts productivity. But her research shows that age is often an untapped source of diversity. When age-diverse teams are managed well, members share more knowledge, skills, and networks with each other. To foster intergenerational collaboration, she lays out a four-part framework that starts with questioning assumptions and ends with embracing mutual learning. Gerhardt is a coauthor of the HBR article "Harnessing the Power of Age Diversity.”</itunes:summary><itunes:subtitle /><itunes:episode>844</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1689</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220304102307-844_YoureOverlookingaSourceofDiversity_Age.mp3" length="28256393" type="audio/mpeg" /> </item> <item><title>Regrets Are Inevitable. Start Learning From Them.</title><link>https://hbr.org/podcast/2022/03/regrets-are-inevitable-start-learning-from-them</link><description>"No regrets" might be a popular modern-day mantra, but it's virtually impossible to live your life without wishing you could do certain things over. Some people try to ignore these feelings; others wallow in them. But author Dan Pink, who recently conducted large U.S. and global surveys on this phenomenon, says the right approach is to instead carefully consider what we regret and why so that we can either reverse course or make better decisions in the future, as well as putting them behind us. Whether you're frustrated by bad career moves you've made, business ideas you didn't pursue, or relationships you've let falter, these regrets can be useful tools for personal growth. Pink's new book is “The Power of Regret: How Looking Backward Moves Us Forward.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0843</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 01 Mar 2022 09:00:44 -0500</pubDate><itunes:title>Regrets Are Inevitable. Start Learning From Them.</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>"No regrets" might be a popular modern-day mantra, but it's virtually impossible to live your life without wishing you could do certain things over. Some people try to ignore these feelings; others wallow in them. But author Dan Pink, who recently conducted large U.S. and global surveys on this phenomenon, says the right approach is to instead carefully consider what we regret and why so that we can either reverse course or make better decisions in the future, as well as putting them behind us. Whether you're frustrated by bad career moves you've made, business ideas you didn't pursue, or relationships you've let falter, these regrets can be useful tools for personal growth. Pink's new book is “The Power of Regret: How Looking Backward Moves Us Forward.”</itunes:summary><itunes:subtitle /><itunes:episode>843</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1672</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220228130532-843_RegretsAreInevitable.StartLearningfromThem..mp3" length="28649696" type="audio/mpeg" /> </item> <item><title>Why Some Companies Thrived During the Pandemic</title><link>https://hbr.org/podcast/2022/02/why-some-companies-thrived-during-the-pandemic</link><description>Keith Ferrazzi, founder of the consulting firm Ferrazzi Greenlight, led a survey of more than 2,000 executives to study how they reengineered operations during the pandemic. The research identified a kind of extreme adaptability at the team and organizational levels that helped some companies come out on top. Ferrazzi argues that after months of ruthlessly adapting, leaders should continue on a path of resilience and agility to stay competitive in the post-Covid-19 world. And he offers concrete steps to take. Ferrazzi is a coauthor of the new book "Competing in the New World of Work: How Radical Adaptability Separates the Best from the Rest."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0842</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 22 Feb 2022 09:00:00 -0500</pubDate><itunes:title>Why Some Companies Thrived During the Pandemic</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Keith Ferrazzi, founder of the consulting firm Ferrazzi Greenlight, led a survey of more than 2,000 executives to study how they reengineered operations during the pandemic. The research identified a kind of extreme adaptability at the team and organizational levels that helped some companies come out on top. Ferrazzi argues that after months of ruthlessly adapting, leaders should continue on a path of resilience and agility to stay competitive in the post-Covid-19 world. And he offers concrete steps to take. Ferrazzi is a coauthor of the new book "Competing in the New World of Work: How Radical Adaptability Separates the Best from the Rest."</itunes:summary><itunes:subtitle /><itunes:episode>842</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1330</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220218131431-842_WhySomeCompaniesThrivedDuringthePandemic.mp3" length="21630143" type="audio/mpeg" /> </item> <item><title>Inside Companies that Get the Purpose-Profit Balance Right</title><link>https://hbr.org/podcast/2022/02/inside-companies-that-get-the-purpose-profit-balance-right</link><description>Purpose has become a corporate buzzword over the past decade. Leaders are embracing the idea that companies can’t just do well financially; they also have to do good for society. But how many organizations are really walking the talk? Ranjay Gulati, professor at Harvard Business School, has studied how dozens of purpose-driven companies -- from Etsy in the United States to Recruit in Japan -- simultaneously pursue profits. He argues that while we all want a win-win, leaders must also sometimes learn to make thoughtful tradeoffs. Gulati is the author of the book "Deep Purpose: The Heart and Soul of High-Performance Companies” and the HBR article “The Messy but Essential Pursuit of Purpose.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0841</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 15 Feb 2022 09:00:15 -0500</pubDate><itunes:title>Inside Companies that Get the Purpose-Profit Balance Right</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Purpose has become a corporate buzzword over the past decade. Leaders are embracing the idea that companies can’t just do well financially; they also have to do good for society. But how many organizations are really walking the talk? Ranjay Gulati, professor at Harvard Business School, has studied how dozens of purpose-driven companies -- from Etsy in the United States to Recruit in Japan -- simultaneously pursue profits. He argues that while we all want a win-win, leaders must also sometimes learn to make thoughtful tradeoffs. Gulati is the author of the book "Deep Purpose: The Heart and Soul of High-Performance Companies” and the HBR article “The Messy but Essential Pursuit of Purpose.”</itunes:summary><itunes:subtitle /><itunes:episode>841</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1685</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220214140010-841_InsideCompaniesthatGetthePurpose-ProfitBalanceRight.mp3" length="29004552" type="audio/mpeg" /> </item> <item><title>The Positives—and Perils—of Storytelling</title><link>https://hbr.org/podcast/2022/02/the-positives-and-perils-of-storytelling</link><description>Jonathan Gottschall, a distinguished fellow at Washington & Jefferson College, has researched storytelling and its unique power to inspire. But as he spoke at business conferences and grew aware of the popularity of storytelling in the corporate world, he came to realize just how much stories can also manipulate and destroy. From addressing climate change to the Theranos scandal, he explains the ins and outs of stories and argues for establishing a culture of honest storytelling in business. Gottschall is the author of the book "The Story Paradox: How Our Love of Storytelling Builds Societies and Tears them Down".</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0840</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 08 Feb 2022 09:00:31 -0500</pubDate><itunes:title>The Positives—and Perils—of Storytelling</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jonathan Gottschall, a distinguished fellow at Washington & Jefferson College, has researched storytelling and its unique power to inspire. But as he spoke at business conferences and grew aware of the popularity of storytelling in the corporate world, he came to realize just how much stories can also manipulate and destroy. From addressing climate change to the Theranos scandal, he explains the ins and outs of stories and argues for establishing a culture of honest storytelling in business. Gottschall is the author of the book "The Story Paradox: How Our Love of Storytelling Builds Societies and Tears them Down".</itunes:summary><itunes:subtitle /><itunes:episode>840</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1555</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220207103948-840_ThePositivesandPerilsofStorytelling.mp3" length="26395682" type="audio/mpeg" /> </item> <item><title>Need a Reset? Try This One Quick Meditation Session (Bonus)</title><link>https://hbr.org/podcast/2022/02/need-a-reset-try-this-one-quick-meditation-session-bonus</link><description>You've probably heard about the benefits of mindfulness and how meditation can help you achieve it. But you still can't find the inclination to start or the time to practice regularly. In this short bonus episode, Rasmus Hougaard, the CEO of Potential Project and a meditation expert who has studied with the Dalai Lama, takes us through a short exercise and explains why mindfulness is a game-changer for our careers and well-being. Skeptics welcome!</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0839b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 03 Feb 2022 12:12:32 -0500</pubDate><itunes:title>Need a Reset? Try This One Quick Meditation Session (Bonus)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>You've probably heard about the benefits of mindfulness and how meditation can help you achieve it. But you still can't find the inclination to start or the time to practice regularly. In this short bonus episode, Rasmus Hougaard, the CEO of Potential Project and a meditation expert who has studied with the Dalai Lama, takes us through a short exercise and explains why mindfulness is a game-changer for our careers and well-being. Skeptics welcome!</itunes:summary><itunes:subtitle /><itunes:episodeType>bonus</itunes:episodeType><itunes:duration>902</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220203113038-839b_NeedaReset_TryThisOneQuickMeditationSessionBonus.mp3" length="16222107" type="audio/mpeg" /> </item> <item><title>No, Tech Start-ups Aren’t Taking Over the World</title><link>https://hbr.org/podcast/2022/02/no-tech-start-ups-arent-taking-over-the-world</link><description>Looking at business news and stock market coverage over the past decade (including a few HBR articles), you'd think that just about every traditional, old-economy company has fallen prey -- or will soon -- to tech-focused competitors. But London Business School's Julian Birkinshaw says that story of disruption and destruction is overblown. His research into Fortune 500 and Global 500 organizations shows that, despite the rise of a few tech giants like Amazon and Google, many industries haven't been radically remade and that many older incumbents are still standing strong. He outlines the strategies they've used to do so, from fighting back to reinvention. Birkinshaw is the author of the HBR article “How Incumbents Survive and Thrive.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0839</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 01 Feb 2022 09:00:13 -0500</pubDate><itunes:title>No, Tech Start-ups Aren't Taking Over the World</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Looking at business news and stock market coverage over the past decade (including a few HBR articles), you'd think that just about every traditional, old-economy company has fallen prey -- or will soon -- to tech-focused competitors. But London Business School's Julian Birkinshaw says that story of disruption and destruction is overblown. His research into Fortune 500 and Global 500 organizations shows that, despite the rise of a few tech giants like Amazon and Google, many industries haven't been radically remade and that many older incumbents are still standing strong. He outlines the strategies they've used to do so, from fighting back to reinvention. Birkinshaw is the author of the HBR article “How Incumbents Survive and Thrive.”</itunes:summary><itunes:subtitle /><itunes:episode>839</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1708</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220131114833-839_NoTechStart-upsArentTakingOvertheWorld.mp3" length="28597450" type="audio/mpeg" /> </item> <item><title>Why Companies Should Stop Political Spending Now</title><link>https://hbr.org/podcast/2022/01/why-companies-should-stop-political-spending-now</link><description>A decade ago, the U.S. Supreme Court changed the rules on how businesses could donate to political campaigns. Since then, hundreds of millions of corporate dollars have been spent on local, state, and federal elections, often without transparency. Many CEOs and boards feel this is the only way they can curry favor with policymakers. Dorothy Lund, an associate professor of law at the University of Southern California, and Leo Strine Jr., counsel at Wachtell, Lipton, Rosen, and Katz and a former Chief Justice of the Supreme Court of Delaware, say this isn't just bad for democracy. It's bad for business because it distracts companies from innovation and growth and risks serious backlash from consumers, employees, and shareholders. They suggest ways to dial back corporate political spending and improve the economy for all. They are the authors of the HBR article "Corporate Political Spending is Bad Business: How to Minimize the Risks and Focus on What Counts.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0838</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 25 Jan 2022 09:00:18 -0500</pubDate><itunes:title>Why Companies Should Stop Political Spending Now</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>A decade ago, the U.S. Supreme Court changed the rules on how businesses could donate to political campaigns. Since then, hundreds of millions of corporate dollars have been spent on local, state, and federal elections, often without transparency. Many CEOs and boards feel this is the only way they can curry favor with policymakers. Dorothy Lund, an associate professor of law at the University of Southern California, and Leo Strine Jr., counsel at Wachtell, Lipton, Rosen, and Katz and a former Chief Justice of the Supreme Court of Delaware, say this isn't just bad for democracy. It's bad for business because it distracts companies from innovation and growth and risks serious backlash from consumers, employees, and shareholders. They suggest ways to dial back corporate political spending and improve the economy for all. They are the authors of the HBR article "Corporate Political Spending is Bad Business: How to Minimize the Risks and Focus on What Counts.”</itunes:summary><itunes:subtitle /><itunes:episode>838</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1596</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220124102021-838_WhyCompaniesShouldStopPoliticalSpendingNow.mp3" length="27094469" type="audio/mpeg" /> </item> <item><title>How Companies Reckon with Past Wrongdoing</title><link>https://hbr.org/podcast/2022/01/how-companies-reckon-with-past-wrongdoing</link><description>Sarah Federman, assistant professor at the University of Baltimore, studies how companies handle their historical misdeeds and what that means for employees and customers. From insurance firms that backed slave owners to railroad companies that transported victims of the Holocaust, many legacy companies can find they played a role in past transgressions. Federman makes a moral and practical argument for uncovering and addressing these misdeeds, even though there may no longer be legal repercussions. And she shares how some leaders have been transparent, apologized, and found meaningful ways to make up for their organization's difficult history. Federman wrote the HBR article “How Companies Can Address Their Historical Transgressions: Lessons from the Slave Trade and the Holocaust.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0837</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 18 Jan 2022 09:00:49 -0500</pubDate><itunes:title>How Companies Reckon with Past Wrongdoing</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Sarah Federman, assistant professor at the University of Baltimore, studies how companies handle their historical misdeeds and what that means for employees and customers. From insurance firms that backed slave owners to railroad companies that transported victims of the Holocaust, many legacy companies can find they played a role in past transgressions. Federman makes a moral and practical argument for uncovering and addressing these misdeeds, even though there may no longer be legal repercussions. And she shares how some leaders have been transparent, apologized, and found meaningful ways to make up for their organization's difficult history. Federman wrote the HBR article “How Companies Can Address Their Historical Transgressions: Lessons from the Slave Trade and the Holocaust.”</itunes:summary><itunes:subtitle /><itunes:episode>837</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1378</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220114130615-837_HowCompaniesReckonwithPastWrongdoing.mp3" length="23670540" type="audio/mpeg" /> </item> <item><title>To Get Ahead, You Need Both Ambition and Humility</title><link>https://hbr.org/podcast/2022/01/to-get-ahead-you-need-both-ambition-and-humility</link><description>We know that great leadership takes not just intelligence and drive but also the ability to get along well with and learn from others. The key, says Amer Kaissi, is to be both ambitious and humble throughout your career. He's studied how people succeed across diverse industries and offers advice of how to find a better balance between our desire to achieve and the qualities that earn more respect from colleagues. Kaissi is a professor of healthcare administration at Trinity University and the author of Humbitious: The Power of Low Ego, High Drive Leadership.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0836</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 11 Jan 2022 09:00:54 -0500</pubDate><itunes:title>To Get Ahead, You Need Both Ambition and Humility</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>We know that great leadership takes not just intelligence and drive but also the ability to get along well with and learn from others. The key, says Amer Kaissi, is to be both ambitious and humble throughout your career. He's studied how people succeed across diverse industries and offers advice of how to find a better balance between our desire to achieve and the qualities that earn more respect from colleagues. Kaissi is a professor of healthcare administration at Trinity University and the author of Humbitious: The Power of Low Ego, High Drive Leadership.</itunes:summary><itunes:subtitle /><itunes:episode>836</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1540</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220107114629-836_ToGetAheadYouNeedBothAmbitionandHumility.mp3" length="26262731" type="audio/mpeg" /> </item> <item><title>We’re Bad at Measuring Inequality—Here’s Why That Matters</title><link>https://hbr.org/podcast/2022/01/were-bad-at-measuring-inequality-heres-why-that-matters</link><description>Stefanie Stantcheva, economist at Harvard University, founded the Social Economics Lab to study inequality, our feelings about it, and how policies influence it. She says when we estimate how much money our colleagues make or how much taxes impact us, we are often very far off from the truth. Her research also shows that our misconceptions are often linked to political beliefs. She argues that we need to be more aware of the realities of inequality if we want to create better economic opportunities.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0835</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 04 Jan 2022 09:00:23 -0500</pubDate><itunes:title>We're Bad at Measuring Inequality—Here's Why That Matters</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Stefanie Stantcheva, economist at Harvard University, founded the Social Economics Lab to study inequality, our feelings about it, and how policies influence it. She says when we estimate how much money our colleagues make or how much taxes impact us, we are often very far off from the truth. Her research also shows that our misconceptions are often linked to political beliefs. She argues that we need to be more aware of the realities of inequality if we want to create better economic opportunities.</itunes:summary><itunes:subtitle /><itunes:episode>835</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1378</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220103115508-835_WereBadatMeasuringInequalityHeresWhyThatMatters.mp3" length="22695525" type="audio/mpeg" /> </item> <item><title>Best of IdeaCast: What Sets Successful People Apart</title><link>https://hbr.org/podcast/2021/12/best-of-ideacast-what-sets-successful-people-apart</link><description>Heidi Grant, a motivational psychologist, has studied successful people and what makes them tick. In this classic episode, she and former host Sarah Green Carmichael discuss the behaviors of high achievers and how to incorporate them into your own life and work. Grant is the author of the HBR article and e-book "Nine Things Successful People Do Differently.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0834</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 28 Dec 2021 09:00:51 -0500</pubDate><itunes:title>Best of IdeaCast: What Sets Successful People Apart</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Heidi Grant, a motivational psychologist, has studied successful people and what makes them tick. In this classic episode, she and former host Sarah Green Carmichael discuss the behaviors of high achievers and how to incorporate them into your own life and work. Grant is the author of the HBR article and e-book "Nine Things Successful People Do Differently.”</itunes:summary><itunes:subtitle /><itunes:episode>834</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1161</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20211224090950-834_BestofIdeaCast_WhatSetsSuccessfulPeopleApart.mp3" length="20031797" type="audio/mpeg" /> </item> <item><title>There Still Aren’t Enough “Good Jobs”</title><link>https://hbr.org/podcast/2021/12/there-still-arent-enough-good-jobs</link><description>Companies around the world are struggling to fill open positions, while millions of unemployed people look for work. What's going on? Zeynep Ton, professor at the MIT Sloan School of Management, says that organizations need to start offering better jobs. While old-school management thinking argued for paying workers only as much money as the market dictated and squeezing every last bit of efficiency out of them to maximize profits, the 21st century requires a new approach. This starts with higher wages but also includes more predictability and flexibility. In the wake of the global pandemic that brought essential workers to the forefront, Ton explains what companies have done - and can do - to create more good jobs in society.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0833</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 21 Dec 2021 09:00:12 -0500</pubDate><itunes:title>There Still Aren't Enough "Good Jobs”</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Companies around the world are struggling to fill open positions, while millions of unemployed people look for work. What's going on? Zeynep Ton, professor at the MIT Sloan School of Management, says that organizations need to start offering better jobs. While old-school management thinking argued for paying workers only as much money as the market dictated and squeezing every last bit of efficiency out of them to maximize profits, the 21st century requires a new approach. This starts with higher wages but also includes more predictability and flexibility. In the wake of the global pandemic that brought essential workers to the forefront, Ton explains what companies have done - and can do - to create more good jobs in society.</itunes:summary><itunes:subtitle /><itunes:episode>833</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1625</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20211219112936-833_ThereStillArentEnough_GoodJobs_.mp3" length="28097187" type="audio/mpeg" /> </item> <item><title>Gaslighting at Work—and What to Do About It</title><link>https://hbr.org/podcast/2021/12/gaslighting-at-work-and-what-to-do-about-it</link><description>Mita Mallick, head of inclusion, equity, and impact at the firm Carta, says gaslighting at the office is more common than many people realize. That's when a manager or coworker engages in behavior where one thing happens, and they try to convince the victim otherwise. Gaslighting can damage the victim’s well-being and performance as well as the company overall. She explains how to recognize the manipulative behavior, what to do about it in the moment, and how companies can respond. Mallick wrote the HBR.org article "How to Intervene When a Manager Is Gaslighting Their Employees."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0832</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 14 Dec 2021 09:20:51 -0500</pubDate><itunes:title>Gaslighting at Work—and What to Do About It</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Mita Mallick, head of inclusion, equity, and impact at the firm Carta, says gaslighting at the office is more common than many people realize. That's when a manager or coworker engages in behavior where one thing happens, and they try to convince the victim otherwise. Gaslighting can damage the victim’s well-being and performance as well as the company overall. She explains how to recognize the manipulative behavior, what to do about it in the moment, and how companies can respond. Mallick wrote the HBR.org article "How to Intervene When a Manager Is Gaslighting Their Employees."</itunes:summary><itunes:subtitle /><itunes:episode>832</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1157</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20211211104048-832_GaslightingatWorkandWhattoDoAboutIt.mp3" length="20481565" type="audio/mpeg" /> </item> <item><title>How to Use All Your Vacation — And Really Unplug</title><link>https://hbr.org/podcast/2021/12/how-to-use-all-your-vacation-and-really-unplug</link><description>When was the last time you really took a sustained break from work? No emails. No calls. No taking care of that one little thing. For most of us — particularly in the United States -- it's been too long. As we head into the end-of-year holidays, we asked University of Texas psychology professor Art Markman and Cornell University associate professor Kaitlin Wooley to explain why it's so important to take real vacations (or even staycations) and how individuals, bosses, and organizations can do a better job of making them happen.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0831</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 07 Dec 2021 09:00:06 -0500</pubDate><itunes:title>How to Use All Your Vacation — And Really Unplug</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>When was the last time you really took a sustained break from work? No emails. No calls. No taking care of that one little thing. For most of us — particularly in the United States -- it's been too long. As we head into the end-of-year holidays, we asked University of Texas psychology professor Art Markman and Cornell University associate professor Kaitlin Wooley to explain why it's so important to take real vacations (or even staycations) and how individuals, bosses, and organizations can do a better job of making them happen.</itunes:summary><itunes:subtitle /><itunes:episode>831</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1678</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20211203151621-831_HowtoUseAllYourVacation--AndReallyUnplug.mp3" length="28092139" type="audio/mpeg" /> </item> <item><title>One Way to Fight the Great Resignation? Re-recruit Your Current Employees</title><link>https://hbr.org/podcast/2021/11/one-way-to-fight-the-great-resignation-re-recruit-your-current-employees</link><description>Debbie Cohen and Kate Roeske-Zummer, cofounders of HumanityWorks, are sounding an alarm bell for employee retention. Record numbers of people are quitting their jobs due to burnout and better opportunities. Those resignations leave their former colleagues burdened with even more work and a sense of despair. Cohen and Roeske-Zummer argue that employers should re-recruit their existing employees and even think of them as customers. And the two consultants outline steps managers can take to openly appreciate those employees and keep a positive culture. Cohen and Roeske-Zummer wrote the HBR.org article "With So Many People Quitting, Don’t Overlook Those Who Stay.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0830</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 30 Nov 2021 09:00:20 -0500</pubDate><itunes:title>One Way to Fight the Great Resignation? Re-recruit Your Current Employees.</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Debbie Cohen and Kate Roeske-Zummer, cofounders of HumanityWorks, are sounding an alarm bell for employee retention. Record numbers of people are quitting their jobs due to burnout and better opportunities. Those resignations leave their former colleagues burdened with even more work and a sense of despair. Cohen and Roeske-Zummer argue that employers should re-recruit their existing employees and even think of them as customers. And the two consultants outline steps managers can take to openly appreciate those employees and keep a positive culture. Cohen and Roeske-Zummer wrote the HBR.org article "With So Many People Quitting, Don’t Overlook Those Who Stay.”</itunes:summary><itunes:subtitle /><itunes:episode>830</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1586</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20220510112921-830_OneWaytoFighttheGreatResignation_Re-recruitYourCurrentEmployees.mp3" length="27787887" type="audio/mpeg" /> </item> <item><title>Why the Highest Paying Jobs So Rarely Go to Women</title><link>https://hbr.org/podcast/2021/11/why-the-highest-paying-jobs-so-rarely-go-to-women</link><description>Companies pay disproportionately high salaries to CEOs and other high-powered professionals willing to live and breathe their jobs, on-call 24/7, ready to pick up and travel. It's a phenomenon Harvard historian and economist Claudia Goldin calls "greedy work" and she says it's a big reason why the pay gap between men and women persists -- because the people typically tasked with caring for kids, the house, or elderly parents simply can't put in as much time and energy at the office. However, she notes, there are signs of change, with younger generations demanding better balance.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0829</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 23 Nov 2021 09:01:05 -0500</pubDate><itunes:title>Why the Highest Paying Jobs So Rarely Go to Women</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Companies pay disproportionately high salaries to CEOs and other high-powered professionals willing to live and breathe their jobs, on-call 24/7, ready to pick up and travel. It's a phenomenon Harvard historian and economist Claudia Goldin calls "greedy work" and she says it's a big reason why the pay gap between men and women persists -- because the people typically tasked with caring for kids, the house, or elderly parents simply can't put in as much time and energy at the office. However, she notes, there are signs of change, with younger generations demanding better balance.</itunes:summary><itunes:subtitle /><itunes:episode>829</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1411</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20211119112403-829_WhytheHighestPayingJobsSoRarelyGotoWomen.mp3" length="24427892" type="audio/mpeg" /> </item> <item><title>In a New Role? Here’s How to Hit the Ground Running</title><link>https://hbr.org/podcast/2021/11/in-a-new-role-heres-how-to-hit-the-ground-running</link><description>Rob Cross, management professor at Babson College, says people are changing jobs more than ever and too often falling short when they do. Surveys show nearly half of people promoted within their own companies are underperforming 18 months later. And up to half of executives in new roles are seen as eventual disappointments. Cross says research shows that’s because today’s hyper-collaborative workplaces demand new skills. He shares evidence-based practices to improve a role transition. Those include developing strategic networks and expanding the scope and impact of one’s projects. Cross is a coauthor of the HBR article "How to Succeed Quickly in a New Role."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0828</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 16 Nov 2021 09:00:56 -0500</pubDate><itunes:title>In a New Role? Here's How to Hit the Ground Running</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Rob Cross, management professor at Babson College, says people are changing jobs more than ever and too often falling short when they do. Surveys show nearly half of people promoted within their own companies are underperforming 18 months later. And up to half of executives in new roles are seen as eventual disappointments. Cross says research shows that’s because today’s hyper-collaborative workplaces demand new skills. He shares evidence-based practices to improve a role transition. Those include developing strategic networks and expanding the scope and impact of one’s projects. Cross is a coauthor of the HBR article "How to Succeed Quickly in a New Role."</itunes:summary><itunes:subtitle /><itunes:episode>828</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1582</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20211115155010-828_InaNewRole_HeresHowtoHittheGroundRunning.mp3" length="26401914" type="audio/mpeg" /> </item> <item><title>The Future of Work Is Projects—So You’ve Got to Get Them Right</title><link>https://hbr.org/podcast/2021/11/the-future-of-work-is-projects-so-youve-got-to-get-them-right</link><description>Companies of every size in every industry and part of the world are basing more of their work around projects. And yet research shows that nearly two-thirds of those efforts fail. Antonio Nieto-Rodriguez, who has studied projects and project management for decades, explains how we can do better. He offers advice on the right way to frame projects, how to structure organizations around them, and pitfalls to avoid. Nieto-Rodriguez is the author of the Harvard Business Review Project Management Handbook and author of the article "The Project Economy Has Arrived."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0827</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 09 Nov 2021 09:00:00 -0500</pubDate><itunes:title>The Future of Work Is Projects—So You've Got to Get Them Right</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Companies of every size in every industry and part of the world are basing more of their work around projects. And yet research shows that nearly two-thirds of those efforts fail. Antonio Nieto-Rodriguez, who has studied projects and project management for decades, explains how we can do better. He offers advice on the right way to frame projects, how to structure organizations around them, and pitfalls to avoid. Nieto-Rodriguez is the author of the Harvard Business Review Project Management Handbook and author of the article "The Project Economy Has Arrived."</itunes:summary><itunes:subtitle /><itunes:episode>827</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1436</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20211105103727-827_TheFutureofWorkisProjectsSoYou_veGottoGetThemRight.mp3" length="25000583" type="audio/mpeg" /> <content:encoded><![CDATA[Companies of every size in every industry and part of the world are basing more of their work around projects. And yet research shows that nearly two-thirds of those efforts fail. Antonio Nieto-Rodriguez, who has studied projects and project management for decades, explains how we can do better. He offers advice on the right way to frame projects, how to structure organizations around them, and pitfalls to avoid. Nieto-Rodriguez is the author of the <a href="https://www.amazon.com/Harvard-Business-Project-Management-Handbook/dp/1647821266">Harvard Business Review Project Management Handbook</a> and author of the article “<a href="https://store.hbr.org/product/the-project-economy-has-arrived/s21061?sku=S21061-PDF-ENG">The Project Economy Has Arrived</a>.” ]]></content:encoded></item> <item><title>Anti-Bias Policies That Really Work in Customer Service</title><link>https://hbr.org/podcast/2021/11/anti-bias-policies-that-really-work-in-customer-service</link><description>Alexandra Feldberg and Tami Kim, assistant professors at Harvard Business School and the University of Virginia Darden School of Business, respectively, say companies are overlooking an important place to root out bias: on the front lines with customers. While many firms are promoting a more equitable workforce through their HR functions, too few firms even realize how costly bias can be in everyday interactions between workers and customers. The researchers explain how organizations can identify and address this overlooked problem. Feldberg and Kim are the coauthors of the HBR article "Fighting Bias on the Front Lines."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0826</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 02 Nov 2021 09:00:29 -0500</pubDate><itunes:title>Anti-Bias Policies That Really Work in Customer Service</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Alexandra Feldberg and Tami Kim, assistant professors at Harvard Business School and the University of Virginia Darden School of Business, respectively, say companies are overlooking an important place to root out bias: on the front lines with customers. While many firms are promoting a more equitable workforce through their HR functions, too few firms even realize how costly bias can be in everyday interactions between workers and customers. The researchers explain how organizations can identify and address this overlooked problem. Feldberg and Kim are the coauthors of the HBR article "Fighting Bias on the Front Lines."</itunes:summary><itunes:subtitle /><itunes:episode>826</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1464</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20211101135902-826_Anti-BiasPoliciesThatReallyWorkinCustomerService.mp3" length="24824538" type="audio/mpeg" /> </item> <item><title>Find Focus in a Chaotic World</title><link>https://hbr.org/podcast/2021/10/find-focus-in-a-chaotic-world</link><description>If you're feeling distracted, mentally fogged, and unable to pay attention to (or focus on if attention is in hed) the task at hand, you're not alone. The human brain is highly susceptible to often unproductive mind-wandering, and modern technology has only made the problem worse. But we all know that the best work comes when you're able to really zero in on an idea or problem for a sustained period of time. So we need better strategies for blocking out the external and internal noise. Dr. Amishi Jha, a neuroscientist and professor of psychology at the University of Miami and the author of "Peak Mind," offers recommendations based on studies of people in some of the most high-pressure jobs in the world.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0825</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 26 Oct 2021 09:00:51 -0500</pubDate><itunes:title>Find Focus in a Chaotic World</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>If you're feeling distracted, mentally fogged, and unable to pay attention to (or focus on if attention is in hed) the task at hand, you're not alone. The human brain is highly susceptible to often unproductive mind-wandering, and modern technology has only made the problem worse. But we all know that the best work comes when you're able to really zero in on an idea or problem for a sustained period of time. So we need better strategies for blocking out the external and internal noise. Dr. Amishi Jha, a neuroscientist and professor of psychology at the University of Miami and the author of "Peak Mind," offers recommendations based on studies of people in some of the most high-pressure jobs in the world.</itunes:summary><itunes:subtitle /><itunes:episode>825</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1630</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20211025145628-825_FindFocusinaChaoticWorld.mp3" length="27914485" type="audio/mpeg" /> </item> <item><title>Algorithms Won’t Solve All Your Pricing Problems</title><link>https://hbr.org/podcast/2021/10/when-pricing-algorithms-hurt-customer-relationships</link><description>Marco Bertini, marketing professor at Esade Business School, says more and more companies are turning to pricing algorithms to maximize profits. But many are unaware of a big downside. The constant price shifts can hurt the perception of the brand and its products. He warns that overreliance on artificial intelligence and machine learning without considering human psychology can cause serious damage to the customer relationship. And he outlines steps managers should take, including implementing guardrails, overrides, and better communication tactics. With London Business School professor Oded Koenigsberg, Bertini wrote the HBR article "The Pitfalls of Pricing Algorithms."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0824</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 19 Oct 2021 09:00:11 -0500</pubDate><itunes:title>Algorithms Won't Solve All Your Pricing Problems</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Marco Bertini, marketing professor at Esade Business School, says more and more companies are turning to pricing algorithms to maximize profits. But many are unaware of a big downside. The constant price shifts can hurt the perception of the brand and its products. He warns that overreliance on artificial intelligence and machine learning without considering human psychology can cause serious damage to the customer relationship. And he outlines steps managers should take, including implementing guardrails, overrides, and better communication tactics. With London Business School professor Oded Koenigsberg, Bertini wrote the HBR article "The Pitfalls of Pricing Algorithms."</itunes:summary><itunes:subtitle /><itunes:episode>824</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1594</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20211018140640-824_AlgorithmsWontSolveAllYourPricingProblems.mp3" length="27004189" type="audio/mpeg" /> </item> <item><title>Tech’s Exponential Growth – and How to Solve the Problems It’s Created</title><link>https://hbr.org/podcast/2021/10/techs-exponential-growth-and-how-to-solve-the-problems-its-created</link><description>Technological development is happening faster than ever and changing our lives in fundamental ways. The companies behind all these new gadgets and services are no doubt the greatest corporate success stories of our age. But entrepreneur and investor Azeem Azhar worries that our public institutions haven't kept pace with the industry, which has created an exponential gap between digital haves and have nots. He offers recommendations on how bridge the divide and achieve growth with broader societal benefits. You can hear more from Azeem Azhar on his HBR Presents podcast, Exponential View.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0823</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 12 Oct 2021 09:00:11 -0500</pubDate><itunes:title>Tech's Exponential Growth - and How to Solve the Problems It's Created</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Technological development is happening faster than ever and changing our lives in fundamental ways. The companies behind all these new gadgets and services are no doubt the greatest corporate success stories of our age. But entrepreneur and investor Azeem Azhar worries that our public institutions haven't kept pace with the industry, which has created an exponential gap between digital haves and have nots. He offers recommendations on how bridge the divide and achieve growth with broader societal benefits. You can hear more from Azeem Azhar on his HBR Presents podcast, Exponential View.</itunes:summary><itunes:subtitle /><itunes:episode>823</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1469</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20211011112529-823_TechsExponentialGrowth-andHowtoSolvetheProblemsItsCreated1.mp3" length="24730096" type="audio/mpeg" /> </item> <item><title>First He Saved Unilever. Now He Wants to Save Capitalism.</title><link>https://hbr.org/podcast/2021/10/first-he-saved-unilever-now-he-wants-to-save-capitalism</link><description>Paul Polman, former CEO of Unilever, led a dazzling career in consumer goods, from Procter & Gamble to Nestlé to the British multinational. His experience fending off a hostile takeover bid taught him that the doctrine of shareholder capitalism is wrong. He believes there’s a better way of doing business, one that embraces all stakeholders — not just stockholders — and improves the environment. He cofounded the consultancy IMAGINE to further sustainable goals, and he shares his advice for the next generation of leaders. With Andrew Winston, Polman wrote the new book “Net Positive: How Courageous Companies Thrive by Giving More than They Take”.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0822</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 05 Oct 2021 09:00:23 -0500</pubDate><itunes:title>First He Saved Unilever. Now He Wants to Save Capitalism.</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Paul Polman, former CEO of Unilever, led a dazzling career in consumer goods, from Procter & Gamble to Nestlé to the British multinational. His experience fending off a hostile takeover bid taught him that the doctrine of shareholder capitalism is wrong. He believes there’s a better way of doing business, one that embraces all stakeholders — not just stockholders — and improves the environment. He cofounded the consultancy IMAGINE to further sustainable goals, and he shares his advice for the next generation of leaders. With Andrew Winston, Polman wrote the new book “Net Positive: How Courageous Companies Thrive by Giving More than They Take”.</itunes:summary><itunes:subtitle /><itunes:episode>822</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1481</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20211004101248-822_FirstHeSavedUnilever.NowHeWantstoSaveCapitalism..mp3" length="25205721" type="audio/mpeg" /> </item> <item><title>How to Make Strategic Career Decisions, Even in a Crisis (Back to Work, Better)</title><link>https://hbr.org/podcast/2021/09/how-to-make-strategic-career-decisions-even-in-a-crisis-back-to-work-better</link><description>When it comes to work, it's easy to focus on the near term: the next meeting, project, promotion. The global pandemic pushed many of us even further into heads-down mode. But Dorie Clark, author of the book The Long Game: How to Be a Long-Term Thinker in a Short-term World, wants everyone to step back, take a breath, and start thinking longer term about what you really want to do and how to progress toward those goals. She offers advice on how to ignore social media distractions, balance priorities, cultivate patience, and make the right strategic decisions. Clark also wrote the HBR article "Feeling Stuck or Stymied."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0821</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 28 Sep 2021 09:00:19 -0500</pubDate><itunes:title>How to Make Strategic Career Decisions, Even in a Crisis (Back to Work, Better)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>When it comes to work, it's easy to focus on the near term: the next meeting, project, promotion. The global pandemic pushed many of us even further into heads-down mode. But Dorie Clark, author of the book The Long Game: How to Be a Long-Term Thinker in a Short-term World, wants everyone to step back, take a breath, and start thinking longer term about what you really want to do and how to progress toward those goals. She offers advice on how to ignore social media distractions, balance priorities, cultivate patience, and make the right strategic decisions. Clark also wrote the HBR article "Feeling Stuck or Stymied."</itunes:summary><itunes:subtitle /><itunes:episode>821</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1733</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210917104346-821_HowtoMakeStrategicCareerDecisionsEveninaCrisisBacktoWorkBetter.mp3" length="29544159" type="audio/mpeg" /> </item> <item><title>The Innovation System Behind Moderna’s Covid-19 Vaccine</title><link>https://hbr.org/podcast/2021/09/the-innovation-system-behind-modernas-covid-19-vaccine</link><description>Noubar Afeyan, cofounder and chair of Moderna Therapeutics and CEO of Flagship Pioneering, says that the breakthrough innovation behind the company’s Covid-19 vaccine came not as a stroke of luck, but from a repeatable process. He outlines a system called “emergent discovery” that involves working back from future ideals, pioneering in novel spaces, encouraging unreasonable ideas, and persistently questioning hypotheses. And he says this process applies to other industries besides life sciences. Afeyan is the coauthor, with HBS professor Gary Pisano, of the HBR article "What Evolution Can Teach Us About Innovation."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0820</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 23 Sep 2021 09:00:23 -0500</pubDate><itunes:title>The Innovation System Behind Moderna’s Covid-19 Vaccine</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Noubar Afeyan, cofounder and chair of Moderna Therapeutics and CEO of Flagship Pioneering, says that the breakthrough innovation behind the company’s Covid-19 vaccine came not as a stroke of luck, but from a repeatable process. He outlines a system called “emergent discovery” that involves working back from future ideals, pioneering in novel spaces, encouraging unreasonable ideas, and persistently questioning hypotheses. And he says this process applies to other industries besides life sciences. Afeyan is the coauthor, with HBS professor Gary Pisano, of the HBR article "What Evolution Can Teach Us About Innovation."</itunes:summary><itunes:subtitle /><itunes:episode>820</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1278</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210917093538-820_TheInnovationSystemBehindModerna_sCovid-19Vaccine.mp3" length="23316189" type="audio/mpeg" /> </item> <item><title>Can Big Tech Reform Itself?</title><link>https://hbr.org/podcast/2021/09/can-big-tech-reform-itself</link><description>Mehran Sahami, a Stanford professor and former Google employee, wants to see a reset from the technology industry. For the past few decades, the world's technologists (many of whom become its corporate executives and venture capitalists) have been taught to prioritize optimization and efficiency without thinking a whole lot about ethics. The result has been stunning corporate success but significant costs to society. Sahami argues that regulation can certainly help right the balance. But he also believes that tech company leaders and employees can shift their mindsets and practices to ensure they're serving the greater good, not just themselves. He's the coauthor, along with Rob Reich and Jeremy Weinstein, of "System Error: Where Big Tech Went Wrong and How We Can Reboot."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0819</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 14 Sep 2021 09:00:14 -0500</pubDate><itunes:title>Can Big Tech Reform Itself?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Mehran Sahami, a Stanford professor and former Google employee, wants to see a reset from the technology industry. For the past few decades, the world's technologists (many of whom become its corporate executives and venture capitalists) have been taught to prioritize optimization and efficiency without thinking a whole lot about ethics. The result has been stunning corporate success but significant costs to society. Sahami argues that regulation can certainly help right the balance. But he also believes that tech company leaders and employees can shift their mindsets and practices to ensure they're serving the greater good, not just themselves. He's the coauthor, along with Rob Reich and Jeremy Weinstein, of "System Error: Where Big Tech Went Wrong and How We Can Reboot."</itunes:summary><itunes:subtitle /><itunes:episode>819</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1614</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210913091346-819_CanBigTechReformItself_.mp3" length="27748137" type="audio/mpeg" /> </item> <item><title>Why Companies Need Returnship Programs (Back to Work, Better)</title><link>https://hbr.org/podcast/2021/09/why-companies-need-returnship-programs-back-to-work-better</link><description>Carol Fishman Cohen, human resource consultant and CEO of iRelaunch, says that extended career breaks have always been common. Now the pandemic has made them even more widespread. So, companies are increasingly considering formal back-to-work programs and “returnships.” That’s where employers set up special training and support mechanisms to ease people back into work. Cohen speaks about the best practices for organizations and returning workers alike. She's the author of the HBR article "Return-to-Work Programs Come of Age."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0818</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 07 Sep 2021 09:00:43 -0500</pubDate><itunes:title>Why Companies Need Returnship Programs (Back to Work, Better)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Carol Fishman Cohen, human resource consultant and CEO of iRelaunch, says that extended career breaks have always been common. Now the pandemic has made them even more widespread. So, companies are increasingly considering formal back-to-work programs and “returnships.” That’s where employers set up special training and support mechanisms to ease people back into work. Cohen speaks about the best practices for organizations and returning workers alike. She's the author of the HBR article "Return-to-Work Programs Come of Age."</itunes:summary><itunes:subtitle /><itunes:episode>818</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1237</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210903110731-818_WhyCompaniesNeedReturnshipProgramsBacktoWorkBetter.mp3" length="21386831" type="audio/mpeg" /> </item> <item><title>How the Pandemic Changed Talent Management (Back to Work, Better)</title><link>https://hbr.org/podcast/2021/08/how-the-pandemic-changed-talent-management</link><description>Johnny C. Taylor Jr., CEO and President of the Society for Human Resource Management, says that this is a reset moment for organizations that want to finally get human resources right. The crisis has taught leaders just how important it is to find and mobilize talent and evaluate and adjust to employee needs. He shares research on several trends set to accelerate, including hybrid and contract work and diversity, equity, and inclusion efforts, and offers guidance to leaders around the world trying to identify what the "new normal" should look like in their organizations.Taylor is the author of the book "Reset: A Leader's Guide to Work in an Age of Upheaval."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0817</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 31 Aug 2021 09:00:31 -0500</pubDate><itunes:title>How the Pandemic Changed Talent Management (Back to Work, Better)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Johnny C. Taylor Jr., CEO and President of the Society for Human Resource Management, says that this is a reset moment for organizations that want to finally get human resources right. The crisis has taught leaders just how important it is to find and mobilize talent and evaluate and adjust to employee needs. He shares research on several trends set to accelerate, including hybrid and contract work and diversity, equity, and inclusion efforts, and offers guidance to leaders around the world trying to identify what the "new normal" should look like in their organizations.Taylor is the author of the book "Reset: A Leader's Guide to Work in an Age of Upheaval."</itunes:summary><itunes:subtitle /><itunes:episode>817</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1765</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210830132406-817_HowthePandemicChangedTalentManagement.mp3" length="29824573" type="audio/mpeg" /> </item> <item><title>Best of IdeaCast: Saying No to More Work</title><link>https://hbr.org/podcast/2021/08/best-of-ideacast-saying-no-to-more-work</link><description>When the work keeps piling on, there comes a time when everyone needs to say no. But how do you do so without offending your coworkers or hurting your career? Former host Sarah Green Carmichael, and Karen Dillon, the author of the “HBR Guide to Office Politics,” talk about the best practices on saying no to work when you're overwhelmed.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0816</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 26 Aug 2021 11:22:23 -0500</pubDate><itunes:title>Best of IdeaCast: Saying No to More Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>When the work keeps piling on, there comes a time when everyone needs to say no. But how do you do so without offending your coworkers or hurting your career? Former host Sarah Green Carmichael, and Karen Dillon, the author of the “HBR Guide to Office Politics,” talk about the best practices on saying no to work when you're overwhelmed.</itunes:summary><itunes:subtitle /><itunes:episode>816</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1306</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210826092537-816_BestofIdeaCast_SayingNotoMoreWork.mp3" length="22414154" type="audio/mpeg" /> </item> <item><title>What We Still Need to Learn about AI in Marketing — and Beyond</title><link>https://hbr.org/podcast/2021/08/what-we-still-need-to-learn-about-ai-in-marketing-and-beyond</link><description>Eva Ascarza, professor at Harvard Business School, studies customer analytics and finds that many companies investing in artificial intelligence fail to improve their marketing decisions. Why is AI falling flat when it comes to this key lever for profit? She says the main reasons are that organizations neglect to ask the right questions, weigh the value of being right with the cost of being wrong, and leverage the improving abilities of AI to change how companies make decisions overall. With London Business School’s Bruce G.S. Hardie and Michael Ross, Ascarza wrote the HBR article "Why You Aren’t Getting More from Your Marketing AI."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0815</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 24 Aug 2021 09:00:09 -0500</pubDate><itunes:title>What We Still Need to Learn about AI in Marketing — and Beyond</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Eva Ascarza, professor at Harvard Business School, studies customer analytics and finds that many companies investing in artificial intelligence fail to improve their marketing decisions. Why is AI falling flat when it comes to this key lever for profit? She says the main reasons are that organizations neglect to ask the right questions, weigh the value of being right with the cost of being wrong, and leverage the improving abilities of AI to change how companies make decisions overall. With London Business School’s Bruce G.S. Hardie and Michael Ross, Ascarza wrote the HBR article "Why You Aren’t Getting More from Your Marketing AI."</itunes:summary><itunes:subtitle /><itunes:episode>815</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1353</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210823144621-815_WhatWeStillNeedtoLearnaboutAIinMarketingandBeyond.mp3" length="23090923" type="audio/mpeg" /> </item> <item><title>Rethinking Our Relationship with Work (Back to Work, Better)</title><link>https://hbr.org/podcast/2021/08/rethinking-our-relationship-with-work</link><description>Emily Esfahani Smith, author of “The Power of Meaning,” has long studied how people find fulfillment. As the ongoing pandemic causes many of us to rethink how and why we do our jobs, she offers advice on how to find more enjoyment and engagement, avoid burnout, reset ambitions, and, if necessary, change paths. One key is to define - or redefine - your purpose as it relates to work, and Smith explains how to do that wherever you are in your career.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0814</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 17 Aug 2021 09:00:44 -0500</pubDate><itunes:title>Rethinking Our Relationship with Work (Back to Work, Better)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Emily Esfahani Smith, author of “The Power of Meaning,” has long studied how people find fulfillment. As the ongoing pandemic causes many of us to rethink how and why we do our jobs, she offers advice on how to find more enjoyment and engagement, avoid burnout, reset ambitions, and, if necessary, change paths. One key is to define - or redefine - your purpose as it relates to work, and Smith explains how to do that wherever you are in your career.</itunes:summary><itunes:subtitle /><itunes:episode>814</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1573</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210816111159-814_RethinkingOurRelationshipwithWork.mp3" length="26744208" type="audio/mpeg" /> </item> <item><title>When Entrepreneurs Distort the Truth</title><link>https://hbr.org/podcast/2021/08/when-entrepreneurs-distort-the-truth</link><description>Kyle Jensen, associate dean at the Yale School of Management, has seen firsthand just how tempting it is for entrepreneurs to lie. As a startup founder himself, he says they have to be always "on" and ready to promote their venture. Another reason they’re incentivized to exaggerate is that while many startups fail, successes can become billion-dollar enterprises. Finally, Jensen argues, misrepresenting is relatively easy to get away with in a field of unproven potential. He talks through infamous examples of entrepreneurs distorting the truth and how to change startup culture for the better. Jensen is a coauthor of the HBR article "Entrepreneurs and the Truth."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0813</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 10 Aug 2021 09:00:56 -0500</pubDate><itunes:title>When Entrepreneurs Distort the Truth</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Kyle Jensen, associate dean at the Yale School of Management, has seen firsthand just how tempting it is for entrepreneurs to lie. As a startup founder himself, he says they have to be always "on" and ready to promote their venture. Another reason they’re incentivized to exaggerate is that while many startups fail, successes can become billion-dollar enterprises. Finally, Jensen argues, misrepresenting is relatively easy to get away with in a field of unproven potential. He talks through infamous examples of entrepreneurs distorting the truth and how to change startup culture for the better. Jensen is a coauthor of the HBR article "Entrepreneurs and the Truth."</itunes:summary><itunes:subtitle /><itunes:episode>813</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1411</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210809143916-813_WhenEntrepreneursDistorttheTruth.mp3" length="24350136" type="audio/mpeg" /> </item> <item><title>Moving the Needle on DEI</title><link>https://hbr.org/podcast/2021/08/moving-the-needle-on-dei</link><description>Shelly McNamara, head of equality and inclusion at Procter & Gamble, knows just how valuable it is to work at an inclusive company. Back in 2012, as a VP at P&G, she came out publicly as LGBTQ, and she's since worked tirelessly to ensure that the organization is not only diverse but also a place where all employees feel like they can be their authentic selves. After more than a year of pandemic and political and racial tensions in the U.S. and other parts of the world, these issues have become even more critical for businesses to address, and McNamara points to specific DEI strategies that have proven effective in a variety of corporate environments. McNamara is the author of the book "No Blanks, No Pauses: A Path to Loving Self and Others."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0812</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 03 Aug 2021 09:00:56 -0500</pubDate><itunes:title>Moving the Needle on DEI</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Shelly McNamara, head of equality and inclusion at Procter & Gamble, knows just how valuable it is to work at an inclusive company. Back in 2012, as a VP at P&G, she came out publicly as LGBTQ, and she's since worked tirelessly to ensure that the organization is not only diverse but also a place where all employees feel like they can be their authentic selves. After more than a year of pandemic and political and racial tensions in the U.S. and other parts of the world, these issues have become even more critical for businesses to address, and McNamara points to specific DEI strategies that have proven effective in a variety of corporate environments. McNamara is the author of the book "No Blanks, No Pauses: A Path to Loving Self and Others."</itunes:summary><itunes:subtitle /><itunes:episode>812</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1535</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210802112556-812_MovingtheNeedleonDEI.mp3" length="26193324" type="audio/mpeg" /> </item> <item><title>Building Successful Hybrid Teams (Back to Work, Better)</title><link>https://hbr.org/podcast/2021/07/building-successful-hybrid-teams</link><description>Tsedal Neeley, professor at Harvard Business School, has been studying remote work and global teams for years. In episode 732 early in the pandemic, she shared how managers could lead their teams while many team members worked from home. Now, as more people return to more in-person work, she’s back on the show to help managers lead their teams effectively in a hybrid workplace, a mix of working from home and the office. Neeley is the author of the book "Remote Work Revolution: Succeeding from Anywhere", and the HBR article “15 Questions About Remote Work Answered.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0811</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 27 Jul 2021 09:00:34 -0500</pubDate><itunes:title>Building Successful Hybrid Teams (Back to Work, Better)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Tsedal Neeley, professor at Harvard Business School, has been studying remote work and global teams for years. In episode 732 early in the pandemic, she shared how managers could lead their teams while many team members worked from home. Now, as more people return to more in-person work, she’s back on the show to help managers lead their teams effectively in a hybrid workplace, a mix of working from home and the office. Neeley is the author of the book "Remote Work Revolution: Succeeding from Anywhere", and the HBR article “15 Questions About Remote Work Answered.”</itunes:summary><itunes:subtitle /><itunes:episode>811</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1535</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210723151748-811_BuildingSuccessfulHybridTeams.mp3" length="26247647" type="audio/mpeg" /> </item> <item><title>Lessons in Innovation from Bowie, Beyoncé, and More</title><link>https://hbr.org/podcast/2021/07/lessons-in-innovation-from-bowie-beyonc-and-more</link><description>Panos Panay, incoming co-president of the Recording Academy, which presents the Grammys, and R. Michael Hendrix, partner at the innovation consultancy IDEO, argue that the music world offers myriad lessons for anyone looking to improve their performance at work. They explain how strategies long used by musicians -- from egoless experimentation to gathering talented teams for creative collaboration -- can be applied directly to business. Panay and Hendrix are the authors of "Two Beats Ahead: What Musical Minds Teach Us About Innovation."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0810</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 20 Jul 2021 09:00:00 -0500</pubDate><itunes:title>Lessons in Innovation from Bowie, Beyoncé, and More</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Panos Panay, incoming co-president of the Recording Academy, which presents the Grammys, and R. Michael Hendrix, partner at the innovation consultancy IDEO, argue that the music world offers myriad lessons for anyone looking to improve their performance at work. They explain how strategies long used by musicians -- from egoless experimentation to gathering talented teams for creative collaboration -- can be applied directly to business. Panay and Hendrix are the authors of "Two Beats Ahead: What Musical Minds Teach Us About Innovation."</itunes:summary><itunes:subtitle /><itunes:episode>810</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1531</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210718150346-810_LessonsinInnovationfromBowieBeyonceandMore.mp3" length="26295372" type="audio/mpeg" /> </item> <item><title>Stop Networking, Start Connecting</title><link>https://hbr.org/podcast/2021/07/stop-networking-start-connecting</link><description>Susan McPherson, communications consultant, says many people feel strange reconnecting in person with colleagues after an extended period working in physical isolation. To help shake off the rust, she offers simple tips in a “Gather, Ask, Do” method. It's not just about networking, she says, but about finding simple connection points with others that can truly help you succeed. McPherson is the author of the book "The Lost Art of Connecting."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0809</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 13 Jul 2021 09:00:03 -0500</pubDate><itunes:title>Stop Networking, Start Connecting</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Susan McPherson, communications consultant, says many people feel strange reconnecting in person with colleagues after an extended period working in physical isolation. To help shake off the rust, she offers simple tips in a “Gather, Ask, Do” method. It's not just about networking, she says, but about finding simple connection points with others that can truly help you succeed. McPherson is the author of the book "The Lost Art of Connecting."</itunes:summary><itunes:subtitle /><itunes:episode>809</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1550</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210712101847-809_StopNetworkingStartConnecting.mp3" length="26808548" type="audio/mpeg" /> </item> <item><title>Best Buy’s Hubert Joly on Walking the Talk of Stakeholder Capitalism</title><link>https://hbr.org/podcast/2021/07/best-buys-hubert-joly-on-walking-the-talk-of-stakeholder-capitalism</link><description>Hubert Joly, former chairman and CEO of Best Buy, says that now is the time for companies to get serious about operating to benefit not just shareholders but also employees, customers and broader society. In the face of environmental crisis, racial turmoil, and rising economic inequality, he argues that leaders shouldn't debate whether or when to embrace this new version of capitalism. They should focus on how to do it. He says this starts with having a clear purpose and ensuring that everyone in the organization connects with it and one another. It also involves offering fair pay and opportunities for advancement and working with, not against, consumers, the community, the competition. He shares how these strategies helped turn Best Buy around despite the rise of Amazon. Joly is the author of the book “The Heart of Business: Leadership Principles for the Next Era of Capitalism” and the HBR article “How to Lead in the Stakeholder Era.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0808</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 06 Jul 2021 09:00:04 -0500</pubDate><itunes:title>Best Buy's Hubert Joly on Walking the Talk of Stakeholder Capitalism</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Hubert Joly, former chairman and CEO of Best Buy, says that now is the time for companies to get serious about operating to benefit not just shareholders but also employees, customers and broader society. In the face of environmental crisis, racial turmoil, and rising economic inequality, he argues that leaders shouldn't debate whether or when to embrace this new version of capitalism. They should focus on how to do it. He says this starts with having a clear purpose and ensuring that everyone in the organization connects with it and one another. It also involves offering fair pay and opportunities for advancement and working with, not against, consumers, the community, the competition. He shares how these strategies helped turn Best Buy around despite the rise of Amazon. Joly is the author of the book “The Heart of Business: Leadership Principles for the Next Era of Capitalism” and the HBR article “How to Lead in the Stakeholder Era.”</itunes:summary><itunes:subtitle /><itunes:episode>808</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1640</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210701111522-808_BestBuysHubertJolyonWalkingtheTalkofStakeholderCapitalism.mp3" length="28281472" type="audio/mpeg" /> </item> <item><title>Hybrid Work Is Here To Stay. Now What? (Back to Work, Better)</title><link>https://hbr.org/podcast/2021/06/hybrid-work-is-here-to-stay-now-what</link><description>Nicholas Bloom, economics professor at Stanford University, has been studying remote work and hybrid (a mix of remote and onsite) work for years. Then the pandemic made these modes widespread and lasting. He says as more organizations turn to hybrid work, they face difficult logistical, strategic, and managerial challenges. Bloom shares a guideline to implementing hybrid work plans, and helps managers think through these arrangements while balancing fairness to employees and organizational needs. Bloom is the author of the HBR article “Don’t Let Employees Pick Their WFH Days.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0807</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 29 Jun 2021 09:00:07 -0500</pubDate><itunes:title>Hybrid Work Is Here To Stay. Now What? (Back to Work, Better)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Nicholas Bloom, economics professor at Stanford University, has been studying remote work and hybrid (a mix of remote and onsite) work for years. Then the pandemic made these modes widespread and lasting. He says as more organizations turn to hybrid work, they face difficult logistical, strategic, and managerial challenges. Bloom shares a guideline to implementing hybrid work plans, and helps managers think through these arrangements while balancing fairness to employees and organizational needs. Bloom is the author of the HBR article “Don’t Let Employees Pick Their WFH Days.”</itunes:summary><itunes:subtitle /><itunes:episode>807</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1482</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210628094527-807_HybridWorkIsHereToStay.NowWhat_.mp3" length="25555093" type="audio/mpeg" /> </item> <item><title>The Rise and Fall of Carlos Ghosn: Part 4</title><link>https://hbr.org/podcast/2021/06/the-rise-and-fall-of-carlos-ghosn-part-4</link><description>Suddenly powerless in Tokyo prison after his arrest, Carlos Ghosn plans an audacious escape and flees Japan while out on bail. Out of reach of Japanese authorities, the once celebrated CEO of Nissan and Renault defends his legacy as he faces new investigations by French and other authorities. This final episode of a special, four-part series features Ghosn himself and examines whether system failures contributed to his downfall. Who gave Carlos Ghosn such extraordinary power? What can we learn from his story?</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0806</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 24 Jun 2021 10:30:51 -0500</pubDate><itunes:title>The Rise and Fall of Carlos Ghosn: Part 4</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Suddenly powerless in Tokyo prison after his arrest, Carlos Ghosn plans an audacious escape and flees Japan while out on bail. Out of reach of Japanese authorities, the once celebrated CEO of Nissan and Renault defends his legacy as he faces new investigations by French and other authorities. This final episode of a special, four-part series features Ghosn himself and examines whether system failures contributed to his downfall. Who gave Carlos Ghosn such extraordinary power? What can we learn from his story?</itunes:summary><itunes:subtitle /><itunes:episode>806</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2058</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210623171919-806_TheRiseandFallofCarlosGhosn_Part4.mp3" length="34651513" type="audio/mpeg" /> <content:encoded><![CDATA[Suddenly powerless in Tokyo prison after his arrest, Carlos Ghosn plans an audacious escape and flees Japan while out on bail. Out of reach of Japanese authorities, the once celebrated CEO of Nissan and Renault defends his legacy as he faces new investigations by French and other authorities. In the final episode of a special, four-part series, host Curt Nickisch hears Carlos Ghosn’s side of the story and examines whether system failures contributed to his downfall. Who gave him this extraordinary power to run two global companies on different continents? What role did the corporate governance systems at Nissan and Renault play? What can we learn from his story? NOTE: If you haven’t listened to the <a href="https://hbr.org/podcast/2021/06/the-rise-and-fall-of-carlos-ghosn-part-1">first</a>, <a href="https://hbr.org/podcast/2021/06/the-rise-and-fall-of-carlos-ghosn-part-2">second</a>, or <a href="https://hbr.org/podcast/2021/06/the-rise-and-fall-of-carlos-ghosn-part-3">third</a> episodes yet, we recommend you start there. The series begins with episode 800 of the HBR IdeaCast podcast. These episodes ask how Carlos Ghosn went from being one of the world’s most admired CEOs to a fugitive from criminal charges in Japan. What went right — and wrong — during his time leading Nissan and Renault? And what can we learn from it? This special series is inspired and informed by the new book <a href="https://store.hbr.org/product/collision-course-carlos-ghosn-and-the-culture-wars-that-upended-an-auto-empire/10448">Collision Course: Carlos Ghosn and the Culture Wars that Upended an Auto Empire</a>. This episode was produced by Anne Saini. Contributing reporting from Tokyo by Collision Course coauthors Hans Greimel and William Sposato. Editing by Scott Berinato, Maureen Hoch, and Adi Ignatius. Sound engineering by Tim Skoog. The team includes Sally Ashworth, Adam Buchholz, Rob Eckhardt, Ramsey Khabbaz, Scott LaPierre, Christine Liu, Melinda Merino, and Karen Player. ]]></content:encoded></item> <item><title>What Anthropologists Can Teach Us About Work Culture</title><link>https://hbr.org/podcast/2021/06/what-anthropologists-can-teach-us-about-work-culture</link><description>Greg Urban, anthropologist at the University of Pennsylvania, used to study indigenous tribes in Brazil. Now he hangs out in break rooms and boardrooms analyzing how people interact — and create and change culture — in organizations. He shares lessons and tips for managers to better understand and motivate their teams. Urban is the coauthor of the book "The Culture Puzzle: Harnessing the Forces that Drive Your Organization's Success."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0805</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 22 Jun 2021 09:00:41 -0500</pubDate><itunes:title>What Anthropologists Can Teach Us About Work Culture</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Greg Urban, anthropologist at the University of Pennsylvania, used to study indigenous tribes in Brazil. Now he hangs out in break rooms and boardrooms analyzing how people interact — and create and change culture — in organizations. He shares lessons and tips for managers to better understand and motivate their teams. Urban is the coauthor of the book "The Culture Puzzle: Harnessing the Forces that Drive Your Organization's Success."</itunes:summary><itunes:subtitle /><itunes:episode>805</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1435</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210621084225-805_WhatAnthropologistsCanTeachUsAboutWorkCulture.mp3" length="24996296" type="audio/mpeg" /> </item> <item><title>The Rise and Fall of Carlos Ghosn: Part 3</title><link>https://hbr.org/podcast/2021/06/the-rise-and-fall-of-carlos-ghosn-part-3</link><description>A decade into Ghosn’s tenure, Nissan starts missing his goals for growth, profits, and electric vehicle sales. Then a devastating earthquake and tsunami in Japan and a self-made crisis at Renault in France test Ghosn’s leadership. Who is holding Ghosn accountable? This third episode of a four-part series explores the cracks that appear in Ghosn’s track record.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0804</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 17 Jun 2021 09:00:27 -0500</pubDate><itunes:title>The Rise and Fall of Carlos Ghosn: Part 3</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>A decade into Ghosn’s tenure, Nissan starts missing his goals for growth, profits, and electric vehicle sales. Then a devastating earthquake and tsunami in Japan and a self-made crisis at Renault in France test Ghosn’s leadership. Who is holding Ghosn accountable? This third episode of a four-part series explores the cracks that appear in Ghosn’s track record.</itunes:summary><itunes:subtitle /><itunes:episode>804</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2038</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210616105908-804_TheRiseandFallofCarlosGhosn_Part3.mp3" length="34595132" type="audio/mpeg" /> <content:encoded><![CDATA[A decade into Ghosn’s tenure, Nissan starts missing his goals for growth, profits, and electric vehicle sales. Then a devastating earthquake and tsunami in Japan and a self-made crisis at Renault in France test his leadership. Who is holding Ghosn accountable? In part three of a special, four-part series, host Curt Nickisch explores the cracks that appear in Ghosn’s track record. Did his aggressive performance targets harm Nissan in the long run? Was Ghosn stretched too thin, running two global companies eight time zones apart? Was anyone pushing back on his decisions? And after two decades leading the Japanese and French automakers, what was Ghosn’s succession plan? NOTE: If you haven’t listened to the <a href="https://hbr.org/podcast/2021/06/the-rise-and-fall-of-carlos-ghosn-part-1">first</a> or <a href="https://hbr.org/podcast/2021/06/the-rise-and-fall-of-carlos-ghosn-part-2">second</a> episodes yet, we recommend you start there. The series begins with episode 800 of the HBR IdeaCast podcast. These episodes ask how Carlos Ghosn went from being one of the world’s most admired CEOs to a fugitive from justice. What went right — and wrong — during Ghosn’s time leading Nissan and Renault? And what can we learn from it? This special series is inspired and informed by the new book <a href="https://store.hbr.org/product/collision-course-carlos-ghosn-and-the-culture-wars-that-upended-an-auto-empire/10448">Collision Course: Carlos Ghosn and the Culture Wars that Upended an Auto Empire</a>. This episode was produced by Anne Saini. Contributing reporting from Tokyo by Collision Course coauthors Hans Greimel and William Sposato. Editing by Scott Berinato, Maureen Hoch, and Adi Ignatius. Sound engineering by Tim Skoog. The team includes Sally Ashworth, Adam Buchholz, Rob Eckhardt, Ramsey Khabbaz, Scott LaPierre, Christine Liu, Melinda Merino, and Karen Player. ]]></content:encoded></item> <item><title>Former Washington Post Top Editor on Leading Through Change</title><link>https://hbr.org/podcast/2021/06/former-washington-post-top-editor-on-leading-through-change</link><description>Martin Baron, former executive editor of the Washington Post, managed the newsroom during a decade of incredible change and shifting views about the media and truth. Baron led his team through a tumultuous time, as they covered everything from the Trump presidency, to the covid pandemic, to the Black Lives Matter movement. Along the way, he learned some important lessons about managing a public-facing company while remaining true to its purpose and mission. He speaks with HBR editor-in-chief Adi Ignatius.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0803</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 15 Jun 2021 09:00:24 -0500</pubDate><itunes:title>Former Washington Post Top Editor on Leading Through Change</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Martin Baron, former executive editor of the Washington Post, managed the newsroom during a decade of incredible change and shifting views about the media and truth. Baron led his team through a tumultuous time, as they covered everything from the Trump presidency, to the covid pandemic, to the Black Lives Matter movement. Along the way, he learned some important lessons about managing a public-facing company while remaining true to its purpose and mission. He speaks with HBR editor-in-chief Adi Ignatius.</itunes:summary><itunes:subtitle /><itunes:episode>803</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1505</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210611104410-803_FormerWashingtonPostTopEditoronLeadingThroughChange.mp3" length="26031588" type="audio/mpeg" /> </item> <item><title>The Rise and Fall of Carlos Ghosn: Part 2</title><link>https://hbr.org/podcast/2021/06/the-rise-and-fall-of-carlos-ghosn-part-2</link><description>After Carlos Ghosn’s dramatic turnaround at Nissan, profits soar and Ghosnmania sweeps Japan. But signs of trouble emerge as Ghosn takes over as the CEO of both Renault and Nissan in 2005. Then Ghosn’s high pay creates controversy in Japan and France. This second episode of a four-part series explores Ghosn’s leadership style and how it contributes to his eventual downfall.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0802</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 10 Jun 2021 09:00:55 -0500</pubDate><itunes:title>The Rise and Fall of Carlos Ghosn: Part 2</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>After Carlos Ghosn’s dramatic turnaround at Nissan, profits soar and Ghosnmania sweeps Japan. But signs of trouble emerge as Ghosn takes over as the CEO of both Renault and Nissan in 2005. Then Ghosn’s high pay creates controversy in Japan and France. This second episode of a four-part series explores Ghosn’s leadership style and how it contributes to his eventual downfall.</itunes:summary><itunes:subtitle /><itunes:episode>802</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1907</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210609112004-802_TheRiseandFallofCarlosGhosn_Part2.mp3" length="32111995" type="audio/mpeg" /> </item> <item><title>What Business Leaders Need to Know About China Now</title><link>https://hbr.org/podcast/2021/06/what-business-leaders-need-to-know-about-china-now</link><description>Elsbeth Johnson, senior lecturer at MIT’s Sloan School of Management, and Rana Mitter, professor of history at Oxford, argue that there's a lot about the Chinese political system and economy that business leaders from elsewhere in the world still misunderstand. They argue that democracy and a free market system aren't always as tightly linked as we think, and that many people in China also live, work, and invest differently than Westerners do. Better understanding these dynamics will be the key to business success in the world's most populous country. Johnson and Mitter are the authors of the HBR article "What the West Gets Wrong About China."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0801</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 08 Jun 2021 09:00:35 -0500</pubDate><itunes:title>What Business Leaders Need to Know About China Now</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Elsbeth Johnson, senior lecturer at MIT’s Sloan School of Management, and Rana Mitter, professor of history at Oxford, argue that there's a lot about the Chinese political system and economy that business leaders from elsewhere in the world still misunderstand. They argue that democracy and a free market system aren't always as tightly linked as we think, and that many people in China also live, work, and invest differently than Westerners do. Better understanding these dynamics will be the key to business success in the world's most populous country. Johnson and Mitter are the authors of the HBR article "What the West Gets Wrong About China."</itunes:summary><itunes:subtitle /><itunes:episode>801</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1572</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210607122034-801_WhatBusinessLeadersNeedtoKnowAboutChinaNow.mp3" length="27305101" type="audio/mpeg" /> </item> <item><title>The Rise and Fall of Carlos Ghosn: Part 1</title><link>https://hbr.org/podcast/2021/06/the-rise-and-fall-of-carlos-ghosn-part-1</link><description>When Japan's most famous CEO is suddenly arrested, conflicts are revealed in the Renault-Nissan Alliance he led for two decades. Then Carlos Ghosn jumps bail by stowing away in a private jet to Lebanon. Ghosn's daring escape raises new questions about his alleged financial misconduct — and the corporate system that kept him in power.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0800</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 03 Jun 2021 09:00:11 -0500</pubDate><itunes:title>The Rise and Fall of Carlos Ghosn: Part 1</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>When Japan's most famous CEO is suddenly arrested, conflicts are revealed in the Renault-Nissan Alliance he led for two decades. Then Carlos Ghosn jumps bail by stowing away in a private jet to Lebanon. Ghosn's daring escape raises new questions about his alleged financial misconduct — and the corporate system that kept him in power.</itunes:summary><itunes:subtitle /><itunes:episode>800</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1873</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210601162156-800_TheRiseandFallofCarlosGhosn_Part1.mp3" length="31826945" type="audio/mpeg" /> <content:encoded><![CDATA[When Japan’s most famous CEO is suddenly arrested, conflicts are revealed in the Renault-Nissan Alliance, the French and Japanese auto companies that he led for two decades. Then Carlos Ghosn jumps bail by stowing away in a private jet to Lebanon. His daring escape raises new questions about his alleged financial misconduct and the corporate system that kept him in power. What went right — and wrong — at Nissan? How did Carlos Ghosn go from being one of the world’s most admired CEOs to a fugitive from justice? This first episode of a four-part special series tells the story of his dramatic turnarounds at Renault and Nissan. Host Curt Nickisch explores Ghosn’s successes, discovering insights on working across cultural divides, winning buy-in on painful changes, and using outsider status to your advantage. This special series is inspired and informed by the new book <a href="https://store.hbr.org/product/collision-course-carlos-ghosn-and-the-culture-wars-that-upended-an-auto-empire/10448">Collision Course: Carlos Ghosn and the Culture Wars That Upended an Auto Empire</a>. This episode was produced by Anne Saini. Contributing reporting from Tokyo by Collision Course coauthors Hans Greimel and William Sposato. Editing by Scott Berinato, Maureen Hoch, and Adi Ignatius. Sound engineering by Tim Skoog. The team includes Sally Ashworth, Adam Buchholz, Rob Eckhardt, Ramsey Khabbaz, Scott LaPierre, Christine Liu, Melinda Merino, and Karen Player. ]]></content:encoded></item> <item><title>How Leaders Can Encourage Imagination</title><link>https://hbr.org/podcast/2021/06/how-leaders-can-encourage-imagination</link><description>Martin Reeves, managing director and senior partner at Boston Consulting Group’s Henderson Institute, has looked at how companies reinvent themselves to achieve success. And he has found that an essential ingredient in that process is imagination. It’s something we cultivate in children but rarely practice deliberately in the business world. He explains how to encourage and systematize imagination in your organization. Reeves is the coauthor of the new book The Imagination Machine: How to Spark New Ideas and Create Your Company's Future.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0799</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 01 Jun 2021 15:51:01 -0500</pubDate><itunes:title>How Leaders Can Encourage Imagination</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Martin Reeves, managing director and senior partner at Boston Consulting Group’s Henderson Institute, has looked at how companies reinvent themselves to achieve success. And he has found that an essential ingredient in that process is imagination. It’s something we cultivate in children but rarely practice deliberately in the business world. He explains how to encourage and systematize imagination in your organization. Reeves is the coauthor of the new book The Imagination Machine: How to Spark New Ideas and Create Your Company's Future.</itunes:summary><itunes:subtitle /><itunes:episode>799</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1545</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210601150151-799_HowLeadersCanEncourageImagination.mp3" length="26908026" type="audio/mpeg" /> </item> <item><title>CEO Series: Ursula Burns on Leading with Authenticity at Xerox</title><link>https://hbr.org/podcast/2021/05/ceo-series-ursula-burns-on-leading-with-authenticity-at-xerox</link><description>Ursula Burns, CEO of Xerox from 2009 to 2016, rose from humble beginnings to become the first Black woman to lead a Fortune 500 company. In this interview with HBR editor-in-chief Adi Ignatius, she talks candidly about the frequent challenges and occasional advantages of being "the only" and explains why organizations needs to do a better job of promoting both economic and racial equality -- themes that also animate her new memoir, "Where You Are is Not Who You Are".</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0798</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 27 May 2021 12:27:45 -0500</pubDate><itunes:title>CEO Series: Ursula Burns on Leading with Authenticity at Xerox</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Ursula Burns, CEO of Xerox from 2009 to 2016, rose from humble beginnings to become the first Black woman to lead a Fortune 500 company. In this interview with HBR editor-in-chief Adi Ignatius, she talks candidly about the frequent challenges and occasional advantages of being "the only" and explains why organizations needs to do a better job of promoting both economic and racial equality -- themes that also animate her new memoir, "Where You Are is Not Who You Are".</itunes:summary><itunes:subtitle /><itunes:episode>798</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1772</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210527103647-798_CEOSeries_UrsulaBurnsonLeadingwithAuthenticityatXerox.mp3" length="30945118" type="audio/mpeg" /> </item> <item><title>Why Smart People (Sometimes) Make Bad Decisions</title><link>https://hbr.org/podcast/2021/05/why-smart-people-sometimes-make-bad-decisions</link><description>Daniel Kahneman, Nobel Prize winner and emeritus professor at Princeton University, and Olivier Sibony, professor of strategy at HEC, say that bias isn't the only thing that prevents people and organizations from making good choices. We’re also susceptible to something they call "noise" - variability in calls made by otherwise interchangeable professionals and even by the same person at a different time or day. But the solution isn’t necessarily taking humans out of the equation with artificial intelligence. There are ways to combat noise, and leaders should take steps to do so. Kahneman and Sibony are the coauthors, along with Cass Sunstein, of the book "Noise: A Flaw In Human Judgment."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0797</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 25 May 2021 09:00:36 -0500</pubDate><itunes:title>Why Smart People (Sometimes) Make Bad Decisions</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Daniel Kahneman, Nobel Prize winner and emeritus professor at Princeton University, and Olivier Sibony, professor of strategy at HEC, say that bias isn't the only thing that prevents people and organizations from making good choices. We’re also susceptible to something they call "noise" - variability in calls made by otherwise interchangeable professionals and even by the same person at a different time or day. But the solution isn’t necessarily taking humans out of the equation with artificial intelligence. There are ways to combat noise, and leaders should take steps to do so. Kahneman and Sibony are the coauthors, along with Cass Sunstein, of the book "Noise: A Flaw In Human Judgment."</itunes:summary><itunes:subtitle /><itunes:episode>797</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1619</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210524131533-797_WhySmartPeopleSometimesMakeBadDecisions.mp3" length="28479564" type="audio/mpeg" /> </item> <item><title>CEO Series: 23andMe’s Anne Wojcicki on Scientific Breakthroughs and Public Trust</title><link>https://hbr.org/podcast/2021/05/ceo-series-23andmes-anne-wojcicki-on-scientific-breakthroughs-and-public-trust</link><description>Anne Wojcicki, CEO of 23andMe, spent a decade in healthcare and biotechnology before launching the DNA testing and analysis company in 2006. Her goal was twofold: to help individuals learn more about their own genetics, enabling them to pursue more personalized medical care, and to create a database of genetic information for commercial and academic researchers to promote broader improvements to the healthcare system. She speaks with HBR's Editor-in-Chief Adi Ignatius about tackling challenges in an emerging industry.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0796</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 20 May 2021 09:00:59 -0500</pubDate><itunes:title>CEO Series: 23andMe's Anne Wojcicki on Scientific Breakthroughs and Public Trust</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Anne Wojcicki, CEO of 23andMe, spent a decade in healthcare and biotechnology before launching the DNA testing and analysis company in 2006. Her goal was twofold: to help individuals learn more about their own genetics, enabling them to pursue more personalized medical care, and to create a database of genetic information for commercial and academic researchers to promote broader improvements to the healthcare system. She speaks with HBR's Editor-in-Chief Adi Ignatius about tackling challenges in an emerging industry.</itunes:summary><itunes:subtitle /><itunes:episode>796</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1435</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210519162802-796_CEOSeries_23andMesAnneWojcickionScientificBreakthroughsandPublicTrust.mp3" length="25294748" type="audio/mpeg" /> </item> <item><title>Understanding the Venture Capital Gender Gap</title><link>https://hbr.org/podcast/2021/05/understanding-the-venture-capital-gender-gap</link><description>Jenny Lefcourt, partner at Freestyle VC and cofounder of All Raise, says that even as a serial entrepreneur herself, she long underestimated how little venture capital funding goes to female startup founders compared to the money men get. She believes unconscious biases, an industry built on intuition, and historical dynamics all contribute to this inequity. They also affect the low numbers of women in decision-making roles at VC firms. Lefcourt explains the ways the industry can actively reduce this gap.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0795</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 18 May 2021 09:00:12 -0500</pubDate><itunes:title>Understanding the Venture Capital Gender Gap</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jenny Lefcourt, partner at Freestyle VC and cofounder of All Raise, says that even as a serial entrepreneur herself, she long underestimated how little venture capital funding goes to female startup founders compared to the money men get. She believes unconscious biases, an industry built on intuition, and historical dynamics all contribute to this inequity. They also affect the low numbers of women in decision-making roles at VC firms. Lefcourt explains the ways the industry can actively reduce this gap.</itunes:summary><itunes:subtitle /><itunes:episode>795</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1394</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210517145351-795_UnderstandingtheVentureCapitalGenderGap.mp3" length="23223382" type="audio/mpeg" /> </item> <item><title>CEO Series: Mastercard’s Ajay Banga on Promoting Financial Inclusion</title><link>https://hbr.org/podcast/2021/05/ceo-series-mastercards-ajay-banga-on-promoting-financial-inclusion</link><description>Ajay Banga, the executive chairman and former CEO of Mastercard, has spearheaded a strategy focused on serving the previously unbanked via new technologies. During his 11-year tenure as president and chief executive, the company tripled revenues, increased net income six-fold, and saw its market cap rise from below $30 billion to more than $300 billion. He attributes this growth to setting ambitious goals, planning for the long term, and ensuring that all employees and customers feel valued.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0794</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 13 May 2021 12:23:15 -0500</pubDate><itunes:title>CEO Series: Mastercard's Ajay Banga on Promoting Financial Inclusion</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Ajay Banga, the executive chairman and former CEO of Mastercard, has spearheaded a strategy focused on serving the previously unbanked via new technologies. During his 11-year tenure as president and chief executive, the company tripled revenues, increased net income six-fold, and saw its market cap rise from below $30 billion to more than $300 billion. He attributes this growth to setting ambitious goals, planning for the long term, and ensuring that all employees and customers feel valued.</itunes:summary><itunes:subtitle /><itunes:episode>794</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1717</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210513104708-794_CEOSeries_MasterCardsAjayBangaonPromotingFinancialInclusion.mp3" length="29741821" type="audio/mpeg" /> </item> <item><title>How To Talk Yourself Up (Without Turning People Off)</title><link>https://hbr.org/podcast/2021/05/296801-2</link><description>Leslie John, associate professor at Harvard Business School, has done some deep research into the ways that people self-promote in their professional lives and identified what works and what doesn't. She says it is possible tout your own accomplishments without annoying your colleagues, if you do it at the right time or enlist others to boast on your behalf. She notes that many common workarounds -- such as humblebragging -- are highly ineffective and advises people to not only look for more natural opportunities to self-promote but also try to present balanced views of themselves. She's full of tips you can put to work, even in virtual settings. John is the author of the HBR article "Savvy Self-Promotion."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0793</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 11 May 2021 08:50:39 -0500</pubDate><itunes:title>How To Talk Yourself Up (Without Turning People Off)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Leslie John, associate professor at Harvard Business School, has done some deep research into the ways that people self-promote in their professional lives and identified what works and what doesn't. She says it is possible tout your own accomplishments without annoying your colleagues, if you do it at the right time or enlist others to boast on your behalf. She notes that many common workarounds -- such as humblebragging -- are highly ineffective and advises people to not only look for more natural opportunities to self-promote but also try to present balanced views of themselves. She's full of tips you can put to work, even in virtual settings. John is the author of the HBR article "Savvy Self-Promotion."</itunes:summary><itunes:subtitle /><itunes:episode>793</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1519</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210510184701-793_HowToTalkYourselfUpWithoutTurningPeopleOff.mp3" length="26639712" type="audio/mpeg" /> <content:encoded><![CDATA[Leslie John, associate professor at Harvard Business School, has done some deep research into the ways that people self-promote in their professional lives and identified what works and what doesn’t. She says it is possible tout your own accomplishments without annoying your colleagues, if you do it at the right time or enlist others to boast on your behalf. She notes that many common workarounds — such as humblebragging — are highly ineffective and advises people to not only look for more natural opportunities to self-promote but also try to present balanced views of themselves. She’s full of tips you can put to work, even in virtual settings. John is the author of the HBR article “Savvy Self-Promotion.” ]]></content:encoded></item> <item><title>CEO Series: Mary Barra of General Motors on Committing to an Eco-Friendly Future</title><link>https://hbr.org/podcast/2021/05/ceo-series-mary-barra-of-general-motors-on-committing-to-an-eco-friendly-future</link><description>Mary Barra, chair and CEO of General Motors, says that electric vehicles are the future for the company and the automobile industry. GM has said it will phase out vehicles using internal combustion engines by 2035 and go carbon neutral at all of its facilities. Barra describes how she's executing on that plan as well as offering broader leadership lessons in an interview with HBR editor Amy Bernstein.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0792</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 06 May 2021 09:00:50 -0500</pubDate><itunes:title>CEO Series: Mary Barra of General Motors on Committing to an Eco-Friendly Future</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Mary Barra, chair and CEO of General Motors, says that electric vehicles are the future for the company and the automobile industry. GM has said it will phase out vehicles using internal combustion engines by 2035 and go carbon neutral at all of its facilities. Barra describes how she's executing on that plan as well as offering broader leadership lessons in an interview with HBR editor Amy Bernstein.</itunes:summary><itunes:subtitle /><itunes:episode>792</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1399</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210505151329-792_CEOSeries_MaryBarraofGeneralMotorsonCommittingtoanEco-FriendlyFuture.mp3" length="24035019" type="audio/mpeg" /> </item> <item><title>How Tech Adoption Fuels China’s Innovation Boom</title><link>https://hbr.org/podcast/2021/05/how-tech-adoption-fuels-chinas-innovation-boom</link><description>Zak Dychtwald, founder of the advisory firm Young China Group, believes that the perception of China as a copycat and not an innovator is outdated. Instead, he argues the willingness of Chinese consumers to try new things is powering the country’s new innovation economy. Technology adoption rates in areas such as mobile payment are extremely high. He says non-Chinese companies can learn important lessons from this rapidly changing market and potentially use it to jump-start their own innovation engines. Dychtwald is the author of the HBR article "China’s New Innovation Advantage."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0791</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 04 May 2021 09:00:45 -0500</pubDate><itunes:title>How Tech Adoption Fuels China's Innovation Boom</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Zak Dychtwald, founder of the advisory firm Young China Group, believes that the perception of China as a copycat and not an innovator is outdated. Instead, he argues the willingness of Chinese consumers to try new things is powering the country’s new innovation economy. Technology adoption rates in areas such as mobile payment are extremely high. He says non-Chinese companies can learn important lessons from this rapidly changing market and potentially use it to jump-start their own innovation engines. Dychtwald is the author of the HBR article "China’s New Innovation Advantage."</itunes:summary><itunes:subtitle /><itunes:episode>791</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1506</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210503113608-791_HowTechAdoptionFuelsChinasInnovationBoom.mp3" length="26167414" type="audio/mpeg" /> </item> <item><title>Quit Overthinking Things</title><link>https://hbr.org/podcast/2021/04/quit-overthinking-things</link><description>Ethan Kross, professor of psychology at the University of Michigan, has spent years studying how people talk to themselves and the effect that this "chatter" has on our performance. From professional athletes to top students and senior executives, even the most talented among us sometimes struggle to quiet the voices in our heads. And Kross says that, while some self-talk can help us, it's often unproductive. He offers tips and tricks to break out of negative thinking and get back on track, especially at work. He's the author of the book “Chatter: The Voice in Our Head, Why it Matters, and How to Harness It.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0790</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 27 Apr 2021 09:00:48 -0500</pubDate><itunes:title>Quit Overthinking Things</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Ethan Kross, professor of psychology at the University of Michigan, has spent years studying how people talk to themselves and the effect that this "chatter" has on our performance. From professional athletes to top students and senior executives, even the most talented among us sometimes struggle to quiet the voices in our heads. And Kross says that, while some self-talk can help us, it's often unproductive. He offers tips and tricks to break out of negative thinking and get back on track, especially at work. He's the author of the book “Chatter: The Voice in Our Head, Why it Matters, and How to Harness It.”</itunes:summary><itunes:subtitle /><itunes:episode>790</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1536</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210426133708-790_QuitOverthinkingThings.mp3" length="26633835" type="audio/mpeg" /> </item> <item><title>Streamlining Your Company’s Strategy</title><link>https://hbr.org/podcast/2021/04/streamlining-your-companys-strategy</link><description>Felix Oberholzer-Gee, professor at Harvard Business School, says many organizations spend so much energy on strategy that it overwhelms with conflicting priorities. Instead, he argues companies should simplify and focus on two value drivers: customer satisfaction and employee satisfaction. By aligning strategic initiatives on these alone, leaders make their workers’ jobs less complicated and also improve customer experiences. Oberholzer-Gee is the author of the HBR article “Eliminate Strategic Overload” as well as the new book "Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0789</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 20 Apr 2021 09:00:34 -0500</pubDate><itunes:title>Streamlining Your Company's Strategy</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Felix Oberholzer-Gee, professor at Harvard Business School, says many organizations spend so much energy on strategy that it overwhelms with conflicting priorities. Instead, he argues companies should simplify and focus on two value drivers: customer satisfaction and employee satisfaction. By aligning strategic initiatives on these alone, leaders make their workers’ jobs less complicated and also improve customer experiences. Oberholzer-Gee is the author of the HBR article “Eliminate Strategic Overload” as well as the new book "Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance."</itunes:summary><itunes:subtitle /><itunes:episode>789</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1583</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210416113153-789_StreamliningYourCompanysStrategy.mp3" length="27242810" type="audio/mpeg" /> </item> <item><title>The Career Rules You Didn’t Learn at School</title><link>https://hbr.org/podcast/2021/04/the-career-rules-you-didnt-learn-at-school</link><description>Gorick Ng, career advisor at Harvard, tried to learn about the world of work at an early age, helping his mother search job listings and send out resumes. To launch his own career, he studied hard in school, secured an Ivy League education, and landed a plum job. But he still found himself struggling - as many first-generation college graduates do - because he didn’t understand workplace norms in the way that his (mostly white, middle- to upper-class) peers did. While they'd been taught how to network, angle for promotions, and "speak the language," he was left to figure it out on his own. Now, Ng counsels young people on how to avoid those mistakes and take on their first job in a way that puts them on the fast-track to success. He's the author of the book "The Unspoken Rules: Secrets to Starting Your Career Off Right."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0788</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 13 Apr 2021 09:00:37 -0500</pubDate><itunes:title>The Career Rules You Didn't Learn at School</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Gorick Ng, career advisor at Harvard, tried to learn about the world of work at an early age, helping his mother search job listings and send out resumes. To launch his own career, he studied hard in school, secured an Ivy League education, and landed a plum job. But he still found himself struggling - as many first-generation college graduates do - because he didn’t understand workplace norms in the way that his (mostly white, middle- to upper-class) peers did. While they'd been taught how to network, angle for promotions, and "speak the language," he was left to figure it out on his own. Now, Ng counsels young people on how to avoid those mistakes and take on their first job in a way that puts them on the fast-track to success. He's the author of the book "The Unspoken Rules: Secrets to Starting Your Career Off Right."</itunes:summary><itunes:subtitle /><itunes:episode>788</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1561</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210412114923-788_TheCareerRulesYouDidntLearnatSchool.mp3" length="26978668" type="audio/mpeg" /> <content:encoded><![CDATA[Gorick Ng, career advisor at Harvard, tried to learn about the world of work at an early age, helping his mother search job listings and send out resumes. To launch his own career, he studied hard in school, secured an Ivy League education, and landed a plum job. But he still found himself struggling – as many first-generation college graduates do – because he didn’t understand workplace norms in the way that his (mostly white, middle- to upper-class) peers did.  While they’d been taught how to network, angle for promotions, and “speak the language,” he was left to figure it out on his own. Now, Ng counsels young people on how to avoid those mistakes and take on their first job in a way that puts them on the fast-track to success. He’s the author of the book <a href="https://www.amazon.com/Unspoken-Rules-Secrets-Starting-Career/dp/1647820448">The Unspoken Rules: Secrets to Starting Your Career Off Right</a>. ]]></content:encoded></item> <item><title>How the Creative Economy is Changing with Covid-19</title><link>https://hbr.org/podcast/2021/04/how-the-creative-economy-is-changing-with-covid-19</link><description>Scott Belsky, chief product officer at Adobe, says that creative workers are a bigger part of the economy than ever, thanks to new technologies, more gig work, and shifting norms following the pandemic. He recommends that leaders at all companies — not just those in traditionally creative fields — understand this key component of value creation today. He explains how companies can make themselves more competitive by making themselves more attractive to the likes of designers, writers, and artists.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0787</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 06 Apr 2021 09:00:06 -0500</pubDate><itunes:title>How the Creative Economy is Changing with Covid-19</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Scott Belsky, chief product officer at Adobe, says that creative workers are a bigger part of the economy than ever, thanks to new technologies, more gig work, and shifting norms following the pandemic. He recommends that leaders at all companies — not just those in traditionally creative fields — understand this key component of value creation today. He explains how companies can make themselves more competitive by making themselves more attractive to the likes of designers, writers, and artists.</itunes:summary><itunes:subtitle /><itunes:episode>787</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1443</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210405101032-787_HowtheCreativeEconomyisChangingwithCovid-19.mp3" length="25116250" type="audio/mpeg" /> </item> <item><title>Building a Company While Battling Depression</title><link>https://hbr.org/podcast/2021/03/building-a-company-while-battling-depression</link><description>Melissa Bernstein, cofounder of the toy company Melissa & Doug, spent decades hiding her struggles with depression even as she launched and led a booming business focused on bringing joy to children and raised six of her own. She finally opened up to her family, colleagues, and the public and recently launched an organization to give people better tools to discuss and manage their mental health. Bernstein explains what managers and organizations can do to help workers facing depression and other illnesses. She’s the author of the book LifeLines: An Inspirational Journey from Profound Darkness to Radiant Light.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0786</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 30 Mar 2021 09:00:28 -0500</pubDate><itunes:title>Building a Company While Battling Depression</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Melissa Bernstein, cofounder of the toy company Melissa & Doug, spent decades hiding her struggles with depression even as she launched and led a booming business focused on bringing joy to children and raised six of her own. She finally opened up to her family, colleagues, and the public and recently launched an organization to give people better tools to discuss and manage their mental health. Bernstein explains what managers and organizations can do to help workers facing depression and other illnesses. She’s the author of the book LifeLines: An Inspirational Journey from Profound Darkness to Radiant Light.</itunes:summary><itunes:subtitle /><itunes:episode>786</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1550</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210330102839-786_BuildingaCompanyWhileBattlingDepression.mp3" length="26635525" type="audio/mpeg" /> </item> <item><title>The Competitive Advantage of an Offboarding Program</title><link>https://hbr.org/podcast/2021/03/the-competitive-advantage-of-an-offboarding-program</link><description>Alison Dachner, management professor at John Carroll University, and Erin Makarius, management professor at the University of Akron, say that an organization can become more competitive by implementing a stronger offboarding process. Their research shows that similar to the way universities maintain alumni networks, an offboarding strategy keeps former employees networked, which leads to more employee referrals, new business, expert consulting, or even re-employment. Dachner and Makarius wrote the HBR article "Turn Departing Employees into Loyal Alumni."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0785</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 23 Mar 2021 09:00:00 -0500</pubDate><itunes:title>The Competitive Advantage of an Offboarding Program</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Alison Dachner, management professor at John Carroll University, and Erin Makarius, management professor at the University of Akron, say that an organization can become more competitive by implementing a stronger offboarding process. Their research shows that similar to the way universities maintain alumni networks, an offboarding strategy keeps former employees networked, which leads to more employee referrals, new business, expert consulting, or even re-employment. Dachner and Makarius wrote the HBR article "Turn Departing Employees into Loyal Alumni."</itunes:summary><itunes:subtitle /><itunes:episode>785</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1398</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210322113727-785_TheCompetitiveAdvantageofanOffboardingProgram.mp3" length="24231013" type="audio/mpeg" /> </item> <item><title>Workplace Design, Post-Pandemic (Back to Work, Better)</title><link>https://hbr.org/podcast/2021/03/workplace-design-post-pandemic</link><description>Anne-Laure Fayard, associate professor at NYU’s Tandon School of Engineering, was studying the effects of workplace design on employees long before the Covid-19 crisis. Now, she says, the trend of flexible schedules and hybrid offices - where some people come in, others work from home, and many do both - is here to stay. This means that businesses need to reimagine offices as places built less for individual knowledge work than for learning, collaboration, and culture-building. Fayard is the coauthor of the HBR article "Designing the Hybrid Office."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0784</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 16 Mar 2021 09:00:52 -0500</pubDate><itunes:title>Workplace Design, Post-Pandemic (Back to Work, Better)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Anne-Laure Fayard, associate professor at NYU’s Tandon School of Engineering, was studying the effects of workplace design on employees long before the Covid-19 crisis. Now, she says, the trend of flexible schedules and hybrid offices - where some people come in, others work from home, and many do both - is here to stay. This means that businesses need to reimagine offices as places built less for individual knowledge work than for learning, collaboration, and culture-building. Fayard is the coauthor of the HBR article "Designing the Hybrid Office."</itunes:summary><itunes:subtitle /><itunes:episode>784</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1484</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210315143030-784_WorkplaceDesignPost-Pandemic.mp3" length="25830522" type="audio/mpeg" /> </item> <item><title>New Recruiting Strategies for a Post-Covid World (Back to Work, Better)</title><link>https://hbr.org/podcast/2021/03/new-recruiting-strategies-for-a-post-covid-world</link><description>Lauren Smith, vice president at Gartner Research, says the pandemic is accelerating several key recruitment trends. She led a survey of thousands of job candidates and hiring managers that details the shift to virtual interviews, but also identifies other ongoing transitions that may be more important. The research points to three main trends to manage: a rapid turnover of necessary skills, the need to expand beyond existing talent pools, and the competitiveness that comes from offering an "employee value proposition." Even as more people return to in-person work, Smith argues, these trends will continue. Learn more about Gartner’s research in the HBR article "Reengineering the Recruitment Process."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0783</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 09 Mar 2021 09:00:47 -0500</pubDate><itunes:title>New Recruiting Strategies for a Post-Covid World (Back to Work, Better)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Lauren Smith, vice president at Gartner Research, says the pandemic is accelerating several key recruitment trends. She led a survey of thousands of job candidates and hiring managers that details the shift to virtual interviews, but also identifies other ongoing transitions that may be more important. The research points to three main trends to manage: a rapid turnover of necessary skills, the need to expand beyond existing talent pools, and the competitiveness that comes from offering an "employee value proposition." Even as more people return to in-person work, Smith argues, these trends will continue. Learn more about Gartner’s research in the HBR article "Reengineering the Recruitment Process."</itunes:summary><itunes:subtitle /><itunes:episode>783</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1384</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210305121915-783_NewRecruitingStrategiesforaPost-CovidWorld.mp3" length="24110638" type="audio/mpeg" /> </item> <item><title>What Black Leaders Bring to the Table</title><link>https://hbr.org/podcast/2021/03/what-black-leaders-bring-to-the-table</link><description>Chad Sanders, a former tech executive and entrepreneur, says that people of color, especially Black men like him, often feel the need to assimilate to white corporate culture. They learn to code switch and downplay their race. But Sanders realized a few years into his career that, by trying to fit in, he was failing to leverage the strengths he'd developed growing up as a minority in the United States. After digging into the stories of successful Black leaders, he discovered some common threads to their leadership styles, including empathy, resilience and creative thinking, and he has advice for rising Black executives who want to put those attributes to work as well as the organizations who employ them. Sanders is the author of "Black Magic: What Black Leaders Learned from Trauma and Triumph."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0782</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 02 Mar 2021 09:00:14 -0500</pubDate><itunes:title>What Black Leaders Bring to the Table</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Chad Sanders, a former tech executive and entrepreneur, says that people of color, especially Black men like him, often feel the need to assimilate to white corporate culture. They learn to code switch and downplay their race. But Sanders realized a few years into his career that, by trying to fit in, he was failing to leverage the strengths he'd developed growing up as a minority in the United States. After digging into the stories of successful Black leaders, he discovered some common threads to their leadership styles, including empathy, resilience and creative thinking, and he has advice for rising Black executives who want to put those attributes to work as well as the organizations who employ them. Sanders is the author of "Black Magic: What Black Leaders Learned from Trauma and Triumph."</itunes:summary><itunes:subtitle /><itunes:episode>782</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1639</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210301105304-782_sanders.mp3" length="28234858" type="audio/mpeg" /> </item> <item><title>How CEOs Can Drive Sales — or Kill Deals</title><link>https://hbr.org/podcast/2021/02/how-ceos-can-drive-sales-or-kill-deals</link><description>Christoph Senn, marketing professor at INSEAD, has spent years studying how top executives involve themselves in B2B sales. Some are very hands-off. Others make only social calls. Still others sit at the negotiating table. Outcomes vary widely. Senn explains the best combination of approaches for top executives engaging with core customers. And he shares how account managers and other employees can benefit from knowing their leader’s style. Senn is the coauthor, with Columbia Business School's Noel Capon, of the HBR article "When CEOs Make Sales Calls."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0781</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 23 Feb 2021 09:00:09 -0500</pubDate><itunes:title>How CEOs Can Drive Sales — or Kill Deals</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Christoph Senn, marketing professor at INSEAD, has spent years studying how top executives involve themselves in B2B sales. Some are very hands-off. Others make only social calls. Still others sit at the negotiating table. Outcomes vary widely. Senn explains the best combination of approaches for top executives engaging with core customers. And he shares how account managers and other employees can benefit from knowing their leader’s style. Senn is the coauthor, with Columbia Business School's Noel Capon, of the HBR article "When CEOs Make Sales Calls."</itunes:summary><itunes:subtitle /><itunes:episode>781</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1502</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210219101943-781_HowCEOsCanDriveSalesOrKillDeals.mp3" length="25333628" type="audio/mpeg" /> </item> <item><title>Bill Gates on How Business Leaders Can Fight Climate Change</title><link>https://hbr.org/podcast/2021/02/bill-gates-on-how-business-leaders-can-fight-climate-change</link><description>Bill Gates, philanthropist and founder of Microsoft, argues that, even as we work to end the global pandemic, we can't lose sight of another existential threat: climate change. He says that we need to take aggressive action to get to net zero carbon emissions by 2050 and insists that regulation isn't enough. Businesses need to pave the way forward by investing much more heavily in climate-friendly innovation. Gates speaks with HBR editor in chief Adi Ignatius about his new book, "How to Avoid a Climate Disaster: The Solutions We Have and the Breakthroughs We Need."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0780</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 16 Feb 2021 11:12:28 -0500</pubDate><itunes:title>Bill Gates on How Business Leaders Can Fight Climate Change</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Bill Gates, philanthropist and founder of Microsoft, argues that, even as we work to end the global pandemic, we can't lose sight of another existential threat: climate change. He says that we need to take aggressive action to get to net zero carbon emissions by 2050 and insists that regulation isn't enough. Businesses need to pave the way forward by investing much more heavily in climate-friendly innovation. Gates speaks with HBR editor in chief Adi Ignatius about his new book, "How to Avoid a Climate Disaster: The Solutions We Have and the Breakthroughs We Need."</itunes:summary><itunes:subtitle /><itunes:episode>780</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1545</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210216101132-780_BillGatesonHowBusinessLeadersCanFightClimateChange.mp3" length="25904949" type="audio/mpeg" /> </item> <item><title>Taking on a Senior Leadership Role Remotely</title><link>https://hbr.org/podcast/2021/02/taking-on-a-senior-leadership-role-remotely</link><description>Muriel Wilkins, cofounder of the executive coaching firm Paravis Partners, says that starting a leadership role at a new company or via internal promotion is demanding. Doing so remotely during the Covid-19 pandemic is even more challenging. She says that new senior leaders must focus on two things: connectivity and credibility. And she explains how to build those attributes when much of the job is performed virtually. Wilkins is the host of the new HBR Presents podcast “Coaching Real Leaders.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0779</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 09 Feb 2021 09:00:08 -0500</pubDate><itunes:title>Taking on a Senior Leadership Role Remotely</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Muriel Wilkins, cofounder of the executive coaching firm Paravis Partners, says that starting a leadership role at a new company or via internal promotion is demanding. Doing so remotely during the Covid-19 pandemic is even more challenging. She says that new senior leaders must focus on two things: connectivity and credibility. And she explains how to build those attributes when much of the job is performed virtually. Wilkins is the host of the new HBR Presents podcast “Coaching Real Leaders.”</itunes:summary><itunes:subtitle /><itunes:episode>779</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1619</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210208110322-779_TakingonaSeniorLeadershipRoleRemotely.mp3" length="28405959" type="audio/mpeg" /> </item> <item><title>How Many Managers Does It Take to Change a Lightbulb?</title><link>https://hbr.org/podcast/2021/02/how-many-managers-does-it-take-to-change-a-lightbulb</link><description>Jennifer Aaker, a Stanford professor, and Naomi Bagdonas, an executive coach, say that, even in times of stress and crisis, leaders should use and encourage good humor and levity at work as a way of building employee morale and engagement. That doesn't mean you have to tell jokes all the time. Instead, figure out what kind of humor works best for you and learn to pinpoint the opportunities for using it to best effect. They explain what makes things funny (hint: surprise) and the pitfalls managers should avoid. Aaker and Bagdonas are the authors of the book “Humor, Seriously: Why Humor is a Secret Weapon in Business and Life.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0778</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 02 Feb 2021 09:52:35 -0500</pubDate><itunes:title>How Many Managers Does It Take to Change a Lightbulb?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jennifer Aaker, a Stanford professor, and Naomi Bagdonas, an executive coach, say that, even in times of stress and crisis, leaders should use and encourage good humor and levity at work as a way of building employee morale and engagement. That doesn't mean you have to tell jokes all the time. Instead, figure out what kind of humor works best for you and learn to pinpoint the opportunities for using it to best effect. They explain what makes things funny (hint: surprise) and the pitfalls managers should avoid. Aaker and Bagdonas are the authors of the book “Humor, Seriously: Why Humor is a Secret Weapon in Business and Life.”</itunes:summary><itunes:subtitle /><itunes:episode>778</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1507</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210202091404-778_HowManyManagersDoesItTaketoChangeaLightbulb_.mp3" length="25069772" type="audio/mpeg" /> <content:encoded><![CDATA[Jennifer Aaker, a Stanford professor, and Naomi Bagdonas, an executive coach, say that, even in times of stress and crisis, leaders should use and encourage good humor and levity at work as a way of building employee morale and engagement. That doesn’t mean you have to tell jokes all the time. Instead, figure out what kind of humor works best for you and learn to pinpoint the opportunities for using it to best effect. They explain what makes things funny (hint: surprise) and the pitfalls managers should avoid. Aaker and Bagdonas are the authors of the book <a href="https://www.amazon.com/Humor-Seriously-Secret-Business-harness/dp/0593135288">Humor, Seriously: Why Humor is a Secret Weapon in Business and Life.</a> ]]></content:encoded></item> <item><title>What Sets Family Businesses Apart</title><link>https://hbr.org/podcast/2021/01/what-sets-family-businesses-apart</link><description>Josh Baron and Rob Lachenauer, cofounders of BanyanGlobal Family Business Advisors, say that a family-run company has more flexibility than its publicly-traded counterpart to build a legacy and grow sustainably for the long term. But making critical decisions when there are family dynamics can be extremely challenging. They offer approaches to understand the real impact of ownership and effectively manage conflict. Lachenauer and Baron wrote “The Harvard Business Review Family Business Handbook: How to Build and Sustain a Successful, Enduring Enterprise.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0777</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 26 Jan 2021 09:00:03 -0500</pubDate><itunes:title>What Sets Family Businesses Apart</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Josh Baron and Rob Lachenauer, cofounders of BanyanGlobal Family Business Advisors, say that a family-run company has more flexibility than its publicly-traded counterpart to build a legacy and grow sustainably for the long term. But making critical decisions when there are family dynamics can be extremely challenging. They offer approaches to understand the real impact of ownership and effectively manage conflict. Lachenauer and Baron wrote “The Harvard Business Review Family Business Handbook: How to Build and Sustain a Successful, Enduring Enterprise.”</itunes:summary><itunes:subtitle /><itunes:episode>777</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1445</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210125122323-777_WhatSetsFamilyBusinessesApart.mp3" length="25722651" type="audio/mpeg" /> </item> <item><title>Goodbye Bureaucracy, Hello Common Sense</title><link>https://hbr.org/podcast/2021/01/goodbye-bureaucracy-hello-common-sense</link><description>Martin Lindstrom, founder and chairman of Lindstrom Company, says that many companies are still held back by doing things the way they've always done them, or failing to break down bureaucracy. For Lindstrom, it's not just about getting away from bureaucratic norms for the sake of innovation, but because so many things workers do each and every day don't actually make much sense. He suggests workers, leaders, and organizations consider ways in which processes can be improved - and the ways these new processes can improve life for everyone. And he argues that companies should actually devote a team or department to making sure common sense is used throughout the organization. Lindstrom is the author of the book "The Ministry of Common Sense: How to Eliminate Bureaucratic Red Tape, Bad Excuses, and Corporate BS."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0776</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 19 Jan 2021 10:30:46 -0500</pubDate><itunes:title>Goodbye Bureaucracy, Hello Common Sense</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Martin Lindstrom, founder and chairman of Lindstrom Company, says that many companies are still held back by doing things the way they've always done them, or failing to break down bureaucracy. For Lindstrom, it's not just about getting away from bureaucratic norms for the sake of innovation, but because so many things workers do each and every day don't actually make much sense. He suggests workers, leaders, and organizations consider ways in which processes can be improved - and the ways these new processes can improve life for everyone. And he argues that companies should actually devote a team or department to making sure common sense is used throughout the organization. Lindstrom is the author of the book "The Ministry of Common Sense: How to Eliminate Bureaucratic Red Tape, Bad Excuses, and Corporate BS."</itunes:summary><itunes:subtitle /><itunes:episode>776</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1636</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210119094317-776_GoodbyeBureaucracyHelloCommonSense.mp3" length="27799079" type="audio/mpeg" /> </item> <item><title>How Empathy Helps Bridge Generational Differences</title><link>https://hbr.org/podcast/2021/01/how-empathy-helps-bridge-generational-differences</link><description>Mimi Nicklin, a business coach and executive, has seen many leaders blame poor performance and communication on generational differences. But she argues managers should spend less time forcing Millennial and Gen Z employees to conform to company culture and more time on perspective taking and listening. In her experience, practicing empathy can vastly improve team collaboration and lead to better business and individual outcomes. Nicklin is the author of the book "Softening the Edge: Empathy: How Humanity’s Oldest Leadership Trait is Changing the World."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0774</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 12 Jan 2021 09:00:44 -0500</pubDate><itunes:title>How Empathy Helps Bridge Generational Differences</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Mimi Nicklin, a business coach and executive, has seen many leaders blame poor performance and communication on generational differences. But she argues managers should spend less time forcing Millennial and Gen Z employees to conform to company culture and more time on perspective taking and listening. In her experience, practicing empathy can vastly improve team collaboration and lead to better business and individual outcomes. Nicklin is the author of the book "Softening the Edge: Empathy: How Humanity’s Oldest Leadership Trait is Changing the World."</itunes:summary><itunes:subtitle /><itunes:episode>775</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1393</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210111143307-775_HowEmpathyHelpsBridgeGenerationalDifferences.mp3" length="23266321" type="audio/mpeg" /> </item> <item><title>What Kind of Networker Are You?</title><link>https://hbr.org/podcast/2021/01/what-kind-of-networker-are-you</link><description>Marissa King, professor at Yale School of Management, has studied the strengths and weaknesses of different types of social networks. She argues that most of us have a natural style of networking: we favor tight social circles, or brokering across varied groups, or having an expansive list of contacts. But she says we can also tweak the way we build relationships to meet our changing needs. For example, widening our outreach to boost creativity and innovation or focusing on trusted friends and colleagues to increase trust and happiness. King is the author of the book "Social Chemistry: Decoding the Patterns of Human Connection.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0774</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 05 Jan 2021 09:00:43 -0500</pubDate><itunes:title>What Kind of Networker Are You?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Marissa King, professor at Yale School of Management, has studied the strengths and weaknesses of different types of social networks. She argues that most of us have a natural style of networking: we favor tight social circles, or brokering across varied groups, or having an expansive list of contacts. But she says we can also tweak the way we build relationships to meet our changing needs. For example, widening our outreach to boost creativity and innovation or focusing on trusted friends and colleagues to increase trust and happiness. King is the author of the book "Social Chemistry: Decoding the Patterns of Human Connection.”</itunes:summary><itunes:subtitle /><itunes:episode>774</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1573</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20210104102148-774_WhatKindofNetworkerAreYou_.mp3" length="25741876" type="audio/mpeg" /> </item> <item><title>Stop Micromanaging and Give People the Help They Really Need</title><link>https://hbr.org/podcast/2020/12/stop-micromanaging-and-give-people-the-help-they-really-need</link><description>Colin Fisher, associate professor at University College London's School of Management, conducted in-depth studies at several companies to determine how managers can effectively help employees who need assistance without demoralizing them. He found that the most effective helpers were the ones who clearly communicated their intentions, timed their interventions at points when people were most receptive, and figured out a rhythm of involvement that best suited their needs. He shares examples from different firms to illustrate what works and what doesn't, in person and online. Fisher is the coauthor of the HBR article "How to Help (Without Micromanaging)."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0773</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 29 Dec 2020 09:00:57 -0500</pubDate><itunes:title>Stop Micromanaging and Give People the Help They Really Need</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Colin Fisher, associate professor at University College London's School of Management, conducted in-depth studies at several companies to determine how managers can effectively help employees who need assistance without demoralizing them. He found that the most effective helpers were the ones who clearly communicated their intentions, timed their interventions at points when people were most receptive, and figured out a rhythm of involvement that best suited their needs. He shares examples from different firms to illustrate what works and what doesn't, in person and online. Fisher is the coauthor of the HBR article "How to Help (Without Micromanaging)."</itunes:summary><itunes:subtitle /><itunes:episode>773</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1434</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20201217153518-773_StopMicromanagingandGivePeopletheHelpTheyReallyNeed.mp3" length="24187932" type="audio/mpeg" /> </item> <item><title>Better Ways to Manage Up and Out</title><link>https://hbr.org/podcast/2020/12/better-ways-to-manage-up-and-out</link><description>Nashater Deu Solheim, a forensic psychologist and leadership coach, says many people struggle to gain influence with those in their organization who don't report directly to them. That has only become more difficult in virtual office settings. But she says whether it comes to managing up to your bosses or out to your peers and clients, there are proven techniques to understand others’ thinking and win their respect. She explains her framework of preparation, behavior, and communication methods to do just that. Solheim is the author of the book “The Leadership PIN Code: Unlocking the Key to Willing and Winning Relationships.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0772</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 22 Dec 2020 09:20:42 -0500</pubDate><itunes:title>Better Ways to Manage Up and Out</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Nashater Deu Solheim, a forensic psychologist and leadership coach, says many people struggle to gain influence with those in their organization who don't report directly to them. That has only become more difficult in virtual office settings. But she says whether it comes to managing up to your bosses or out to your peers and clients, there are proven techniques to understand others’ thinking and win their respect. She explains her framework of preparation, behavior, and communication methods to do just that. Solheim is the author of the book “The Leadership PIN Code: Unlocking the Key to Willing and Winning Relationships.”</itunes:summary><itunes:subtitle /><itunes:episode>772</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1503</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20201217140724-772_BetterWaystoManageUpandOut.mp3" length="25289226" type="audio/mpeg" /> <content:encoded><![CDATA[Nashater Deu Solheim, a forensic psychologist and leadership coach, says many people struggle to gain influence with those in their organization who don’t report directly to them. That has only become more difficult in virtual office settings. But she says whether it comes to managing up to your bosses or out to your peers and clients, there are proven techniques to understand others’ thinking and win their respect. She explains her framework of preparation, behavior, and communication methods to do just that. Solheim is the author of the book <a href="https://www.amazon.com/Leadership-PIN-Code-Unlocking-Relationships/dp/154450716X/ref=tmm_pap_swatch_0?_encoding=UTF8&qid=&sr=">The Leadership PIN Code: Unlocking the Key to Willing and Winning Relationships</a>. ]]></content:encoded></item> <item><title>Why Burnout Happens — and How Bosses Can Help</title><link>https://hbr.org/podcast/2020/12/why-burnout-happens-and-how-bosses-can-help</link><description>Christina Maslach, professor of psychology at the University of California, Berkeley, has been studying the causes of burnout, and its impact, for decades. She says that, in a year when everyone feels overwhelmed and exhausted, it's more important than ever for managers to recognize when and why employees are suffering and take steps to solve those problems. In her framework, burnout stems from not only large workloads but also lack of control, community, and/or reward and values mismatches. She notes that leaders have the ability to pull many of those levers to help their workers. Maslach is the author of "The Truth About Burnout" and a forthcoming book on the topic.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0771</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 15 Dec 2020 09:00:04 -0500</pubDate><itunes:title>Why Burnout Happens — and How Bosses Can Help</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Christina Maslach, professor of psychology at the University of California, Berkeley, has been studying the causes of burnout, and its impact, for decades. She says that, in a year when everyone feels overwhelmed and exhausted, it's more important than ever for managers to recognize when and why employees are suffering and take steps to solve those problems. In her framework, burnout stems from not only large workloads but also lack of control, community, and/or reward and values mismatches. She notes that leaders have the ability to pull many of those levers to help their workers. Maslach is the author of "The Truth About Burnout" and a forthcoming book on the topic.</itunes:summary><itunes:subtitle /><itunes:episode>771</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1486</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20201214142353-771_WhyBurnoutHappens--andHowBossesCanHelp.mp3" length="25439288" type="audio/mpeg" /> <content:encoded><![CDATA[Christina Maslach, professor of psychology at the University of California, Berkeley, has been studying the causes of burnout, and its impact, for decades. She says that, in a year when everyone feels overwhelmed and exhausted, it’s more important than ever for managers to recognize when and why employees are suffering and take steps to solve those problems. In her framework, burnout stems from not only large workloads but also lack of control, community, and/or reward and values mismatches. She notes that leaders have the ability to pull many of those levers to help their workers. Maslach is the author of <a href="https://www.amazon.com/Truth-About-Burnout-Organizations-Personal/dp/1118692136">The Truth About Burnout</a> and a forthcoming book on the topic. ]]></content:encoded></item> <item><title>When to Team Up with Your Competition</title><link>https://hbr.org/podcast/2020/12/when-to-team-up-with-your-competition</link><description>Barry Nalebuff, professor at Yale School of Management and cofounder of Honest Tea, says too many companies shy away from cooperating with a competitor, and they’re leaving value on the table. He says even when working with other companies to find mutual benefits is not a clear win, cooperating may still be better than not cooperating. He shares how Honest Tea, Apple, Ford, and other firms analyze and capitalize on opportunities without giving up their secret sauce. Nalebuff is the author, with NYU Stern professor Adam Brandenburger, of the HBR article "The Rules of Co-opetition."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0770</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 08 Dec 2020 09:00:51 -0500</pubDate><itunes:title>When to Team Up with Your Competition</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Barry Nalebuff, professor at Yale School of Management and cofounder of Honest Tea, says too many companies shy away from cooperating with a competitor, and they’re leaving value on the table. He says even when working with other companies to find mutual benefits is not a clear win, cooperating may still be better than not cooperating. He shares how Honest Tea, Apple, Ford, and other firms analyze and capitalize on opportunities without giving up their secret sauce. Nalebuff is the author, with NYU Stern professor Adam Brandenburger, of the HBR article "The Rules of Co-opetition."</itunes:summary><itunes:subtitle /><itunes:episode>770</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1466</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20201207093213-770_WhentoTeamUpwithYourCompetition.mp3" length="25114525" type="audio/mpeg" /> </item> <item><title>Race at Work: Lessons in Diversity and Culture from Mastercard</title><link>https://hbr.org/podcast/2020/12/race-at-work-lessons-in-diversity-and-culture-from-mastercard</link><description>Race at Work is an HBR Presents podcast hosted by Porter Braswell about the role race plays in our careers and lives. In this episode, he speaks with Donna Johnson, former chief diversity officer at Mastercard, about leading the charge on changing company culture and how diversity can drive real business results.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0769b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 03 Dec 2020 09:03:06 -0500</pubDate><itunes:title>Race at Work: Lessons in Diversity and Culture from Mastercard</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Race at Work is an HBR Presents podcast hosted by Porter Braswell about the role race plays in our careers and lives. In this episode, he speaks with Donna Johnson, former chief diversity officer at Mastercard, about leading the charge on changing company culture and how diversity can drive real business results.</itunes:summary><itunes:subtitle /><itunes:episodeType>bonus</itunes:episodeType><itunes:duration>1511</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20201202140928-769b_RaceatWork_LessonsinDiversityandCulturefromMastercard.mp3" length="24472984" type="audio/mpeg" /> </item> <item><title>What Business Leaders Should Know About Cryptocurrency</title><link>https://hbr.org/podcast/2020/12/what-business-leaders-should-know-about-cryptocurrency</link><description>Jeff John Roberts, an author and journalist, dug deep into the world of cryptocurrency to figure out what the rest of us really need to know about it. He acknowledges that the proliferation and volatility of digital currencies can make them seem like a fad but argues that the oldest among them -- bitcoin -- and the blockchain technology behind it are here to stay because they offer a more efficient way for companies and consumers to transact. He describes in plain English how crypto works and explains why now is the time for forward-thinking business leaders to understand -- and adapt to -- this new kind of currency. Roberts is the author of the book "Kings of Crypto: One Startup's Quest to Take Cryptocurrency Out of Silicon Valley and Onto Wall Street."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0769</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 01 Dec 2020 09:00:52 -0500</pubDate><itunes:title>What Business Leaders Should Know About Cryptocurrency</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jeff John Roberts, an author and journalist, dug deep into the world of cryptocurrency to figure out what the rest of us really need to know about it. He acknowledges that the proliferation and volatility of digital currencies can make them seem like a fad but argues that the oldest among them -- bitcoin -- and the blockchain technology behind it are here to stay because they offer a more efficient way for companies and consumers to transact. He describes in plain English how crypto works and explains why now is the time for forward-thinking business leaders to understand -- and adapt to -- this new kind of currency. Roberts is the author of the book "Kings of Crypto: One Startup's Quest to Take Cryptocurrency Out of Silicon Valley and Onto Wall Street."</itunes:summary><itunes:subtitle /><itunes:episode>769</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1624</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20201130125147-769_WhatBusinessLeadersShouldKnowAboutCryptocurrency.mp3" length="27555006" type="audio/mpeg" /> </item> <item><title>Why Companies and Skilled Workers Are Turning to On-Demand Work</title><link>https://hbr.org/podcast/2020/11/why-companies-and-skilled-workers-are-turning-to-on-demand-work</link><description>Joseph Fuller, professor at Harvard Business School, and Allison Bailey, senior partner at Boston Consulting Group, say that the Covid-19 pandemic is only accelerating a recent trend of companies turning to digital talent platforms for highly skilled workers. The need for agility and specialized skills has more firms seeking help with projects. Meanwhile, more workers are joining these online marketplaces for the promise of greater flexibility and agency. Fuller and Bailey explain how organizations can strategically employ this on-demand workforce to unlock value. With HBS researcher Manjari Raman and BCG partner Nithya Vaduganathan, they wrote the HBR article "Rethinking the On-Demand Workforce."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0768</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 24 Nov 2020 12:00:11 -0500</pubDate><itunes:title>Why Companies and Skilled Workers Are Turning to On-Demand Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Joseph Fuller, professor at Harvard Business School, and Allison Bailey, senior partner at Boston Consulting Group, say that the Covid-19 pandemic is only accelerating a recent trend of companies turning to digital talent platforms for highly skilled workers. The need for agility and specialized skills has more firms seeking help with projects. Meanwhile, more workers are joining these online marketplaces for the promise of greater flexibility and agency. Fuller and Bailey explain how organizations can strategically employ this on-demand workforce to unlock value. With HBS researcher Manjari Raman and BCG partner Nithya Vaduganathan, they wrote the HBR article "Rethinking the On-Demand Workforce."</itunes:summary><itunes:subtitle /><itunes:episode>768</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1456</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20201120082130-768_WhyCompaniesandSkilledWorkersAreTurningtoOn-DemandWork.mp3" length="24050845" type="audio/mpeg" /> </item> <item><title>Women at Work: Too Shy to Be a Leader</title><link>https://hbr.org/podcast/2020/11/women-at-work-too-shy-to-be-a-leader</link><description>Women at Work is a podcast from Harvard Business Review that looks at the struggles and successes of women in the workplace, hosted by HBR's Amy Bernstein, Amy Gallo, and Emily Caulfield. In this episode, you'll hear about the tension that comes from feeling like you are a shy person, but also an ambitious one who want to lead a team. Former clinical psychologist Alice Boyes gives advice on the professional advantages of certain personality traits related to shyness — like sensitivity and thoughtfulness — and discusses strategies to overcome the aspects of them that may hold you back at work.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0767b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Mon, 23 Nov 2020 17:47:39 -0500</pubDate><itunes:title>Women at Work: Too Shy to Be a Leader</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Women at Work is a podcast from Harvard Business Review that looks at the struggles and successes of women in the workplace, hosted by HBR's Amy Bernstein, Amy Gallo, and Emily Caulfield. In this episode, you'll hear about the tension that comes from feeling like you are a shy person, but also an ambitious one who want to lead a team. Former clinical psychologist Alice Boyes gives advice on the professional advantages of certain personality traits related to shyness — like sensitivity and thoughtfulness — and discusses strategies to overcome the aspects of them that may hold you back at work.</itunes:summary><itunes:subtitle /><itunes:episodeType>bonus</itunes:episodeType><itunes:duration>2399</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20201123135157-767b_WomenatWork_TooShytoBeaLeader.mp3" length="39148882" type="audio/mpeg" /> </item> <item><title>How Jeff Bezos Built One of the World’s Most Valuable Companies</title><link>https://hbr.org/podcast/2020/11/how-jeff-bezos-built-one-of-the-worlds-most-valuable-companies</link><description>Sunil Gupta, Harvard Business School professor, has spent years studying successful digital strategies, companies, and leaders, and he's made Amazon and its legendary CEO Jeff Bezos a particular areas of focus. Drawing on his own in-depth research and other sources, including a new collection of Bezos' own writing, "Invent and Wander," Gupta explains how Amazon has upended traditional corporate strategy by diversifying into multiple products serving many end users instead of focusing more narrowly. He says that Bezos's obsession with the customer and insistence on long-term thinking are approaches that other companies and senior executives should emulate.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0767</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 17 Nov 2020 09:00:08 -0500</pubDate><itunes:title>How Jeff Bezos Built One of the World's Most Valuable Companies</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Sunil Gupta, Harvard Business School professor, has spent years studying successful digital strategies, companies, and leaders, and he's made Amazon and its legendary CEO Jeff Bezos a particular areas of focus. Drawing on his own in-depth research and other sources, including a new collection of Bezos' own writing, "Invent and Wander," Gupta explains how Amazon has upended traditional corporate strategy by diversifying into multiple products serving many end users instead of focusing more narrowly. He says that Bezos's obsession with the customer and insistence on long-term thinking are approaches that other companies and senior executives should emulate.</itunes:summary><itunes:subtitle /><itunes:episode>767</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1627</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20201113171737-767_HowJeffBezosBuiltOneoftheWorldsMostValuableCompanies.mp3" length="28095436" type="audio/mpeg" /> </item> <item><title>Managing Working Parents During the Pandemic</title><link>https://hbr.org/podcast/2020/11/managing-working-parents-during-the-pandemic</link><description>Ellen Ernst Kossek, management professor at Purdue University, is researching how the pandemic is putting an enormous strain on working parents and the new challenge that poses for their managers. She shares how supervisors can offer much-needed consistency and predictability for working parents on their teams. She also outlines specific ways to give working parents more flexibility while still holding them accountable. Kossek is the coauthor, with Kelly Schwind Wilson and Lindsay Mechem Rosokha, of the HBR article "What Working Parents Need from Their Managers."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0766</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 10 Nov 2020 09:00:34 -0500</pubDate><itunes:title>Managing Working Parents During the Pandemic</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Ellen Ernst Kossek, management professor at Purdue University, is researching how the pandemic is putting an enormous strain on working parents and the new challenge that poses for their managers. She shares how supervisors can offer much-needed consistency and predictability for working parents on their teams. She also outlines specific ways to give working parents more flexibility while still holding them accountable. Kossek is the coauthor, with Kelly Schwind Wilson and Lindsay Mechem Rosokha, of the HBR article "What Working Parents Need from Their Managers."</itunes:summary><itunes:subtitle /><itunes:episode>766</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1671</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20201106114334-766_ManagingWorkingParentsDuringthePandemic.mp3" length="27173400" type="audio/mpeg" /> </item> <item><title>Defining and Adapting Your Leadership Style</title><link>https://hbr.org/podcast/2020/11/defining-and-adapting-your-leadership-style</link><description>Suzanne Peterson, associate professor at Thunderbird School of Global Management, says many talented professionals get held back from leadership roles because of relatively intangible reasons. She argues aspiring managers can intentionally alter their everyday interactions in small ways to have a large influence on their professional reputation. She explains how to adopt markers of different leadership styles to be seen as both influential and likable. Peterson is a coauthor of the HBR article “How to Develop Your Leadership Style: Concrete Advice for a Squishy Challenge.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0765</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Fri, 06 Nov 2020 07:23:11 -0500</pubDate><itunes:title>Defining and Adapting Your Leadership Style</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Suzanne Peterson, associate professor at Thunderbird School of Global Management, says many talented professionals get held back from leadership roles because of relatively intangible reasons. She argues aspiring managers can intentionally alter their everyday interactions in small ways to have a large influence on their professional reputation. She explains how to adopt markers of different leadership styles to be seen as both influential and likable. Peterson is a coauthor of the HBR article “How to Develop Your Leadership Style: Concrete Advice for a Squishy Challenge.”</itunes:summary><itunes:subtitle /><itunes:episode>765</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1331</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20201102140029-765_DefiningandAdaptingYourLeadershipStyle.mp3" length="21741718" type="audio/mpeg" /> </item> <item><title>How Those With Power and Privilege Can Help Others Advance</title><link>https://hbr.org/podcast/2020/10/how-those-with-power-and-privilege-can-help-others-advance</link><description>Tsedale Melaku, sociologist at The Graduate Center, City University of New York, and David Smith, professor at the U.S. Naval War College, have been looking at the ways people with the most power in society and organizations can become better allies to those who have less authority and influence. In the United States, that typically means white men helping their female co-workers or colleagues of color to advance. In an era when the push for gender and racial equity is gaining momentum, Melaku and Smith join host Alison Beard in a live taping that includes audience questions about the right ways to call out microaggressions, hold senior management to account, and use majority group privilege to help those in the minority. Melaku and Smith are the coauthors, along with Angie Beeman and Brad Johnson, of the HBR article "Be a Better Ally."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0764</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 27 Oct 2020 10:18:32 -0500</pubDate><itunes:title>How Those With Power and Privilege Can Help Others Advance</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Tsedale Melaku, sociologist at The Graduate Center, City University of New York, and David Smith, professor at the U.S. Naval War College, have been looking at the ways people with the most power in society and organizations can become better allies to those who have less authority and influence. In the United States, that typically means white men helping their female co-workers or colleagues of color to advance. In an era when the push for gender and racial equity is gaining momentum, Melaku and Smith join host Alison Beard in a live taping that includes audience questions about the right ways to call out microaggressions, hold senior management to account, and use majority group privilege to help those in the minority. Melaku and Smith are the coauthors, along with Angie Beeman and Brad Johnson, of the HBR article "Be a Better Ally."</itunes:summary><itunes:subtitle /><itunes:episode>764</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2304</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20201027095459-764_HowThoseWithPowerandPrivilegeCanHelpOthersAdvance.mp3" length="37680908" type="audio/mpeg" /> </item> <item><title>Why Work-From-Anywhere Is Here to Stay</title><link>https://hbr.org/podcast/2020/10/why-work-from-anywhere-is-here-to-stay</link><description>Prithwiraj (Raj) Choudhury, associate professor at Harvard Business School, was studying the growing work-from-anywhere movement long before the Covid-19 pandemic forced many more of us into virtual work. He says that more and more organizations are adopting WFA as a business strategy, one that not only reduces real estate costs but also boosts employee engagement and productivity. He acknowledges that there are challenges to creating and maintaining all-remote workforces but outlines research-based best practices for overcoming them. Choudhury is the author of the HBR article "Our Work from Anywhere Future."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0763</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 20 Oct 2020 09:00:49 -0500</pubDate><itunes:title>Why Work-From-Anywhere Is Here to Stay</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Prithwiraj (Raj) Choudhury, associate professor at Harvard Business School, was studying the growing work-from-anywhere movement long before the Covid-19 pandemic forced many more of us into virtual work. He says that more and more organizations are adopting WFA as a business strategy, one that not only reduces real estate costs but also boosts employee engagement and productivity. He acknowledges that there are challenges to creating and maintaining all-remote workforces but outlines research-based best practices for overcoming them. Choudhury is the author of the HBR article "Our Work from Anywhere Future."</itunes:summary><itunes:subtitle /><itunes:episode>763</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1592</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20201019105000-763_WhyWork-From-AnywhereIsHeretoStay.mp3" length="26365896" type="audio/mpeg" /> </item> <item><title>The Fundamental Human Relationship with Work</title><link>https://hbr.org/podcast/2020/10/the-fundamental-human-relationship-with-work</link><description>James Suzman, an anthropologist and former executive, says one way to better understand the future of work is to learn from the history of it. He has studied an ancient hunter-gatherer society in Namibia and says our modern notions of work, economy, and productivity are perhaps too limiting. Suzman argues that humans have always been drawn to work for its intrinsic value, and that managers can prepare for the future workplace by broadening their thinking about work and purpose. Suzman is the author of the new book "Work: A History of How We Spend Our Time."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0762</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 13 Oct 2020 09:00:21 -0500</pubDate><itunes:title>The Fundamental Human Relationship with Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>James Suzman, an anthropologist and former executive, says one way to better understand the future of work is to learn from the history of it. He has studied an ancient hunter-gatherer society in Namibia and says our modern notions of work, economy, and productivity are perhaps too limiting. Suzman argues that humans have always been drawn to work for its intrinsic value, and that managers can prepare for the future workplace by broadening their thinking about work and purpose. Suzman is the author of the new book "Work: A History of How We Spend Our Time."</itunes:summary><itunes:subtitle /><itunes:episode>762</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1555</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20201012123338-762_TheFundamentalHumanRelationshipwithWork.mp3" length="26189941" type="audio/mpeg" /> </item> <item><title>How to Build Workplaces That Protect Employee Health</title><link>https://hbr.org/podcast/2020/10/how-to-build-workplaces-that-protect-employee-health</link><description>John Macomber, senior lecturer at Harvard Business School and a veteran of the real estate industry, was studying ways to make workplaces safer for employees long before the Covid-19 crisis hit. Now that issues like air and water quality are top of mind, he is encouraging organizations to think more holistically about the buildings in which they operate, balancing cost efficiency and even eco-friendliness with investments in improvements that boost health. Studies show this will not only stop workers from getting sick; it will also enhance productivity, which ultimately helps the bottom line. Macomber is the author of the book “Healthy Buildings: How Indoor Spaces Drive Performance and Productivity”.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0761</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 06 Oct 2020 09:00:23 -0500</pubDate><itunes:title>How to Build Workplaces That Protect Employee Health</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>John Macomber, senior lecturer at Harvard Business School and a veteran of the real estate industry, was studying ways to make workplaces safer for employees long before the Covid-19 crisis hit. Now that issues like air and water quality are top of mind, he is encouraging organizations to think more holistically about the buildings in which they operate, balancing cost efficiency and even eco-friendliness with investments in improvements that boost health. Studies show this will not only stop workers from getting sick; it will also enhance productivity, which ultimately helps the bottom line. Macomber is the author of the book “Healthy Buildings: How Indoor Spaces Drive Performance and Productivity”.</itunes:summary><itunes:subtitle /><itunes:episode>761</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1609</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20201005094050-761_HowtoBuildWorkplacesThatProtectEmployeeHealth.mp3" length="26056203" type="audio/mpeg" /> </item> <item><title>When Efficiency Goes Too Far</title><link>https://hbr.org/podcast/2020/09/when-efficiency-goes-too-far</link><description>Roger Martin, professor emeritus at the University of Toronto's Rotman School of Management, says that for decades the U.S. corporate system has been obsessed with eliminating inefficiencies. There's a point, his research shows, when these efficiency gains come with even greater social and economic costs. And he believes that the Covid-19 pandemic is increasingly exposing those weaknesses. He argues that leaders and CEOs should reassess and, in some ways, reverse course in their perpetual drive for efficiency. Martin is the author of the new book "When More Is Not Better: Overcoming America's Obsession with Economic Efficiency."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0760</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 29 Sep 2020 11:46:54 -0500</pubDate><itunes:title>When Efficiency Goes Too Far</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Roger Martin, professor emeritus at the University of Toronto's Rotman School of Management, says that for decades the U.S. corporate system has been obsessed with eliminating inefficiencies. There's a point, his research shows, when these efficiency gains come with even greater social and economic costs. And he believes that the Covid-19 pandemic is increasingly exposing those weaknesses. He argues that leaders and CEOs should reassess and, in some ways, reverse course in their perpetual drive for efficiency. Martin is the author of the new book "When More Is Not Better: Overcoming America's Obsession with Economic Efficiency."</itunes:summary><itunes:subtitle /><itunes:episode>760</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1439</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200929093318-760_WhenEfficiencyGoesTooFar.mp3" length="24787671" type="audio/mpeg" /> </item> <item><title>The Subtle Art of Saying No</title><link>https://hbr.org/podcast/2020/09/the-subtle-art-of-saying-no</link><description>Bruce Tulgan, founder of the management training firm RainmakerThinking, says that the key to career success isn't only embracing opportunities; it's also declining projects, tasks, and requests for help so you create time for the most value-added work. He explains how to evaluate each ask, determine which you should prioritize, and deliver either a strategic "yes" or a well-thought-through no. Tulgan is the author of the HBR article "Learn When to Say No."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0759</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 22 Sep 2020 09:00:55 -0500</pubDate><itunes:title>The Subtle Art of Saying No</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Bruce Tulgan, founder of the management training firm RainmakerThinking, says that the key to career success isn't only embracing opportunities; it's also declining projects, tasks, and requests for help so you create time for the most value-added work. He explains how to evaluate each ask, determine which you should prioritize, and deliver either a strategic "yes" or a well-thought-through no. Tulgan is the author of the HBR article "Learn When to Say No."</itunes:summary><itunes:subtitle /><itunes:episode>759</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1533</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200921130248-759_TheSubtleArtofSayingNo.mp3" length="26225449" type="audio/mpeg" /> </item> <item><title>Cultivate a Trans-Inclusive Workplace</title><link>https://hbr.org/podcast/2020/09/cultivate-a-trans-inclusive-workplace</link><description>Katina Sawyer, assistant professor at the George Washington University, says transgender workers continue to be overlooked even as organizational diversity initiatives become more widespread. Her research shows that many trans employees experience ongoing discrimination, from microaggression to job loss. Sawyer shares effective formal policies and details the informal ways managers can make their workplaces — physical and virtual — truly welcoming for trans people. Sawyer is the author, along with Christian Thoroughgood and Jennica Webster, of the HBR article "Creating a Trans-Inclusive Workplace."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0758</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 15 Sep 2020 09:00:15 -0500</pubDate><itunes:title>Cultivate a Trans-Inclusive Workplace</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Katina Sawyer, assistant professor at the George Washington University, says transgender workers continue to be overlooked even as organizational diversity initiatives become more widespread. Her research shows that many trans employees experience ongoing discrimination, from microaggression to job loss. Sawyer shares effective formal policies and details the informal ways managers can make their workplaces — physical and virtual — truly welcoming for trans people. Sawyer is the author, along with Christian Thoroughgood and Jennica Webster, of the HBR article "Creating a Trans-Inclusive Workplace."</itunes:summary><itunes:subtitle /><itunes:episode>758</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1542</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200914104434-758_CultivateaTrans-InclusiveWorkplace.mp3" length="25853894" type="audio/mpeg" /> </item> <item><title>Creating More Resilient Supply Chains</title><link>https://hbr.org/podcast/2020/09/creating-more-resilient-supply-chains</link><description>Willy Shih, professor at Harvard Business School, says that the complex, global, and just-in-time manufacturing processes we've developed in recent decades are highly susceptible to breakdowns, especially during a global pandemic. He explains why the shortages we’ve seen in 2020 - in goods from toilet paper to appliances - are indicative of a bigger problem and talks through ways can businesses protect themselves and consumers in the future. Shih is the author of the HBR article "Global Supply Chains in a Post-Pandemic World."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0757</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 08 Sep 2020 10:49:28 -0500</pubDate><itunes:title>Creating More Resilient Supply Chains</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Willy Shih, professor at Harvard Business School, says that the complex, global, and just-in-time manufacturing processes we've developed in recent decades are highly susceptible to breakdowns, especially during a global pandemic. He explains why the shortages we’ve seen in 2020 - in goods from toilet paper to appliances - are indicative of a bigger problem and talks through ways can businesses protect themselves and consumers in the future. Shih is the author of the HBR article "Global Supply Chains in a Post-Pandemic World."</itunes:summary><itunes:subtitle /><itunes:episode>757</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1494</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200908094538-757_CreatingMoreResilientSupplyChains.mp3" length="24022334" type="audio/mpeg" /> </item> <item><title>To Build Grit, Go Back to Basics</title><link>https://hbr.org/podcast/2020/09/to-build-grit-go-back-to-basics</link><description>Shannon Huffman Polson, a consultant and former military pilot, experienced early on how to build grit. At 19, she was the youngest woman to summit Denali, North America’s highest peak. Then she overcame many obstacles to fly U.S. Army attack helicopters. Today Polson coaches people on developing grit in their careers and workplaces. Building it like a muscle, the process begins with recognizing your story and understanding your core purpose. And she explains how it’s still possible to strengthen even during a pandemic when you’re extremely stressed and strained. Polson is the author of the new book "The Grit Factor: Courage, Resilience, and Leadership in the Most Male-Dominated Organization in the World."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0756</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 01 Sep 2020 09:00:53 -0500</pubDate><itunes:title>To Build Grit, Go Back to Basics</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Shannon Huffman Polson, a consultant and former military pilot, experienced early on how to build grit. At 19, she was the youngest woman to summit Denali, North America’s highest peak. Then she overcame many obstacles to fly U.S. Army attack helicopters. Today Polson coaches people on developing grit in their careers and workplaces. Building it like a muscle, the process begins with recognizing your story and understanding your core purpose. And she explains how it’s still possible to strengthen even during a pandemic when you’re extremely stressed and strained. Polson is the author of the new book "The Grit Factor: Courage, Resilience, and Leadership in the Most Male-Dominated Organization in the World."</itunes:summary><itunes:subtitle /><itunes:episode>756</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1499</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200831142126-756_ToBuildGritGoBacktoBasics.mp3" length="25290368" type="audio/mpeg" /> </item> <item><title>Why Work Friends are Worth It</title><link>https://hbr.org/podcast/2020/08/why-work-friends-are-worth-it</link><description>Shasta Nelson, relationship expert and author, says that work friendships are critical to individual and organizational success but acknowledges that it's not always easy to build these personal -- but still professional - connections, especially when work is virtual. She explains why consistency, vulnerability, and positivity are fundamental to friendship and offers specific suggestions for how to build those things with colleagues. Nelson is the author of the book "The Business of Friendship: Making the Most of Our Relationships Where We Spend Most of Our Time."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0755</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 25 Aug 2020 09:10:49 -0500</pubDate><itunes:title>Why Work Friends are Worth It</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Shasta Nelson, relationship expert and author, says that work friendships are critical to individual and organizational success but acknowledges that it's not always easy to build these personal -- but still professional - connections, especially when work is virtual. She explains why consistency, vulnerability, and positivity are fundamental to friendship and offers specific suggestions for how to build those things with colleagues. Nelson is the author of the book "The Business of Friendship: Making the Most of Our Relationships Where We Spend Most of Our Time."</itunes:summary><itunes:subtitle /><itunes:episode>755</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1600</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200824162128-755_WhyWorkFriendsareWorthIt.mp3" length="27416571" type="audio/mpeg" /> </item> <item><title>Breaking Down Bureaucracy and Building Up Workers</title><link>https://hbr.org/podcast/2020/08/breaking-down-bureaucracy-and-building-up-workers</link><description>Gary Hamel and Michele Zanini, cofounders of the consultancy Management Lab, say that even though we all lament how rigid, parochial, and time sucking bureaucracies can be, they still seem inescapable. The managers who’ve excelled in them often don’t know how to dismantle them — or else they don’t want to. But Zanini and Hamel have studied and collaborated with innovative organizations, and they outline bottom-up ways to empower workers and hack management. Hamel and Zanini wrote the new book “Humanocracy: Creating Organizations as Amazing as the People Inside them.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0754</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 18 Aug 2020 09:00:04 -0500</pubDate><itunes:title>Breaking Down Bureaucracy and Building Up Workers</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Gary Hamel and Michele Zanini, cofounders of the consultancy Management Lab, say that even though we all lament how rigid, parochial, and time sucking bureaucracies can be, they still seem inescapable. The managers who’ve excelled in them often don’t know how to dismantle them — or else they don’t want to. But Zanini and Hamel have studied and collaborated with innovative organizations, and they outline bottom-up ways to empower workers and hack management. Hamel and Zanini wrote the new book “Humanocracy: Creating Organizations as Amazing as the People Inside them.”</itunes:summary><itunes:subtitle /><itunes:episode>754</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1653</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200814105046-754_BreakingDownBureaucracyandBuildingUpWorkers.mp3" length="27308759" type="audio/mpeg" /> </item> <item><title>Mastering the Art of Persuasion</title><link>https://hbr.org/podcast/2020/08/mastering-the-art-of-persuasion</link><description>Jonah Berger, professor at the Wharton School of the University of Pennsylvania, says that most of us aren’t approaching persuasion the right way. Pushing people to behave how you’d like them to or believe the same things you do just doesn’t work, no matter how much data you give or how many emotional appeals you make. Studying both psychology and business, he’s found better tactics for bringing people over to your side. One of the keys? Asking questions so people feel like they’re making the decision to change. Berger is the author of the book "The Catalyst: How to Change Anyone's Mind."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0753</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 11 Aug 2020 10:36:39 -0500</pubDate><itunes:title>Mastering the Art of Persuasion</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jonah Berger, professor at the Wharton School of the University of Pennsylvania, says that most of us aren’t approaching persuasion the right way. Pushing people to behave how you’d like them to or believe the same things you do just doesn’t work, no matter how much data you give or how many emotional appeals you make. Studying both psychology and business, he’s found better tactics for bringing people over to your side. One of the keys? Asking questions so people feel like they’re making the decision to change. Berger is the author of the book "The Catalyst: How to Change Anyone's Mind."</itunes:summary><itunes:subtitle /><itunes:episode>753</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1629</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200810154709-753_MasteringtheArtofPersuasion.mp3" length="26920039" type="audio/mpeg" /> </item> <item><title>Adapting Negotiations to a Remote World</title><link>https://hbr.org/podcast/2020/08/adapting-negotiations-to-a-remote-world</link><description>Leigh Thompson, professor at Kellogg School of Management at Northwestern University, studies negotiations to understand the path to the "sweet spot" where all sides of the table come away happy. And she says there are more pitfalls on that path when more of us are working remotely and online. She shares how to overcome the common traps of virtual negotiations with trust-enhancing hacks such as E-charisma and language style matching. Thompson is the author of the book “Negotiating the Sweet Spot: The Art of Leaving Nothing on the Table.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0752</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 04 Aug 2020 08:52:05 -0500</pubDate><itunes:title>Adapting Negotiations to a Remote World</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Leigh Thompson, professor at Kellogg School of Management at Northwestern University, studies negotiations to understand the path to the "sweet spot" where all sides of the table come away happy. And she says there are more pitfalls on that path when more of us are working remotely and online. She shares how to overcome the common traps of virtual negotiations with trust-enhancing hacks such as E-charisma and language style matching. Thompson is the author of the book “Negotiating the Sweet Spot: The Art of Leaving Nothing on the Table.”</itunes:summary><itunes:subtitle /><itunes:episode>752</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1401</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200803170638-752_AdaptingNegotiationstoaRemoteWorld.mp3" length="23684206" type="audio/mpeg" /> </item> <item><title>Future-Proofing Your Strategy with Scenario Planning</title><link>https://hbr.org/podcast/2020/07/future-proofing-your-strategy-with-scenario-planning</link><description>Peter Scoblic, cofounder and principal of the consultancy Event Horizon Strategies, says that too many companies are short-sighted in their strategy-making and don't effectively plan for different potential futures. Using examples from the U.S. Coast Guard, he explains how thoughtful and ongoing scenario planning exercises can help organizations decide which investments will allow them to thrive in varying circumstances and navigate many types of crisis. Scoblic is the author of the HBR article "Learning from the Future."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0751</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 28 Jul 2020 09:00:42 -0500</pubDate><itunes:title>Future-Proofing Your Strategy with Scenario Planning</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Peter Scoblic, cofounder and principal of the consultancy Event Horizon Strategies, says that too many companies are short-sighted in their strategy-making and don't effectively plan for different potential futures. Using examples from the U.S. Coast Guard, he explains how thoughtful and ongoing scenario planning exercises can help organizations decide which investments will allow them to thrive in varying circumstances and navigate many types of crisis. Scoblic is the author of the HBR article "Learning from the Future."</itunes:summary><itunes:subtitle /><itunes:episode>751</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1557</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200724113017-751_Future-ProofingYourStrategywithScenarioPlanning.mp3" length="26792581" type="audio/mpeg" /> </item> <item><title>Every Business Can Be a Subscription Business</title><link>https://hbr.org/podcast/2020/07/every-business-can-be-a-subscription-business</link><description>Robbie Kellman Baxter, a strategy consultant, says that subscriptions aren’t just for newspapers and Netflix. She says they can help companies from local retailers to giant industrial manufacturers earn more consistent revenue and develop stronger customer loyalty. And she explains how even during an economic crisis, leaders can adopt a subscription business model to give their organizations a better chance of surviving and thriving. Kellman Baxter is the author of the book "The Forever Transaction: How to Build a Subscription Model So Compelling, Your Customers Will Never Want to Leave."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0750</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 21 Jul 2020 09:00:49 -0500</pubDate><itunes:title>Every Business Can Be a Subscription Business</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Robbie Kellman Baxter, a strategy consultant, says that subscriptions aren’t just for newspapers and Netflix. She says they can help companies from local retailers to giant industrial manufacturers earn more consistent revenue and develop stronger customer loyalty. And she explains how even during an economic crisis, leaders can adopt a subscription business model to give their organizations a better chance of surviving and thriving. Kellman Baxter is the author of the book "The Forever Transaction: How to Build a Subscription Model So Compelling, Your Customers Will Never Want to Leave."</itunes:summary><itunes:subtitle /><itunes:episode>750</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1619</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200720095556-750_EveryBusinessCanBeaSubscriptionBusiness.mp3" length="26596970" type="audio/mpeg" /> </item> <item><title>Helping People Move from Trauma to Growth</title><link>https://hbr.org/podcast/2020/07/helping-people-move-from-trauma-to-growth</link><description>Richard Tedeschi, a psychology professor and distinguished chair of the Boulder Crest Institute, says that crises like the Covid-19 pandemic and its economic fallout as well as the recent racial violence and social unrest in the United States, can yield not just negative but also positive outcomes for individuals, teams, companies, industries, communities and nations. He has spent decades studying this phenomenon of post-traumatic growth and identified strategies for achieving it as well as the benefits that can accrue, from better relationships to the discovery of new opportunities. Tedeschi is the author of the HBR article "Growth After Trauma."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0749</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 14 Jul 2020 09:35:20 -0500</pubDate><itunes:title>Helping People Move from Trauma to Growth</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Richard Tedeschi, a psychology professor and distinguished chair of the Boulder Crest Institute, says that crises like the Covid-19 pandemic and its economic fallout as well as the recent racial violence and social unrest in the United States, can yield not just negative but also positive outcomes for individuals, teams, companies, industries, communities and nations. He has spent decades studying this phenomenon of post-traumatic growth and identified strategies for achieving it as well as the benefits that can accrue, from better relationships to the discovery of new opportunities. Tedeschi is the author of the HBR article "Growth After Trauma."</itunes:summary><itunes:subtitle /><itunes:episode>749</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1460</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200713152945-749_HelpingPeopleMovefromTraumatoGrowth.mp3" length="25204742" type="audio/mpeg" /> </item> <item><title>Pricing Strategies for Uncertain Times</title><link>https://hbr.org/podcast/2020/07/pricing-strategies-for-uncertain-times</link><description>Rafi Mohammed, founder of the consulting firm Culture of Profit, says a crisis or recession is not the time to panic and slash prices. He says leaders should instead reevaluate their price strategy — or develop one for the first time — to better respond to customers during the slump and keep them when the economy recovers. He shares examples of companies across a variety of industries that have created effective price strategies as well as his advice for changing prices in response to Covid-19. Mohammed is the author of “The 1% Windfall: How Successful Companies Use Price to Profit and Grow.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0748</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 07 Jul 2020 09:00:57 -0500</pubDate><itunes:title>Pricing Strategies for Uncertain Times</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Rafi Mohammed, founder of the consulting firm Culture of Profit, says a crisis or recession is not the time to panic and slash prices. He says leaders should instead reevaluate their price strategy — or develop one for the first time — to better respond to customers during the slump and keep them when the economy recovers. He shares examples of companies across a variety of industries that have created effective price strategies as well as his advice for changing prices in response to Covid-19. Mohammed is the author of “The 1% Windfall: How Successful Companies Use Price to Profit and Grow.”</itunes:summary><itunes:subtitle /><itunes:episode>748</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1275</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200706103010-748_PricingStrategiesforUncertainTimes.mp3" length="21019716" type="audio/mpeg" /> </item> <item><title>AB InBev CEO on Adapting in the Face of Crisis</title><link>https://hbr.org/podcast/2020/06/ab-inbev-ceo-on-adapting-in-the-face-of-crisis</link><description>Carlos Brito, the CEO of Anheuser-Busch InBev since 2008, has worked to build a culture of adaptability and customer centricity at the global brewer. Many of his leadership principles are paying off during the Covid-19 pandemic, as empowered employees have quickly changed course to respond to the crisis. Brito explains the challenges his company faces in a making beer for social gatherings at a time when people need to stay apart for safety, how the company has shifted operations and supply chains thanks in part to early lessons in markets such as China and South Korea, and how he’s leading strategic efforts to position AB InBev for a new reality.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0747</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 30 Jun 2020 09:54:46 -0500</pubDate><itunes:title>AB InBev CEO on Adapting in the Face of Crisis</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Carlos Brito, the CEO of Anheuser-Busch InBev since 2008, has worked to build a culture of adaptability and customer centricity at the global brewer. Many of his leadership principles are paying off during the Covid-19 pandemic, as empowered employees have quickly changed course to respond to the crisis. Brito explains the challenges his company faces in a making beer for social gatherings at a time when people need to stay apart for safety, how the company has shifted operations and supply chains thanks in part to early lessons in markets such as China and South Korea, and how he’s leading strategic efforts to position AB InBev for a new reality.</itunes:summary><itunes:subtitle /><itunes:episode>747</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1377</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200626113327-747_ABInBevCEOonAdaptingintheFaceofCrisis.mp3" length="23364892" type="audio/mpeg" /> </item> <item><title>Applying Porter’s Five Forces to Fix U.S. Politics</title><link>https://hbr.org/podcast/2020/06/applying-porters-five-forces-to-fix-u-s-politics</link><description>Katherine Gehl, a former CEO and the founder of the Institute for Political Innovation, and Michael Porter, a professor at Harvard Business School, apply his Five Forces framework to explain why U.S. politics are dysfunctional. They argue that the Republican and Democratic parties make up an industry duopoly with high barriers to entry and low consumer power, and that the resulting lack of competition incentivizes these two dominant players to avoid compromises with majority support. Gehl and Porter provide specific innovations on how to enhance competition and better serve the public, including nonpartisan primary elections and ranked-choice voting. Gehl and Porter are coauthors of the new book “The Politics Industry: How Political Innovation Can Break Partisan Gridlock and Save Our Democracy” and the HBR article “Fixing U.S. Politics."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0746</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 23 Jun 2020 09:00:05 -0500</pubDate><itunes:title>Applying Porter's Five Forces to Fix U.S. Politics</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Katherine Gehl, a former CEO and the founder of the Institute for Political Innovation, and Michael Porter, a professor at Harvard Business School, apply his Five Forces framework to explain why U.S. politics are dysfunctional. They argue that the Republican and Democratic parties make up an industry duopoly with high barriers to entry and low consumer power, and that the resulting lack of competition incentivizes these two dominant players to avoid compromises with majority support. Gehl and Porter provide specific innovations on how to enhance competition and better serve the public, including nonpartisan primary elections and ranked-choice voting. Gehl and Porter are coauthors of the new book “The Politics Industry: How Political Innovation Can Break Partisan Gridlock and Save Our Democracy” and the HBR article “Fixing U.S. Politics."</itunes:summary><itunes:subtitle /><itunes:episode>746</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1372</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200622120325-746_ApplyingPortersFiveForcestoFixU.S.Politics.mp3" length="22721657" type="audio/mpeg" /> </item> <item><title>Megan Rapinoe on Leading — On and Off the Field</title><link>https://hbr.org/podcast/2020/06/megan-rapinoe-on-leading-on-and-off-the-field</link><description>Megan Rapinoe, U.S. women's soccer star and World Cup champion, knows how to perform under pressure, motivate her teammates, and advocate for the causes she believes in. In addition to her stellar play as a professional athlete, she's been outspoken about racial justice, LGBTQ rights, and gender pay equity. She offers lessons on overcoming losses, growing into a leadership role, becoming an ally, and operating as your authentic self.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0745</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 16 Jun 2020 09:00:25 -0500</pubDate><itunes:title>Megan Rapinoe on Leading — On and Off the Field</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Megan Rapinoe, U.S. women's soccer star and World Cup champion, knows how to perform under pressure, motivate her teammates, and advocate for the causes she believes in. In addition to her stellar play as a professional athlete, she's been outspoken about racial justice, LGBTQ rights, and gender pay equity. She offers lessons on overcoming losses, growing into a leadership role, becoming an ally, and operating as your authentic self.</itunes:summary><itunes:subtitle /><itunes:episode>745</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1516</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200612134849-745_MeganRapinoeonLeadingOnandOfftheField.mp3" length="25620674" type="audio/mpeg" /> </item> <item><title>Corporate America’s Work in Fighting Racism is Just Beginning</title><link>https://hbr.org/podcast/2020/06/corporate-americas-work-in-fighting-racism-is-just-beginning</link><description>Ella Washington, an organizational psychologist at Georgetown University, argues that private sector American organizations have a big role to play in sustaining the fight for racial justice that has gained such momentum in recent weeks. She says that widespread protests should mark a shift in how companies and their leaders push for government policy change, think about diversity and inclusion in their own workplaces, and strive to combat bias and inequality in U.S. society. It not enough for CEOs to release statements and continue on with business as usual. To promote real change, they need to work on these issues each and every day. Washington is the coauthor of the HBR article "U.S. Businesses Must Take Meaningful Action Against Racism."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0744</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 09 Jun 2020 11:17:34 -0500</pubDate><itunes:title>Corporate America's Work in Fighting Racism is Just Beginning</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Ella Washington, an organizational psychologist at Georgetown University, argues that private sector American organizations have a big role to play in sustaining the fight for racial justice that has gained such momentum in recent weeks. She says that widespread protests should mark a shift in how companies and their leaders push for government policy change, think about diversity and inclusion in their own workplaces, and strive to combat bias and inequality in U.S. society. It not enough for CEOs to release statements and continue on with business as usual. To promote real change, they need to work on these issues each and every day. Washington is the coauthor of the HBR article "U.S. Businesses Must Take Meaningful Action Against Racism."</itunes:summary><itunes:subtitle /><itunes:episode>744</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1666</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200608165035-744_CorporateAmericasWorkinFightingRacismisJustBeginning.mp3" length="27607612" type="audio/mpeg" /> </item> <item><title>Great Leaders Use Tough Love to Improve Performance</title><link>https://hbr.org/podcast/2020/06/great-leaders-use-tough-love-to-improve-performance</link><description>Frances Frei, professor at Harvard Business School, says that trust, empathy - and even a bit of tough love - are all essential ingredients to strong leadership in today's world. Successful managers focus on the effect they have on others, not themselves. They also define a strategy and create a culture that drives employee behavior in their absence. Frei is the coauthor, along with Anne Morriss, of the book "Unleashed: The Unapologetic Leader’s Guide to Empowering Everyone Around You" as well as the HBR article “Begin with Trust.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0743</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 02 Jun 2020 09:00:07 -0500</pubDate><itunes:title>Great Leaders Use Tough Love to Improve Performance</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Frances Frei, professor at Harvard Business School, says that trust, empathy - and even a bit of tough love - are all essential ingredients to strong leadership in today's world. Successful managers focus on the effect they have on others, not themselves. They also define a strategy and create a culture that drives employee behavior in their absence. Frei is the coauthor, along with Anne Morriss, of the book "Unleashed: The Unapologetic Leader’s Guide to Empowering Everyone Around You" as well as the HBR article “Begin with Trust.”</itunes:summary><itunes:subtitle /><itunes:episode>743</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1675</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200529110803-743_GreatLeadersUseToughLovetoImprovePerformance.mp3" length="28634945" type="audio/mpeg" /> </item> <item><title>Staying Agile Beyond a Crisis</title><link>https://hbr.org/podcast/2020/05/staying-agile-beyond-a-crisis</link><description>Darrell Rigby, partner at Bain & Company, says many firms have rapidly adopted agile principles to react to the coronavirus crisis. Namely, they’ve been ditching bureaucratic planning processes and instead fast-tracking ideas, holding focused meetings, and empowering decisions at lower levels of the organization. He argues that C-suite leaders should keep this newfound organizational nimbleness for good and explains how they can. With Sarah Elk and Steve Berez, Rigby wrote the HBR article “The Agile C-Suite” and the new book Doing Agile Right: Transformation Without Chaos.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0742</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 26 May 2020 09:00:22 -0500</pubDate><itunes:title>Staying Agile Beyond a Crisis</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Darrell Rigby, partner at Bain & Company, says many firms have rapidly adopted agile principles to react to the coronavirus crisis. Namely, they’ve been ditching bureaucratic planning processes and instead fast-tracking ideas, holding focused meetings, and empowering decisions at lower levels of the organization. He argues that C-suite leaders should keep this newfound organizational nimbleness for good and explains how they can. With Sarah Elk and Steve Berez, Rigby wrote the HBR article “The Agile C-Suite” and the new book Doing Agile Right: Transformation Without Chaos.</itunes:summary><itunes:subtitle /><itunes:episode>742</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1545</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200522151838-742_StayingAgileBeyondaCrisis.mp3" length="25744735" type="audio/mpeg" /> </item> <item><title>Smarter Side Gigs</title><link>https://hbr.org/podcast/2020/05/smarter-side-gigs</link><description>Ken Banta, founder of the Vanguard Network, and Orlan Boston, partner at Ernst & Young, argue that every aspiring leader needs to have a side gig -- not to pursue a crazy dream or earn some extra cash but to enhance their skills, knowledge, and network in a way that benefits their existing careers. The key is to find meaningful and strategic roles that help you bring new insights and experience to your day job, and you can even let your boss in on your plans. Banta and Boston are the authors of the HBR article "The Strategic Side Gig."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0741</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 19 May 2020 09:00:13 -0500</pubDate><itunes:title>Smarter Side Gigs</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Ken Banta, founder of the Vanguard Network, and Orlan Boston, partner at Ernst & Young, argue that every aspiring leader needs to have a side gig -- not to pursue a crazy dream or earn some extra cash but to enhance their skills, knowledge, and network in a way that benefits their existing careers. The key is to find meaningful and strategic roles that help you bring new insights and experience to your day job, and you can even let your boss in on your plans. Banta and Boston are the authors of the HBR article "The Strategic Side Gig."</itunes:summary><itunes:subtitle /><itunes:episode>741</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1654</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200516121624-741_SmarterSideGigs.mp3" length="28407200" type="audio/mpeg" /> </item> <item><title>To Build Strategy, Start with the Future</title><link>https://hbr.org/podcast/2020/05/to-build-strategy-start-with-the-future</link><description>Mark Johnson, cofounder of the consulting firm Innosight, says that too many managers develop strategy while focusing on problems in the present, and that’s especially true during a crisis. Instead, he argues, leaders should imagine the future and work backward, so they can build their organization for that new reality. He shares practical steps managers can take to look beyond the typical short-term planning horizon and help their teams grasp future opportunities. Johnson is the coauthor of the HBR article "Leaders, Do You Have a Clear Vision for the Post-Crisis Future?" and the book "Lead from the Future: How to Turn Visionary Thinking into Breakthrough Growth."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0740</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 12 May 2020 09:15:04 -0500</pubDate><itunes:title>To Build Strategy, Start with the Future</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Mark Johnson, cofounder of the consulting firm Innosight, says that too many managers develop strategy while focusing on problems in the present, and that’s especially true during a crisis. Instead, he argues, leaders should imagine the future and work backward, so they can build their organization for that new reality. He shares practical steps managers can take to look beyond the typical short-term planning horizon and help their teams grasp future opportunities. Johnson is the coauthor of the HBR article "Leaders, Do You Have a Clear Vision for the Post-Crisis Future?" and the book "Lead from the Future: How to Turn Visionary Thinking into Breakthrough Growth."</itunes:summary><itunes:subtitle /><itunes:episode>740</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1467</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200511114317-740_ToBuildStrategyStartwiththeFuture.mp3" length="25943772" type="audio/mpeg" /> </item> <item><title>How Marketers Can Drive Social Change and Profits</title><link>https://hbr.org/podcast/2020/05/how-marketers-can-drive-social-change-and-profits</link><description>Myriam Sidibe, senior fellow at the Harvard Kennedy School, says that brands are uniquely positioned to encourage shifts in consumer behavior that benefit individuals, communities, and the environment. A public health expert, she has studied these types of mission-led marketing campaigns and helped Unilever design one for Lifebuoy soap that not only promoted hand-washing in the developing world but also boosted the business's bottom line. She explains how companies of any size can find the right causes, craft authentic messages, and measure the return on their investments, adding that the current pandemic and economic crisis have made this work even more important. Sidibe is the author of the HBR article "Marketing Meets Mission."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0739</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 05 May 2020 10:12:25 -0500</pubDate><itunes:title>How Marketers Can Drive Social Change and Profits</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Myriam Sidibe, senior fellow at the Harvard Kennedy School, says that brands are uniquely positioned to encourage shifts in consumer behavior that benefit individuals, communities, and the environment. A public health expert, she has studied these types of mission-led marketing campaigns and helped Unilever design one for Lifebuoy soap that not only promoted hand-washing in the developing world but also boosted the business's bottom line. She explains how companies of any size can find the right causes, craft authentic messages, and measure the return on their investments, adding that the current pandemic and economic crisis have made this work even more important. Sidibe is the author of the HBR article "Marketing Meets Mission."</itunes:summary><itunes:subtitle /><itunes:episode>739</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1547</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200504123053-739_HowMarketersCanDriveSocialChangeandProfits.mp3" length="27048865" type="audio/mpeg" /> </item> <item><title>Digital Transformation, One Discovery at a Time</title><link>https://hbr.org/podcast/2020/04/digital-transformation-one-discovery-at-a-time</link><description>Rita McGrath, professor at Columbia Business School, says the need for organizations to adopt digital business models is more important than ever. Change is accelerating as startups tackle incumbents. And suddenly the coronavirus crisis is forcing the hand of many companies that have put off digital transformations. She explains how established firms can avoid bet-the-farm moves and instead take small steps and quickly target their experiments. McGrath is the coauthor of the HBR article "Discovery-Driven Digital Transformation."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0738</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 28 Apr 2020 10:38:52 -0500</pubDate><itunes:title>Digital Transformation, One Discovery at a Time</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Rita McGrath, professor at Columbia Business School, says the need for organizations to adopt digital business models is more important than ever. Change is accelerating as startups tackle incumbents. And suddenly the coronavirus crisis is forcing the hand of many companies that have put off digital transformations. She explains how established firms can avoid bet-the-farm moves and instead take small steps and quickly target their experiments. McGrath is the coauthor of the HBR article "Discovery-Driven Digital Transformation."</itunes:summary><itunes:subtitle /><itunes:episode>738</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1260</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200427124006-738_DigitalTransformationOneDiscoveryataTime.mp3" length="22409467" type="audio/mpeg" /> </item> <item><title>Another Workplace Crisis: Loneliness</title><link>https://hbr.org/podcast/2020/04/another-workplace-crisis-loneliness</link><description>Vivek Murthy, former U.S. Surgeon General, says that, even before the Covid-19 pandemic, we were facing another health crisis: loneliness. Studies show that, around the world, more people have been feeling a greater sense of social isolation, which has many negative affects, including increased blood pressure, reduced immune response, and decreased engagement and productivity at work. But organizations can be a place where people find a greater sense of belonging. Murthy wants us to take loneliness more seriously and focus on fostering the types of authentic connections -- face-to-face and virtual -- that we need to combat it. He's the author of the book "Together: The Healing Power of Human Connection in a Sometimes Lonely World."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0737</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 21 Apr 2020 09:28:23 -0500</pubDate><itunes:title>Another Workplace Crisis: Loneliness</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Vivek Murthy, former U.S. Surgeon General, says that, even before the Covid-19 pandemic, we were facing another health crisis: loneliness. Studies show that, around the world, more people have been feeling a greater sense of social isolation, which has many negative affects, including increased blood pressure, reduced immune response, and decreased engagement and productivity at work. But organizations can be a place where people find a greater sense of belonging. Murthy wants us to take loneliness more seriously and focus on fostering the types of authentic connections -- face-to-face and virtual -- that we need to combat it. He's the author of the book "Together: The Healing Power of Human Connection in a Sometimes Lonely World."</itunes:summary><itunes:subtitle /><itunes:episode>737</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1623</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200420164140-737_AnotherWorkplaceCrisis_Loneliness.mp3" length="28227078" type="audio/mpeg" /> </item> <item><title>Managing Crises in the Short and Long Term</title><link>https://hbr.org/podcast/2020/04/managing-crises-in-the-short-and-long-term</link><description>Eric McNulty, associate director of Harvard’s National Preparedness Leadership Initiative, studies how managers successfully lead their companies through crises such as the Deepwater Horizon oil disaster and the Boston Marathon terror attack. He identifies the common traps that leaders fall into and shares how the best ones excel by thinking longer-term and trusting their teams with operational details. He also finds that companies that put people ahead of the bottom line tend to weather these storms better. McNulty is a coauthor of the book “You’re It: Crisis, Change, and How to Lead When It Matters Most” and the HBR article “Are You Leading Through Crisis… Or Managing the Response?”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0736</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 14 Apr 2020 12:01:21 -0500</pubDate><itunes:title>Managing Crises in the Short and Long Term</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Eric McNulty, associate director of Harvard’s National Preparedness Leadership Initiative, studies how managers successfully lead their companies through crises such as the Deepwater Horizon oil disaster and the Boston Marathon terror attack. He identifies the common traps that leaders fall into and shares how the best ones excel by thinking longer-term and trusting their teams with operational details. He also finds that companies that put people ahead of the bottom line tend to weather these storms better. McNulty is a coauthor of the book “You’re It: Crisis, Change, and How to Lead When It Matters Most” and the HBR article “Are You Leading Through Crisis… Or Managing the Response?”</itunes:summary><itunes:subtitle /><itunes:episode>736</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1632</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200414105555-736_ManagingCrisesintheShortandLong-Term.mp3" length="27150375" type="audio/mpeg" /> </item> <item><title>How Entrepreneurs Succeed Outside Silicon Valley</title><link>https://hbr.org/podcast/2020/04/how-entrepreneurs-succeed-outside-silicon-valley</link><description>Alex Lazarow, venture capitalist at Cathay Innovation, says that start-ups in cities around the U.S. and the world are creating their own rules for success. While Silicon Valley companies have sparked key innovations and generated huge wealth over the past few decades, not everyone should use them as a model going forward. In fact, we can learn more from frontier entrepreneurs, who are thinking more creatively about raising capital, sourcing talent, and pursuing social impact. Lazarow is the author of the book "Out-Innovate: How Global Entrepreneurs--from Delhi to Detroit--Are Rewriting the Rules of Silicon Valley."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0735</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 07 Apr 2020 08:55:54 -0500</pubDate><itunes:title>How Entrepreneurs Succeed Outside Silicon Valley</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Alex Lazarow, venture capitalist at Cathay Innovation, says that start-ups in cities around the U.S. and the world are creating their own rules for success. While Silicon Valley companies have sparked key innovations and generated huge wealth over the past few decades, not everyone should use them as a model going forward. In fact, we can learn more from frontier entrepreneurs, who are thinking more creatively about raising capital, sourcing talent, and pursuing social impact. Lazarow is the author of the book "Out-Innovate: How Global Entrepreneurs--from Delhi to Detroit--Are Rewriting the Rules of Silicon Valley."</itunes:summary><itunes:subtitle /><itunes:episode>735</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1613</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200406153735-735_HowEntrepreneursSucceedOutsideSiliconValley.mp3" length="27223571" type="audio/mpeg" /> </item> <item><title>Working Parents, Let Go of the Idea of Balance</title><link>https://hbr.org/podcast/2020/03/working-parents-let-go-of-the-idea-of-balance</link><description>Stewart Friedman, organizational psychologist at The Wharton School, and Alyssa Westring, associate professor at DePaul University’s Driehaus College of Business, say it’s a mistake for a working parent to think of career and home life as competing interests that have to be balanced. Their research shows how many leadership skills apply to parenting, and vice versa. The professors explain how individuals can stop making tradeoffs and instead find sustainable ways to advance their careers and also parent more effectively. Friedman and Westring are the authors of the book "Parents Who Lead: The Leadership Approach You Need to Parent with Purpose, Fuel Your Career, and Create a Richer Life."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0734</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 31 Mar 2020 16:30:39 -0500</pubDate><itunes:title>Working Parents, Let Go of the Idea of Balance</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Stewart Friedman, organizational psychologist at The Wharton School, and Alyssa Westring, associate professor at DePaul University’s Driehaus College of Business, say it’s a mistake for a working parent to think of career and home life as competing interests that have to be balanced. Their research shows how many leadership skills apply to parenting, and vice versa. The professors explain how individuals can stop making tradeoffs and instead find sustainable ways to advance their careers and also parent more effectively. Friedman and Westring are the authors of the book "Parents Who Lead: The Leadership Approach You Need to Parent with Purpose, Fuel Your Career, and Create a Richer Life."</itunes:summary><itunes:subtitle /><itunes:episode>734</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1564</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200327174558-734_WorkingParentsLetGooftheIdeaofBalance.mp3" length="26809371" type="audio/mpeg" /> </item> <item><title>Real Leaders: Oprah Winfrey and the Power of Empathy</title><link>https://hbr.org/podcast/2020/03/real-leaders-oprah-winfrey-and-the-power-of-empathy</link><description>In 1976, broadcast journalist Oprah Winfrey moved to Baltimore to coanchor the evening newscast at a local TV station. But she struggled in that spot and was moved to the morning talk show. That demotion led Winfrey to discover a professional calling that aligned with her personal sensibilities and emerging strengths. In the final episode of a four-part special series on leadership, HBR Editor in Chief Adi Ignatius and Harvard Business School professor and historian Nancy Koehn trace Winfrey’s career as an entrepreneur and leader of a media empire. They discover lessons on how to cultivate self-awareness, cross traditional boundaries, and responsibly wield influence.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0733</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 26 Mar 2020 09:15:54 -0500</pubDate><itunes:title>Real Leaders: Oprah Winfrey and the Power of Empathy</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>In 1976, broadcast journalist Oprah Winfrey moved to Baltimore to coanchor the evening newscast at a local TV station. But she struggled in that spot and was moved to the morning talk show. That demotion led Winfrey to discover a professional calling that aligned with her personal sensibilities and emerging strengths. In the final episode of a four-part special series on leadership, HBR Editor in Chief Adi Ignatius and Harvard Business School professor and historian Nancy Koehn trace Winfrey’s career as an entrepreneur and leader of a media empire. They discover lessons on how to cultivate self-awareness, cross traditional boundaries, and responsibly wield influence.</itunes:summary><itunes:subtitle /><itunes:episode>733</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1750</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200325150603-733_RealLeaders_OprahWinfreyandthePowerofEmpathy.mp3" length="28718568" type="audio/mpeg" /> </item> <item><title>Adjusting to Remote Work During the Coronavirus Crisis</title><link>https://hbr.org/podcast/2020/03/adjusting-to-remote-work-during-the-coronavirus-crisis</link><description>Tsedal Neeley, a professor at Harvard Business School, says that there are simple ways leaders can help their employees stay productive, focused, and psychologically healthy as they work from home during the current global pandemic. The right technology tools and clear and constant communication are more important than ever. She recommends that managers do an official remote-work launch, carefully plan and facilitate virtual meetings, and pay extra attention to workers' behavior. For individual contributors, it's critical to maintain a routine but also embrace flexibility, especially if you're in the house with family.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0732</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 24 Mar 2020 09:44:57 -0500</pubDate><itunes:title>Adjusting to Remote Work During the Coronavirus Crisis</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Tsedal Neeley, a professor at Harvard Business School, says that there are simple ways leaders can help their employees stay productive, focused, and psychologically healthy as they work from home during the current global pandemic. The right technology tools and clear and constant communication are more important than ever. She recommends that managers do an official remote-work launch, carefully plan and facilitate virtual meetings, and pay extra attention to workers' behavior. For individual contributors, it's critical to maintain a routine but also embrace flexibility, especially if you're in the house with family.</itunes:summary><itunes:subtitle /><itunes:episode>732</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1641</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200323174930-732_AdjustingtoRemoteWorkDuringtheCoronavirusCrisis.mp3" length="27785732" type="audio/mpeg" /> </item> <item><title>Real Leaders: Abraham Lincoln and the Power of Emotional Discipline</title><link>https://hbr.org/podcast/2020/03/real-leaders-abraham-lincoln-and-the-power-of-emotional-discipline</link><description>In 1863, U.S. President Abraham Lincoln wrote a scathing letter to his top Union general, who had squandered a chance to end the Civil War. Then Lincoln folded it up and tucked it away in his desk. He never sent it. Lincoln understood that the first action that comes to mind is often counter-productive. In the third episode of a four-part special series on leadership, HBR Editor in Chief Adi Ignatius and Harvard Business School professor and historian Nancy Koehn explore Lincoln’s career both before and during America’s greatest crisis. They discover lessons on how to learn continuously, communicate values, and exercise emotional self-control.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0731</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 19 Mar 2020 11:01:48 -0500</pubDate><itunes:title>Real Leaders: Abraham Lincoln and the Power of Emotional Discipline</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>In 1863, U.S. President Abraham Lincoln wrote a scathing letter to his top Union general, who had squandered a chance to end the Civil War. Then Lincoln folded it up and tucked it away in his desk. He never sent it. Lincoln understood that the first action that comes to mind is often counter-productive. In the third episode of a four-part special series on leadership, HBR Editor in Chief Adi Ignatius and Harvard Business School professor and historian Nancy Koehn explore Lincoln’s career both before and during America’s greatest crisis. They discover lessons on how to learn continuously, communicate values, and exercise emotional self-control.</itunes:summary><itunes:subtitle /><itunes:episode>731</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1642</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200318142557-731_RealLeaders_AbrahamLincolnandthePowerofEmotionalDiscipline.mp3" length="27320090" type="audio/mpeg" /> <content:encoded><![CDATA[In 1863, U.S. President Abraham Lincoln wrote a scathing letter to his top Union general, who had squandered a chance to end the Civil War. Then Lincoln folded it up and tucked it away in his desk. He never sent it. Lincoln understood that the first action that comes to mind is often counter-productive. In the third episode of a four-part special series on leadership, HBR Editor in Chief Adi Ignatius and Harvard Business School professor and historian Nancy Koehn explore Lincoln’s career both before and during America’s greatest crisis. They discover lessons on how to learn continuously, communicate values, and exercise emotional self-control. ]]></content:encoded></item> <item><title>Square’s Cofounder on Discovering — and Defending — Innovations</title><link>https://hbr.org/podcast/2020/03/squares-cofounder-on-discovering-and-defending-innovations</link><description>Jim McKelvey, entrepreneur and cofounder of Square, says that most companies that think of themselves as innovative are really just copycats. True innovation, he argues, is about fearlessly exploring novel solutions and dramatically expanding markets. Doing so also helps startups defend their innovations against industry giants, as Square did against Amazon. McKelvey is the author of the book “The Innovation Stack: Building an Unbeatable Business One Crazy Idea at a Time.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0730</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 17 Mar 2020 09:25:42 -0500</pubDate><itunes:title>Square’s Cofounder on Discovering — and Defending — Innovations</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jim McKelvey, entrepreneur and cofounder of Square, says that most companies that think of themselves as innovative are really just copycats. True innovation, he argues, is about fearlessly exploring novel solutions and dramatically expanding markets. Doing so also helps startups defend their innovations against industry giants, as Square did against Amazon. McKelvey is the author of the book “The Innovation Stack: Building an Unbeatable Business One Crazy Idea at a Time.”</itunes:summary><itunes:subtitle /><itunes:episode>730</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1656</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200314100443-730_Square_sCofounderonDiscoveringandDefendingInnovations.mp3" length="28008167" type="audio/mpeg" /> </item> <item><title>Real Leaders: Rachel Carson Seeds the Environmental Movement</title><link>https://hbr.org/podcast/2020/03/real-leaders-rachel-carson-seeds-the-environmental-movement</link><description>In 1958, writer Rachel Carson began her exhaustive research on the effects of widespread pesticide use for her next book, Silent Spring. Over the next four years, she built up an airtight case showing how the world’s most powerful chemical companies were harming animals, plants, and people. Her effort was also a race against time, as she struggled against an aggressive form of breast cancer. In the second episode of a four-part special series on leadership, HBR Editor in Chief Adi Ignatius and Harvard Business School professor and historian Nancy Koehn trace the modern environmental movement back to Carson’s pioneering reporting and powerful prose. They discover lessons in how to strengthen your resilience, gather your energy and skills for a coming challenge, and why caretaking is an act of leadership.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0729</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 12 Mar 2020 12:25:29 -0500</pubDate><itunes:title>Real Leaders: Rachel Carson Seeds the Environmental Movement</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>In 1958, writer Rachel Carson began her exhaustive research on the effects of widespread pesticide use for her next book, Silent Spring. Over the next four years, she built up an airtight case showing how the world’s most powerful chemical companies were harming animals, plants, and people. Her effort was also a race against time, as she struggled against an aggressive form of breast cancer. In the second episode of a four-part special series on leadership, HBR Editor in Chief Adi Ignatius and Harvard Business School professor and historian Nancy Koehn trace the modern environmental movement back to Carson’s pioneering reporting and powerful prose. They discover lessons in how to strengthen your resilience, gather your energy and skills for a coming challenge, and why caretaking is an act of leadership.</itunes:summary><itunes:subtitle /><itunes:episode>729</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1500</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200311143832-729_RealLeaders_RachelCarsonSeedstheEnvironmentalMovement.mp3" length="24704077" type="audio/mpeg" /> </item> <item><title>Why Capitalists Need to Save Democracy</title><link>https://hbr.org/podcast/2020/03/why-capitalists-need-to-save-democracy</link><description>Rebecca Henderson, professor at Harvard Business School, says that both capitalism and democracy are failing us. She argues that it will take public and private leaders working together to simultaneously fix these two systems because free markets don't function well without free politics and healthy government needs corporate support to survive. She is calling on the business community to take the first step. Henderson is the author of the upcoming book "Reimagining Capitalism in a World on Fire." And the March Big Idea article, "The Business Case for Saving Democracy."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0728</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 10 Mar 2020 09:15:45 -0500</pubDate><itunes:title>Why Capitalists Need to Save Democracy</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Rebecca Henderson, professor at Harvard Business School, says that both capitalism and democracy are failing us. She argues that it will take public and private leaders working together to simultaneously fix these two systems because free markets don't function well without free politics and healthy government needs corporate support to survive. She is calling on the business community to take the first step. Henderson is the author of the upcoming book "Reimagining Capitalism in a World on Fire." And the March Big Idea article, "The Business Case for Saving Democracy."</itunes:summary><itunes:subtitle /><itunes:episode>728</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1658</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200305144152-728_WhyCapitalistsNeedtoSave.mp3" length="27991341" type="audio/mpeg" /> </item> <item><title>Real Leaders: Ernest Shackleton Leads a Harrowing Expedition</title><link>https://hbr.org/podcast/2020/03/real-leaders-ernest-shackleton-leads-a-harrowing-expedition</link><description>In 1915, polar explorer Ernest Shackleton’s ship became trapped in ice, north of Antarctica. For the next two years, he kept his crew of 27 men alive on a drifting ice cap, then led them in their escape. How Shackleton did that has become one of the most famous leadership case studies. In the first episode of a four-part special series on leadership, HBR Editor in Chief Adi Ignatius and Harvard Business School professor and historian Nancy Koehn analyze Shackleton’s leadership during the struggle to survive. They discover lessons in building a team, learning from bad bosses, and cultivating empathy.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0727</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 05 Mar 2020 09:15:15 -0500</pubDate><itunes:title>Real Leaders: Ernest Shackleton Leads a Harrowing Expedition</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>In 1915, polar explorer Ernest Shackleton’s ship became trapped in ice, north of Antarctica. For the next two years, he kept his crew of 27 men alive on a drifting ice cap, then led them in their escape. How Shackleton did that has become one of the most famous leadership case studies. In the first episode of a four-part special series on leadership, HBR Editor in Chief Adi Ignatius and Harvard Business School professor and historian Nancy Koehn analyze Shackleton’s leadership during the struggle to survive. They discover lessons in building a team, learning from bad bosses, and cultivating empathy.</itunes:summary><itunes:subtitle /><itunes:episode>727</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1845</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200228153935-727_RealLeaders_ErnestShackletonLeadsaHarrowingExpedition.mp3" length="29637668" type="audio/mpeg" /> </item> <item><title>How Workplaces — Not Women — Need to Change to Improve Equality</title><link>https://hbr.org/podcast/2020/03/how-workplaces-not-women-need-to-change-to-improve-equality</link><description>Michelle King, director of inclusion at Netflix, says it’s time to stop telling women to adapt to the male-dominated workplace and time for the workplace itself to change. Her prior academic research shows that diversity training and anti-harassment efforts address important issues but fall short of creating gender equality in organizations. She identifies the real obstacles and shares how leaders can create a culture of equality at work, for women and men alike. King is the author of the book "The Fix: Overcome the Invisible Barriers That Are Holding Women Back at Work.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0726</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 03 Mar 2020 09:15:17 -0500</pubDate><itunes:title>How Workplaces — Not Women — Need to Change to Improve Equality</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Michelle King, director of inclusion at Netflix, says it’s time to stop telling women to adapt to the male-dominated workplace and time for the workplace itself to change. Her prior academic research shows that diversity training and anti-harassment efforts address important issues but fall short of creating gender equality in organizations. She identifies the real obstacles and shares how leaders can create a culture of equality at work, for women and men alike. King is the author of the book "The Fix: Overcome the Invisible Barriers That Are Holding Women Back at Work.”</itunes:summary><itunes:subtitle /><itunes:episode>726</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1207</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200228123043-726_HowWorkplacesNotWomenNeedtoChangetoImproveEquality.mp3" length="20435116" type="audio/mpeg" /> </item> <item><title>Rules for Effective Hiring — and Firing</title><link>https://hbr.org/podcast/2020/02/rules-for-effective-hiring-and-firing</link><description>Joel Peterson, chairman of JetBlue Airways, has spent a career leading teams, building businesses, and managing people at every level. Along the way, he's learned valuable lessons about the best ways to bring on new talent – as well as when and how to let people go. He also teaches at the Stanford Graduate School of Business and is the author of the book “Entrepreneurial Leadership: The Art of Launching New Ventures, Inspiring Others, and Running Stuff.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0725</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 25 Feb 2020 17:26:43 -0500</pubDate><itunes:title>Rules for Effective Hiring — and Firing</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Joel Peterson, chairman of JetBlue Airways, has spent a career leading teams, building businesses, and managing people at every level. Along the way, he's learned valuable lessons about the best ways to bring on new talent – as well as when and how to let people go. He also teaches at the Stanford Graduate School of Business and is the author of the book “Entrepreneurial Leadership: The Art of Launching New Ventures, Inspiring Others, and Running Stuff.”</itunes:summary><itunes:subtitle /><itunes:episode>725</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1469</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200221142815-725_RulesforEffectiveHiring--andFiring.mp3" length="24810266" type="audio/mpeg" /> </item> <item><title>Defining Radical Candor – and How to Do It</title><link>https://hbr.org/podcast/2020/02/defining-radical-candor-and-how-to-do-it</link><description>Kim Scott, a cofounder of the executive coaching firm Radical Candor, says that too many managers give meaningless positive feedback, while many others are highly critical without showing any understanding. Scott, who previously worked at Google and has consulted for Twitter and Dropbox, says leaders should learn to give honest feedback in the moment, while also developing a relationship that shows how the hard feedback is coming from a place of caring. She explains the steps managers can take to challenge more directly while also communicating empathy. Scott is the author of the book "Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0724</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 18 Feb 2020 12:44:31 -0500</pubDate><itunes:title>Defining Radical Candor - and How to Do It</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Kim Scott, a cofounder of the executive coaching firm Radical Candor, says that too many managers give meaningless positive feedback, while many others are highly critical without showing any understanding. Scott, who previously worked at Google and has consulted for Twitter and Dropbox, says leaders should learn to give honest feedback in the moment, while also developing a relationship that shows how the hard feedback is coming from a place of caring. She explains the steps managers can take to challenge more directly while also communicating empathy. Scott is the author of the book "Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity."</itunes:summary><itunes:subtitle /><itunes:episode>724</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1525</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200218091751-724_DefiningRadicalCandor-andHowtoDoIt.mp3" length="24801950" type="audio/mpeg" /> </item> <item><title>How People Succeed By Defying Expectations</title><link>https://hbr.org/podcast/2020/02/how-people-succeed-by-defying-expectations</link><description>Laura Huang, associate professor at Harvard Business School, has studied groups that face bias in the workplace, from entrepreneurs with accents to women and people of color. She says that the best way for individuals to overcome this type of adversity is to acknowledge and harness it, so it plays to their advantage instead of holding them back. Start by recognizing your outsider status and the preconceived notions others might have about you, then surprise them by showing how you defy their expectations and can offer unique value. Huang is the author of the book "Edge: Turning Adversity Into Advantage."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0723</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 11 Feb 2020 09:15:58 -0500</pubDate><itunes:title>723: How People Succeed By Defying Expectations</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Laura Huang, associate professor at Harvard Business School, has studied groups that face bias in the workplace, from entrepreneurs with accents to women and people of color. She says that the best way for individuals to overcome this type of adversity is to acknowledge and harness it, so it plays to their advantage instead of holding them back. Start by recognizing your outsider status and the preconceived notions others might have about you, then surprise them by showing how you defy their expectations and can offer unique value. Huang is the author of the book "Edge: Turning Adversity Into Advantage."</itunes:summary><itunes:subtitle /><itunes:episode>723</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1463</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200207172421-723_HowPeopleSucceedByDefyingExpectations.mp3" length="23515434" type="audio/mpeg" /> </item> <item><title>How to Set Up — and Learn — from Experiments</title><link>https://hbr.org/podcast/2020/02/how-to-set-up-and-learn-from-experiments</link><description>Stefan Thomke, professor at Harvard Business School, says running experiments can give companies tremendous value, but too often business leaders make decisions based on intuition. While A/B testing on large transaction volumes is common practice at Google, Booking.com, and Netflix, Thomke says even small firms can get a competitive advantage from experiments. He explains how to introduce, run, and learn from them, as well as how to cultivate an experimental mindset at your organization. Thomke is the author of the book "Experimentation Works: The Surprising Power of Business Experiments" and the HBR article "Building a Culture of Experimentation."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0722</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 04 Feb 2020 09:15:58 -0500</pubDate><itunes:title>722: How to Set Up — and Learn — from Experiments</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Stefan Thomke, professor at Harvard Business School, says running experiments can give companies tremendous value, but too often business leaders make decisions based on intuition. While A/B testing on large transaction volumes is common practice at Google, Booking.com, and Netflix, Thomke says even small firms can get a competitive advantage from experiments. He explains how to introduce, run, and learn from them, as well as how to cultivate an experimental mindset at your organization. Thomke is the author of the book "Experimentation Works: The Surprising Power of Business Experiments" and the HBR article "Building a Culture of Experimentation."</itunes:summary><itunes:subtitle /><itunes:episode>722</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1431</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200203101804-722_HowtoSetUpandLearnfromExperiments.mp3" length="24167922" type="audio/mpeg" /> </item> <item><title>How to Capture All the Advantages of Open Innovation</title><link>https://hbr.org/podcast/2020/01/how-to-capture-all-the-advantages-of-open-innovation</link><description>Henry Chesbrough, adjunct professor at the University of California Berkeley Haas School of Business, coined the term "open innovation" over a decade ago. This is the practice of sourcing ideas outside your own organization as well as sharing your own research with others. However, he says that despite a booming economy in Silicon Valley, companies aren't executing on open innovation as well as they should. They are outsourcing, but not collaborating, and fewer value-added new products and services are being created as a result. He's the author of the book "Open Innovation Results: Going Beyond the Hype and Getting Down to Business".</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0721</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 28 Jan 2020 11:53:49 -0500</pubDate><itunes:title>How to Capture All the Advantages of Open Innovation</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Henry Chesbrough, adjunct professor at the University of California Berkeley Haas School of Business, coined the term "open innovation" over a decade ago. This is the practice of sourcing ideas outside your own organization as well as sharing your own research with others. However, he says that despite a booming economy in Silicon Valley, companies aren't executing on open innovation as well as they should. They are outsourcing, but not collaborating, and fewer value-added new products and services are being created as a result. He's the author of the book "Open Innovation Results: Going Beyond the Hype and Getting Down to Business".</itunes:summary><itunes:subtitle /><itunes:episode>721</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1438</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200127170350-721_HowtoCaptureAlltheAdvantagesofOpenInnovation.mp3" length="23128024" type="audio/mpeg" /> </item> <item><title>Revisiting “Jobs To Be Done” with Clayton Christensen</title><link>https://hbr.org/podcast/2020/01/revisiting-jobs-to-be-done-with-clayton-christensen</link><description>In this repeat episode, we honor the legacy of HBS professor Clayton Christensen, who passed away on January 23, 2020. The legendary management thinker was best known for his influential theory of “disruptive innovation,” which inspired a generation of executives and entrepreneurs. This HBR IdeaCast interview was originally published in 2016.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0720</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Mon, 27 Jan 2020 15:58:59 -0500</pubDate><itunes:title>Revisiting "Jobs To Be Done" with Clayton Christensen</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>In this repeat episode, we honor the legacy of HBS professor Clayton Christensen, who passed away on January 23, 2020. The legendary management thinker was best known for his influential theory of “disruptive innovation,” which inspired a generation of executives and entrepreneurs. This HBR IdeaCast interview was originally published in 2016.</itunes:summary><itunes:subtitle /><itunes:episode>720</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1546</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200127142746-720_Revisiting_JobsToBeDone_withClayChristensen.mp3" length="25328125" type="audio/mpeg" /> </item> <item><title>Why Business Leaders Should Solve Problems Beyond Their Companies</title><link>https://hbr.org/podcast/2020/01/why-business-leaders-should-solve-problems-beyond-their-companies</link><description>Rosabeth Moss Kanter, professor at Harvard Business School, believes the world demands a new kind of business leader. She says so-called “advanced leaders” work inside and outside their companies to tackle big issues such as climate change, public health, and social inequality. She gives real-life examples and explains how business leaders can harness their experience, networks, innovative approaches, and the power of their organizations to solve challenging problems. Kanter is the author of the book "Think Outside the Building: How Advanced Leaders Can Change the World One Small Innovation at a Time."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0719</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 21 Jan 2020 09:15:22 -0500</pubDate><itunes:title>Why Business Leaders Should Solve Problems Beyond Their Companies</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Rosabeth Moss Kanter, professor at Harvard Business School, believes the world demands a new kind of business leader. She says so-called “advanced leaders” work inside and outside their companies to tackle big issues such as climate change, public health, and social inequality. She gives real-life examples and explains how business leaders can harness their experience, networks, innovative approaches, and the power of their organizations to solve challenging problems. Kanter is the author of the book "Think Outside the Building: How Advanced Leaders Can Change the World One Small Innovation at a Time."</itunes:summary><itunes:subtitle /><itunes:episode>719</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1483</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200117104755-719_WhyBusinessLeadersShouldSolveProblemsBeyondTheirCompanies.mp3" length="24605863" type="audio/mpeg" /> </item> <item><title>A New Way to Combat Bias at Work</title><link>https://hbr.org/podcast/2020/01/a-new-way-to-combat-bias-at-work</link><description>Joan Williams, professor and the founding director of the Center for WorkLife Law at the University of California’s Hastings College of the Law, says that it's extremely difficult for organizations to rid their workforces of the unconscious biases that can prevent women and minorities from advancing. But it's not so hard for individual managers to interrupt bias within their own teams. She offers specific suggestions for how bosses can shift their approach in four areas: hiring, meetings, assignments, and reviews/promotions. Leaders who employ these practices, she argues, are able to embrace and reap the advantages of diversity, even in the absence of larger organizational directives. Williams is the author of the HBR article "How the Best Bosses Interrupt Bias on Their Teams."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0718</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 14 Jan 2020 09:15:55 -0500</pubDate><itunes:title>A New Way to Combat Bias at Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Joan Williams, professor and the founding director of the Center for WorkLife Law at the University of California’s Hastings College of the Law, says that it's extremely difficult for organizations to rid their workforces of the unconscious biases that can prevent women and minorities from advancing. But it's not so hard for individual managers to interrupt bias within their own teams. She offers specific suggestions for how bosses can shift their approach in four areas: hiring, meetings, assignments, and reviews/promotions. Leaders who employ these practices, she argues, are able to embrace and reap the advantages of diversity, even in the absence of larger organizational directives. Williams is the author of the HBR article "How the Best Bosses Interrupt Bias on Their Teams."</itunes:summary><itunes:subtitle /><itunes:episode>718</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1602</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200110153448-718_ANewWaytoCombatBiasatWork.mp3" length="27271204" type="audio/mpeg" /> </item> <item><title>Setting a High Bar for Your Customer Service</title><link>https://hbr.org/podcast/2020/01/setting-a-high-bar-for-your-customer-service</link><description>Horst Schulze, cofounder of The Ritz-Carlton Hotel Company, started out cleaning ashtrays as a busboy before working his way up through some of the world's best hotels and becoming COO of Ritz-Carlton and later CEO of Capella Hotel Group. He shares the principles of stellar customer service to which he credits his success — and explains how they apply to every business. Schulze is the author of the book "Excellence Wins: A No-Nonsense Guide to Becoming the Best in a World of Compromise.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0717</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 07 Jan 2020 09:15:05 -0500</pubDate><itunes:title>Setting a High Bar for Your Customer Service</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Horst Schulze, cofounder of The Ritz-Carlton Hotel Company, started out cleaning ashtrays as a busboy before working his way up through some of the world's best hotels and becoming COO of Ritz-Carlton and later CEO of Capella Hotel Group. He shares the principles of stellar customer service to which he credits his success — and explains how they apply to every business. Schulze is the author of the book "Excellence Wins: A No-Nonsense Guide to Becoming the Best in a World of Compromise.”</itunes:summary><itunes:subtitle /><itunes:episode>717</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1412</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20200103113519-717_SettingaHighBarforyourCustomerService.mp3" length="22705013" type="audio/mpeg" /> </item> <item><title>The Right Way to Form New Habits</title><link>https://hbr.org/podcast/2019/12/the-right-way-to-form-new-habits</link><description>James Clear, entrepreneur and author, says that the way we go about trying to form new habits and break bad ones — at work or home — is all wrong. Many people, he says, focus on big goals without thinking about the small steps they need to take along the way. Just like saving money, habits accrue compound interest: when you do 1% more or different each day or week, it eventually leads to meaningful improvement. So if you’ve made a resolution for the new year or have an idea for how to propel your career forward at any time, these strategies will help. Clear is the author of the book "Atomic Habits: Tiny Changes, Remarkable Results."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0716</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 31 Dec 2019 09:15:21 -0500</pubDate><itunes:title>The Right Way to Form New Habits</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>James Clear, entrepreneur and author, says that the way we go about trying to form new habits and break bad ones — at work or home — is all wrong. Many people, he says, focus on big goals without thinking about the small steps they need to take along the way. Just like saving money, habits accrue compound interest: when you do 1% more or different each day or week, it eventually leads to meaningful improvement. So if you’ve made a resolution for the new year or have an idea for how to propel your career forward at any time, these strategies will help. Clear is the author of the book "Atomic Habits: Tiny Changes, Remarkable Results."</itunes:summary><itunes:subtitle /><itunes:episode>716</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1603</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20191226190353-716_TheRightWaytoFormNewHabits.mp3" length="26764590" type="audio/mpeg" /> </item> <item><title>How One CEO Successfully Led a Digital Transformation</title><link>https://hbr.org/podcast/2019/12/how-one-ceo-successfully-led-a-digital-transformation</link><description>Nancy McKinstry, CEO of Wolters Kluwer, has successfully shifted her company’s business to digital products over 15 years. The Dutch multinational started in the 1830s as a publishing house and now earns more than 90% of its revenue from digital. McKinstry explains how her firm kept investing in product innovation – and how she learned to be patient as consumers slowly adopted new products and services. She also credits the role of increased diversity in her organization. McKinstry is the top woman in HBR’s 2019 list of the world’s best-performing chief executives.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0715</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 24 Dec 2019 09:15:57 -0500</pubDate><itunes:title>How One CEO Successfully Led a Digital Transformation</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Nancy McKinstry, CEO of Wolters Kluwer, has successfully shifted her company’s business to digital products over 15 years. The Dutch multinational started in the 1830s as a publishing house and now earns more than 90% of its revenue from digital. McKinstry explains how her firm kept investing in product innovation – and how she learned to be patient as consumers slowly adopted new products and services. She also credits the role of increased diversity in her organization. McKinstry is the top woman in HBR’s 2019 list of the world’s best-performing chief executives.</itunes:summary><itunes:subtitle /><itunes:episode>715</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1495</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20191219173536-715_HowOneCEOSuccessfullyLedaDigitalTransformation.mp3" length="24327121" type="audio/mpeg" /> </item> <item><title>The Art of Asking for (and Getting) Help</title><link>https://hbr.org/podcast/2019/12/the-art-of-asking-for-and-getting-help</link><description>Wayne Baker, professor at the Ross School of Business at the University of Michigan, has spent much of his career researching the best way to effectively ask for help at work. Whether you're soliciting support on a tricky assignment or more resources for your team, it can feel uncomfortable to approach bosses and colleagues with hat in hand. But we rarely get what we need or want without asking for it. Baker highlights some of the most effective strategies for defining your goal, figuring out who to ask, and crafting your message so it will be positively received. He is also the author of the book “All You Have to Do Is Ask: How to Master the Most Important Skill for Success.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0714</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 17 Dec 2019 09:15:35 -0500</pubDate><itunes:title>The Art of Asking For (And Getting) Help</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Wayne Baker, professor at the Ross School of Business at the University of Michigan, has spent much of his career researching the best way to effectively ask for help at work. Whether you're soliciting support on a tricky assignment or more resources for your team, it can feel uncomfortable to approach bosses and colleagues with hat in hand. But we rarely get what we need or want without asking for it. Baker highlights some of the most effective strategies for defining your goal, figuring out who to ask, and crafting your message so it will be positively received. He is also the author of the book “All You Have to Do Is Ask: How to Master the Most Important Skill for Success.”</itunes:summary><itunes:subtitle /><itunes:episode>714</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1516</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20191216114920-714_TheArtofAskingForAndGettingHelp.mp3" length="25820476" type="audio/mpeg" /> </item> <item><title>The Tipping Point Between Failure and Success</title><link>https://hbr.org/podcast/2019/12/the-tipping-point-between-failure-and-success</link><description>Dashun Wang, associate professor at Kellogg School of Management, crunched big datasets of entrepreneurs, scientists, and even terrorist organizations to better understand the fine line between failure and success. One surprising finding is that people who experience early failures often become more accomplished than counterparts who achieve early successes. Another insight is that the pace of failure is an indicator of the tipping point between stagnation and eventual success. Wang is a coauthor of the study in the journal Nature: “Quantifying the dynamics of failure across science, startups and security.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0713</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 10 Dec 2019 08:30:10 -0500</pubDate><itunes:title>The Tipping Point Between Failure and Success</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Dashun Wang, associate professor at Kellogg School of Management, crunched big datasets of entrepreneurs, scientists, and even terrorist organizations to better understand the fine line between failure and success. One surprising finding is that people who experience early failures often become more accomplished than counterparts who achieve early successes. Another insight is that the pace of failure is an indicator of the tipping point between stagnation and eventual success. Wang is a coauthor of the study in the journal Nature: “Quantifying the dynamics of failure across science, startups and security.”</itunes:summary><itunes:subtitle /><itunes:episode>713</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1391</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20191206125119-713_TheTippingPointBetweenFailureandSuccess.mp3" length="23822588" type="audio/mpeg" /> </item> <item><title>Why Cybersecurity Isn’t Only a Tech Problem</title><link>https://hbr.org/podcast/2019/12/why-cybersecurity-isnt-only-a-tech-problem</link><description>Thomas Parenty and Jack Domet, cofounders of the cybersecurity firm Archefact Group, say that most organizations are approaching cybersecurity all wrong. Whether they're running small companies or working in multinational corporations, leaders have to think beyond their IT department and technology systems to instead focus on protecting their businesses' most important assets from attack. They need to work across functions and geographies to identify key risks, imagine potential threats and adversaries, and develop a plan for combating them. Parenty and Domet are the authors of the HBR article “Sizing up your Cyber Risks,” as well as the HBR Press book "A Leader’s Guide to Cybersecurity."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0712</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 03 Dec 2019 09:30:57 -0500</pubDate><itunes:title>Why Cybersecurity Isn’t Only a Tech Problem</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Thomas Parenty and Jack Domet, cofounders of the cybersecurity firm Archefact Group, say that most organizations are approaching cybersecurity all wrong. Whether they're running small companies or working in multinational corporations, leaders have to think beyond their IT department and technology systems to instead focus on protecting their businesses' most important assets from attack. They need to work across functions and geographies to identify key risks, imagine potential threats and adversaries, and develop a plan for combating them. Parenty and Domet are the authors of the HBR article “Sizing up your Cyber Risks,” as well as the HBR Press book "A Leader’s Guide to Cybersecurity."</itunes:summary><itunes:subtitle /><itunes:episode>712</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1649</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20191202130354-712_WhyCybersecurityIsn_tOnlyaTechProblem.mp3" length="27673763" type="audio/mpeg" /> </item> <item><title>A Nobel Prize Winner on Rethinking Poverty (and Business)</title><link>https://hbr.org/podcast/2019/11/a-nobel-prize-winner-on-rethinking-poverty-and-business</link><description>Esther Duflo, an MIT economist, won the 2019 Nobel Prize in Economic Sciences for her experimental approach to alleviating global poverty. Duflo’s early life working at a non-governmental organization in Madagascar and volunteering in soup kitchens in her native France inspired her to study economics and research the root causes of poverty. With her fellow Nobel winners Abhijit Banerjee of MIT and Michael Kremer of Harvard, Duflo showed that effective policies often go against conventional wisdom and popular economic models. The only way to find out what works, she argues, is to rigorously test solutions on the ground, and she encourages businesses to do the same. With Banerjee, Duflo also wrote the new book "Good Economics for Hard Times."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0711</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 26 Nov 2019 10:15:35 -0500</pubDate><itunes:title>A Nobel Prize Winner on Rethinking Poverty (And Business)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Esther Duflo, an MIT economist, won the 2019 Nobel Prize in Economic Sciences for her experimental approach to alleviating global poverty. Duflo’s early life working at a non-governmental organization in Madagascar and volunteering in soup kitchens in her native France inspired her to study economics and research the root causes of poverty. With her fellow Nobel winners Abhijit Banerjee of MIT and Michael Kremer of Harvard, Duflo showed that effective policies often go against conventional wisdom and popular economic models. The only way to find out what works, she argues, is to rigorously test solutions on the ground, and she encourages businesses to do the same. With Banerjee, Duflo also wrote the new book "Good Economics for Hard Times."</itunes:summary><itunes:subtitle /><itunes:episode>711</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1652</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20191125164442-711_ANobelPrizeWinneronRethinkingPovertyAndBusiness.mp3" length="27555441" type="audio/mpeg" /> </item> <item><title>To Truly Delight Customers, You Need Aesthetic Intelligence</title><link>https://hbr.org/podcast/2019/11/to-truly-delight-customers-you-need-aesthetic-intelligence</link><description>Pauline Brown, former chairman of North America for the luxury goods company LVMH, argues that in additional to traditional and emotional intelligence, great leaders also need to develop what she calls aesthetic intelligence. This means knowing what good taste is and thinking about how your services and products stimulate all five senses to create delight. Brown argues that in today's crowded marketplace, this kind of AI is what will set companies apart -- and not just in the consumer products and luxury sectors. B2B or B2C, small or large, digital or bricks-and-mortar, all organizations need to hire and train people to think this way. Brown is the author of the book "Aesthetic Intelligence: How to Boost It and Use It in Business and Beyond."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0710</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 19 Nov 2019 09:15:47 -0500</pubDate><itunes:title>To Truly Delight Customers, You Need Aesthetic Intelligence</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Pauline Brown, former chairman of North America for the luxury goods company LVMH, argues that in additional to traditional and emotional intelligence, great leaders also need to develop what she calls aesthetic intelligence. This means knowing what good taste is and thinking about how your services and products stimulate all five senses to create delight. Brown argues that in today's crowded marketplace, this kind of AI is what will set companies apart -- and not just in the consumer products and luxury sectors. B2B or B2C, small or large, digital or bricks-and-mortar, all organizations need to hire and train people to think this way. Brown is the author of the book "Aesthetic Intelligence: How to Boost It and Use It in Business and Beyond."</itunes:summary><itunes:subtitle /><itunes:episode>710</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1555</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20191115132210-710_ToTrulyDelightCustomersYouNeedAestheticIntelligence.mp3" length="26023157" type="audio/mpeg" /> </item> <item><title>Why “Connector” Managers Build Better Talent</title><link>https://hbr.org/podcast/2019/11/why-connector-managers-build-better-talent</link><description>Sari Wilde, a managing vice president at Gartner, studied 5,000 managers and identified four different types of leaders. The surprising result is that the “always on” manager is less effective at developing employees, even though many companies encourage supervisors to give constant feedback. Instead, the “connector” manager is the most effective, because they facilitate productive interactions across the organization. Wilde explains what the best connector managers do, how to be one, and how to work for one. With Jaime Roca, Wilde wrote the book “The Connector Manager: Why Some Leaders Build Exceptional Talent -- and Others Don’t.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0709</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 12 Nov 2019 09:15:12 -0500</pubDate><itunes:title>Why “Connector” Managers Build Better Talent</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Sari Wilde, a managing vice president at Gartner, studied 5,000 managers and identified four different types of leaders. The surprising result is that the “always on” manager is less effective at developing employees, even though many companies encourage supervisors to give constant feedback. Instead, the “connector” manager is the most effective, because they facilitate productive interactions across the organization. Wilde explains what the best connector managers do, how to be one, and how to work for one. With Jaime Roca, Wilde wrote the book “The Connector Manager: Why Some Leaders Build Exceptional Talent -- and Others Don’t.”</itunes:summary><itunes:subtitle /><itunes:episode>709</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1679</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20191108123203-709_Why_Connector_ManagersBuildBetterTalent.mp3" length="27328900" type="audio/mpeg" /> </item> <item><title>Why Meetings Go Wrong (And How to Fix Them)</title><link>https://hbr.org/podcast/2019/11/why-meetings-go-wrong-and-how-to-fix-them</link><description>Steven Rogelberg, a professor at UNC Charlotte, has spent decades researching workplace meetings and reports that many of them are a waste of time. Why? Because the vast majority of managers aren't trained in or reviewed on effective meeting management. He explains how leaders can improve meetings -- for example, by welcoming attendees as if they were party guests or banning use of the mute button on conference calls -- and how organizations can support these efforts with better practices and policies, from creating meeting-free days to appointing a Chief Meeting Officer. Rogelberg is the author of the book "The Surprising Science of Meetings: How You Can Lead Your Team to Peak Performance" and the HBR article "Why Your Meetings Stink -- And What To Do About It."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0708</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 05 Nov 2019 07:50:33 -0500</pubDate><itunes:title>Why Meetings Go Wrong (And How to Fix Them)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Steven Rogelberg, a professor at UNC Charlotte, has spent decades researching workplace meetings and reports that many of them are a waste of time. Why? Because the vast majority of managers aren't trained in or reviewed on effective meeting management. He explains how leaders can improve meetings -- for example, by welcoming attendees as if they were party guests or banning use of the mute button on conference calls -- and how organizations can support these efforts with better practices and policies, from creating meeting-free days to appointing a Chief Meeting Officer. Rogelberg is the author of the book "The Surprising Science of Meetings: How You Can Lead Your Team to Peak Performance" and the HBR article "Why Your Meetings Stink -- And What To Do About It."</itunes:summary><itunes:subtitle /><itunes:episode>708</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1635</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20191101130626-708_WhyMeetingsGoWrongAndHowtoFixThem.mp3" length="27698739" type="audio/mpeg" /> </item> <item><title>Why Open Offices Aren’t Working — and How to Fix Them</title><link>https://hbr.org/podcast/2019/10/why-open-offices-arent-working-and-how-to-fix-them</link><description>Ethan Bernstein, associate professor at Harvard Business School, studied how coworkers interacted before and after their company moved to an open office plan. The research shows why open workspaces often fail to foster the collaboration they’re designed for. Workers get good at shutting others out and their interactions can even decline. Bernstein explains how companies can conduct experiments to learn how to achieve the productive interactions they want. With Ben Waber of Humanyze, Bernstein wrote the HBR article "The Truth About Open Offices."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0707</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 29 Oct 2019 09:30:40 -0500</pubDate><itunes:title>Why Open Offices Aren't Working — and How to Fix Them</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Ethan Bernstein, associate professor at Harvard Business School, studied how coworkers interacted before and after their company moved to an open office plan. The research shows why open workspaces often fail to foster the collaboration they’re designed for. Workers get good at shutting others out and their interactions can even decline. Bernstein explains how companies can conduct experiments to learn how to achieve the productive interactions they want. With Ben Waber of Humanyze, Bernstein wrote the HBR article "The Truth About Open Offices."</itunes:summary><itunes:subtitle /><itunes:episode>707</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1449</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20191025105535-707_WhyOpenOfficesArentWorkingandHowtoFixThem.mp3" length="24189208" type="audio/mpeg" /> </item> <item><title>Accelerate Learning to Boost Your Career</title><link>https://hbr.org/podcast/2019/10/accelerate-learning-to-boost-your-career</link><description>Scott Young, who gained fame for teaching himself the four-year MIT computer science curriculum in just 12 months, says that the type of fast, focused learning he employed is possible for all of us -- whether we want to master coding, become fluent in a foreign language, or excel at public speaking. And, in a dynamic, fast-paced business environment that leaves so many of us strapped for time and struggling to keep up, he believes that the ability to quickly develop new knowledge and skills will be a tremendous asset. After researching best practices and experimenting on his own, he has developed a set of principles that any of us can follow to become "ultralearners." Young is the author of the book "Ultralearning: Master Hard Skills, Outsmart the Competition, and Accelerate Your Career."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0706</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 22 Oct 2019 10:43:46 -0500</pubDate><itunes:title>Accelerate Learning to Boost Your Career</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Scott Young, who gained fame for teaching himself the four-year MIT computer science curriculum in just 12 months, says that the type of fast, focused learning he employed is possible for all of us -- whether we want to master coding, become fluent in a foreign language, or excel at public speaking. And, in a dynamic, fast-paced business environment that leaves so many of us strapped for time and struggling to keep up, he believes that the ability to quickly develop new knowledge and skills will be a tremendous asset. After researching best practices and experimenting on his own, he has developed a set of principles that any of us can follow to become "ultralearners." Young is the author of the book "Ultralearning: Master Hard Skills, Outsmart the Competition, and Accelerate Your Career."</itunes:summary><itunes:subtitle /><itunes:episode>706</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1682</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20191021143425-706_AccelerateLearningtoBoostYourCareer.mp3" length="27435092" type="audio/mpeg" /> </item> <item><title>HBR Presents: The Anxious Achiever with Morra Aarons-Mele</title><link>https://hbr.org/podcast/2019/10/hbr-presents-the-anxious-achiever-with-morra-aarons-mele</link><description>On The Anxious Achiever, Morra Aarons-Mele explores the way anxiety, depression, and other mental health issues affect people at work – for better or worse. In this episode, she speaks with clinical psychologist Ellen Hendriksen and Arvind Rajan, the CEO of Cricket Health, about the tension between work and social anxiety. "The Anxious Achiever with Morra Aarons-Mele" is part of HBR Presents, a new network of business podcasts curated by HBR editors. For our full lineup of shows, search “HBR” on your favorite podcast app or visit hbr.org/podcasts.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0705b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 17 Oct 2019 14:22:33 -0500</pubDate><itunes:title>HBR Presents: The Anxious Achiever with Morra Aarons-Mele</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>On The Anxious Achiever, Morra Aarons-Mele explores the way anxiety, depression, and other mental health issues affect people at work – for better or worse. In this episode, she speaks with clinical psychologist Ellen Hendriksen and Arvind Rajan, the CEO of Cricket Health, about the tension between work and social anxiety. "The Anxious Achiever with Morra Aarons-Mele" is part of HBR Presents, a new network of business podcasts curated by HBR editors. For our full lineup of shows, search “HBR” on your favorite podcast app or visit hbr.org/podcasts.</itunes:summary><itunes:subtitle /><itunes:episodeType>full</itunes:episodeType><itunes:duration>2287</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20191017124534-HBRPresents_TheAnxiousAchieverwithMorraAarons-Mele.mp3" length="37017643" type="audio/mpeg" /> </item> <item><title>How to Have a Relationship and a Career</title><link>https://hbr.org/podcast/2019/10/how-to-have-a-relationship-and-a-career</link><description>Jennifer Petriglieri, associate professor at INSEAD, studied more than 100 couples where both partners have big professional goals. She finds that being successful in your careers and your relationship involves planning, mapping, and ongoing communication. She also identifies different models for managing dual-career relationships and explains the traps that couples typically encounter. Petriglieri is the author of the book “Couples That Work: How Dual-Career Couples Can Thrive in Love and Work.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0705</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 15 Oct 2019 12:00:27 -0500</pubDate><itunes:title>How to Have a Relationship and a Career</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jennifer Petriglieri, associate professor at INSEAD, studied more than 100 couples where both partners have big professional goals. She finds that being successful in your careers and your relationship involves planning, mapping, and ongoing communication. She also identifies different models for managing dual-career relationships and explains the traps that couples typically encounter. Petriglieri is the author of the book “Couples That Work: How Dual-Career Couples Can Thrive in Love and Work.”</itunes:summary><itunes:subtitle /><itunes:episode>705</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1701</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20191015104345-705_HowtoHaveaRelationshipandaCareer.mp3" length="29159083" type="audio/mpeg" /> </item> <item><title>The CEO of Dick’s Sporting Goods on Becoming a Gun Control Advocate</title><link>https://hbr.org/podcast/2019/10/the-ceo-of-dicks-sporting-goods-on-becoming-a-gun-control-advocate</link><description>Ed Stack, the chief executive of Dick's Sporting Goods, decided after the Parkland school shooting to pull assault rifles and high-capacity magazines from all of his company’s stores. The controversial choice hurt revenues. But the retailer weathered the storm, thanks to inclusive and thoughtful decision-making, careful communication with all stakeholders, and a strategic shift to new product lines. Stack explains why he chose to take such a public stance on a hot-button social issue and how it has affected him personally and professionally. He is the author of "It's How We Play the Game: Build a Business. Take a Stand. Make a Difference."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0704</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 08 Oct 2019 10:54:45 -0500</pubDate><itunes:title>The CEO of Dick's Sporting Goods on Becoming a Gun Control Advocate</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Ed Stack, the chief executive of Dick's Sporting Goods, decided after the Parkland school shooting to pull assault rifles and high-capacity magazines from all of his company’s stores. The controversial choice hurt revenues. But the retailer weathered the storm, thanks to inclusive and thoughtful decision-making, careful communication with all stakeholders, and a strategic shift to new product lines. Stack explains why he chose to take such a public stance on a hot-button social issue and how it has affected him personally and professionally. He is the author of "It's How We Play the Game: Build a Business. Take a Stand. Make a Difference."</itunes:summary><itunes:subtitle /><itunes:episode>704</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1396</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20191008085515-704_TheCEOofDicksSportingGoodsonBecomingaGunControlAdvocate.mp3" length="23337777" type="audio/mpeg" /> </item> <item><title>Melinda Gates on Fighting for Gender Equality</title><link>https://hbr.org/podcast/2019/10/melinda-gates-on-fighting-for-gender-equality</link><description>Melinda Gates, cochair of the Bill & Melinda Gates Foundation and founder of Pivotal Ventures, is committing $1 billion over the next ten years to advance gender equality. She says evidence shows it's the best way to drive economic development in nations and performance in companies. She shares her own stories as a female executive at Microsoft, a working mother, and a nonprofit leader learning from women around the world. Gates is the author of the HBR article "Gender Equality Is Within Our Reach."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0703</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Fri, 04 Oct 2019 08:57:15 -0500</pubDate><itunes:title>Melinda Gates on Fighting for Gender Equality</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Melinda Gates, cochair of the Bill & Melinda Gates Foundation and founder of Pivotal Ventures, is committing $1 billion over the next ten years to advance gender equality. She says evidence shows it's the best way to drive economic development in nations and performance in companies. She shares her own stories as a female executive at Microsoft, a working mother, and a nonprofit leader learning from women around the world. Gates is the author of the HBR article "Gender Equality Is Within Our Reach."</itunes:summary><itunes:subtitle /><itunes:episode>703</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2044</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20191003154548-703_MelindaGatesonFightingforGenderEquality.mp3" length="34423704" type="audio/mpeg" /> </item> <item><title>How Companies Like Google and Alibaba Respond to Fast-Moving Markets</title><link>https://hbr.org/podcast/2019/10/how-companies-like-google-and-alibaba-respond-to-fast-moving-markets</link><description>Dave Ulrich, professor at the University of Michigan Ross School of Business, argues today's companies need to replace old hierarchical models with he calls a “market-oriented ecosystem.” From research at Alibaba, Google, Huawei, Supercell, and others, he shows the impressive results of orienting teams and processes toward market opportunities. Ulrich is the coauthor, along with Tencent senior advisor Arthur Yeung, of “Reinventing the Organization: How Companies Can Deliver Radically Greater Value in Fast-Changing Markets.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0702</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 01 Oct 2019 09:15:44 -0500</pubDate><itunes:title>How Companies Like Google and Alibaba Respond to Fast-Moving Markets</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Dave Ulrich, professor at the University of Michigan Ross School of Business, argues today's companies need to replace old hierarchical models with he calls a “market-oriented ecosystem.” From research at Alibaba, Google, Huawei, Supercell, and others, he shows the impressive results of orienting teams and processes toward market opportunities. Ulrich is the coauthor, along with Tencent senior advisor Arthur Yeung, of “Reinventing the Organization: How Companies Can Deliver Radically Greater Value in Fast-Changing Markets.”</itunes:summary><itunes:subtitle /><itunes:episode>702</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1191</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190927105304-702_HowCompaniesLikeGoogleandAlibabaRespondtoFast-MovingMarkets.mp3" length="20114059" type="audio/mpeg" /> </item> <item><title>How to Be Less Distracted at Work — and in Life</title><link>https://hbr.org/podcast/2019/09/how-to-be-less-distracted-at-work-and-in-life</link><description>Nir Eyal, an expert on technology and psychology, says that we all need to learn to be less distracted into activities that don't help us achieve what we want to each day. Unwelcome behaviors can range from social media scrolling and bingeing on YouTube videos to chatting with colleagues or answering non-urgent emails. To break these habits, we start by recognizing that it is often our own emotions, not our devices, that distract us. We must then recognize the difference between traction (values-aligned work or leisure) and distraction (not) and make time in our schedules for more of the former. Eyal also has tips for protecting ourselves from the external distractions that do come at us and tools to force us to focus on bigger-picture goals. He is the author of the book "Indistractable: How to Control Your Attention and Choose Your Life."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0701</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 24 Sep 2019 10:30:02 -0500</pubDate><itunes:title>How to Be Less Distracted at Work — and in Life</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Nir Eyal, an expert on technology and psychology, says that we all need to learn to be less distracted into activities that don't help us achieve what we want to each day. Unwelcome behaviors can range from social media scrolling and bingeing on YouTube videos to chatting with colleagues or answering non-urgent emails. To break these habits, we start by recognizing that it is often our own emotions, not our devices, that distract us. We must then recognize the difference between traction (values-aligned work or leisure) and distraction (not) and make time in our schedules for more of the former. Eyal also has tips for protecting ourselves from the external distractions that do come at us and tools to force us to focus on bigger-picture goals. He is the author of the book "Indistractable: How to Control Your Attention and Choose Your Life."</itunes:summary><itunes:subtitle /><itunes:episode>701</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1666</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190923132316-701_HowtoBeLessDistractedatWorkandinLife.mp3" length="26396858" type="audio/mpeg" /> </item> <item><title>Dematerialization and What It Means for the Economy — and Climate Change</title><link>https://hbr.org/podcast/2019/09/dematerialization-and-what-it-means-for-the-economy-and-climate-change</link><description>Andrew McAfee, co-director of the MIT Initiative on the Digital Economy, explains how the U.S. economy is growing and actually using less and less stuff to do so. Thanks to new technologies, many advanced economies are reducing their use of timber, metals, fertilizer, and other resources. McAfee says this dematerialization trend is spreading to other parts of the globe. While it’s not happening fast enough to stop climate change, he believes it offers some hope for environmental protection when combined with effective public policy. McAfee is the author of the book “More from Less: The Surprising Story of How We Learned to Prosper Using Fewer Resources—and What Happens Next.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0700</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 17 Sep 2019 12:00:09 -0500</pubDate><itunes:title>Dematerialization and What It Means for the Economy — and Climate Change</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Andrew McAfee, co-director of the MIT Initiative on the Digital Economy, explains how the U.S. economy is growing and actually using less and less stuff to do so. Thanks to new technologies, many advanced economies are reducing their use of timber, metals, fertilizer, and other resources. McAfee says this dematerialization trend is spreading to other parts of the globe. While it’s not happening fast enough to stop climate change, he believes it offers some hope for environmental protection when combined with effective public policy. McAfee is the author of the book “More from Less: The Surprising Story of How We Learned to Prosper Using Fewer Resources—and What Happens Next.”</itunes:summary><itunes:subtitle /><itunes:episode>700</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1650</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190917012804-700_DematerializationandWhatItMeansfortheEconomyandClimateChange.mp3" length="27228158" type="audio/mpeg" /> </item> <item><title>What Great Coaching Looks Like</title><link>https://hbr.org/podcast/2019/09/what-great-coaching-looks-like</link><description>Richard Boyatzis, professor at Case Western Reserve University, says that every professional can benefit from having a coach — and serving as one for someone else. He says that a coaching relationship moves beyond mentoring or sponsoring in that it focuses on long-term values and aspirations. The best coaches encourage a positive mindset and ask probing questions to help people make the best choices, not only in their careers but also in their personal lives. Boyatzis is coauthor of the HBR article "Coaching for Change."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0699</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 10 Sep 2019 09:15:12 -0500</pubDate><itunes:title>What Great Coaching Looks Like</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Richard Boyatzis, professor at Case Western Reserve University, says that every professional can benefit from having a coach — and serving as one for someone else. He says that a coaching relationship moves beyond mentoring or sponsoring in that it focuses on long-term values and aspirations. The best coaches encourage a positive mindset and ask probing questions to help people make the best choices, not only in their careers but also in their personal lives. Boyatzis is coauthor of the HBR article "Coaching for Change."</itunes:summary><itunes:subtitle /><itunes:episode>699</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1500</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190906145856-699_WhatGreatCoachingLooksLike.mp3" length="25950819" type="audio/mpeg" /> </item> <item><title>The Inherent Failures of Long-Term Contracts — and How to Fix Them</title><link>https://hbr.org/podcast/2019/09/the-inherent-failures-of-long-term-contracts-and-how-to-fix-them</link><description>Oliver Hart, Nobel-winning Harvard economist, and Kate Vitasek, faculty at the University of Tennessee, argue that many business contracts are imperfect, no matter how bulletproof you try to make them. Especially in complicated relationships such as outsourcing, one side ends up feeling like they're getting a bad deal, and it can spiral into a tit for tat battle. Hart and Vitasek argue that companies should instead adopt so-called relational contracts. Their research shows that creating a general playbook built around principles like fairness and reciprocity offers greater benefits to both businesses. Hart and Vitasek, with the Swedish attorney David Frydlinger, cowrote the HBR article "A New Approach to Contracts."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0698</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 03 Sep 2019 15:08:09 -0500</pubDate><itunes:title>The Inherent Failures of Long-term Contracts — and How to Fix Them</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Oliver Hart, Nobel-winning Harvard economist, and Kate Vitasek, faculty at the University of Tennessee, argue that many business contracts are imperfect, no matter how bulletproof you try to make them. Especially in complicated relationships such as outsourcing, one side ends up feeling like they're getting a bad deal, and it can spiral into a tit for tat battle. Hart and Vitasek argue that companies should instead adopt so-called relational contracts. Their research shows that creating a general playbook built around principles like fairness and reciprocity offers greater benefits to both businesses. Hart and Vitasek, with the Swedish attorney David Frydlinger, cowrote the HBR article "A New Approach to Contracts."</itunes:summary><itunes:subtitle /><itunes:episode>698</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1280</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190903104119-698_TheInherentFailuresofLong-termContractsandHowtoFixThem.mp3" length="22426281" type="audio/mpeg" /> </item> <item><title>How African-Americans Advance at Work — And What Organizations Can Do to Help</title><link>https://hbr.org/podcast/2019/08/how-african-americans-advance-at-work-and-what-organizations-can-do-to-help</link><description>Laura Morgan Roberts, professor at the University of Virginia's Darden School of Business, says that organizations are still falling short on promoting racial diversity, particularly in their most senior ranks. While many large companies have "inclusion" initiatives, most leaders still shy away from frank discussions about how the experiences of their black employees and executives -- including their feelings of authenticity and potential for advancement -- differ from those of their white peers. She points to several ways we can change these dynamics. With David Thomas and Anthony Mayo, Morgan Roberts is co-author of the book “Race, Work, and Leadership: New Perspectives on the Black Experience.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0697</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 27 Aug 2019 09:15:22 -0500</pubDate><itunes:title>How African-Americans Advance at Work — And What Organizations Can Do To Help</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Laura Morgan Roberts, professor at the University of Virginia's Darden School of Business, says that organizations are still falling short on promoting racial diversity, particularly in their most senior ranks. While many large companies have "inclusion" initiatives, most leaders still shy away from frank discussions about how the experiences of their black employees and executives -- including their feelings of authenticity and potential for advancement -- differ from those of their white peers. She points to several ways we can change these dynamics. With David Thomas and Anthony Mayo, Morgan Roberts is co-author of the book “Race, Work, and Leadership: New Perspectives on the Black Experience.”</itunes:summary><itunes:subtitle /><itunes:episode>697</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1449</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190823111458-697_HowAfrican-AmericansAdvanceatWorkAndWhatOrganizationsCanDoToHelp.mp3" length="24376968" type="audio/mpeg" /> </item> <item><title>The Challenges (and Triumphs) of a Young Manager</title><link>https://hbr.org/podcast/2019/08/the-challenges-and-triumphs-of-a-young-manager</link><description>Julie Zhuo, Facebook’s VP of product design, started at the company as its first intern and became a manager at the age of 25. Like many first-time bosses, she made many missteps and acted how she thought managers were supposed to act. Eventually, she grew to find joy in the role and today she leads hundreds of people. She says that becoming a great manager also helps you know yourself better. Zhuo is the author of the book "The Making of a Manager: What to Do When Everyone Looks to You."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0696</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 20 Aug 2019 09:15:12 -0500</pubDate><itunes:title>The Challenges (and Triumphs) of a Young Manager</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Julie Zhuo, Facebook’s VP of product design, started at the company as its first intern and became a manager at the age of 25. Like many first-time bosses, she made many missteps and acted how she thought managers were supposed to act. Eventually, she grew to find joy in the role and today she leads hundreds of people. She says that becoming a great manager also helps you know yourself better. Zhuo is the author of the book "The Making of a Manager: What to Do When Everyone Looks to You."</itunes:summary><itunes:subtitle /><itunes:episode>696</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1338</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190816143052-696_TheChallengesandTriumphsofaYoungManager.mp3" length="22897229" type="audio/mpeg" /> </item> <item><title>How to Thrive as a Working Parent</title><link>https://hbr.org/podcast/2019/08/how-to-thrive-as-a-working-parent</link><description>Daisy Dowling, founder and CEO of Workparent, says that moms and dads with jobs outside the home don't have to feel stressed or guilty about trying to balance their professional and personal lives. The key is to tease apart the different challenges -- from coping with feelings of loss to managing practicalities -- and to adopt strategies to better guide you through each. She points out that while a lot of emphasis is placed on parental leave, and especially new mothers, people at all stages of parenting need practical, immediate, and effective solutions they can implement themselves. Dowling is the author of the HBR article "A Working Parent’s Survival Guide."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0695</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 13 Aug 2019 10:30:35 -0500</pubDate><itunes:title>How to Thrive as a Working Parent</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Daisy Dowling, founder and CEO of Workparent, says that moms and dads with jobs outside the home don't have to feel stressed or guilty about trying to balance their professional and personal lives. The key is to tease apart the different challenges -- from coping with feelings of loss to managing practicalities -- and to adopt strategies to better guide you through each. She points out that while a lot of emphasis is placed on parental leave, and especially new mothers, people at all stages of parenting need practical, immediate, and effective solutions they can implement themselves. Dowling is the author of the HBR article "A Working Parent’s Survival Guide."</itunes:summary><itunes:subtitle /><itunes:episode>695</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1530</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190812124130-695_HowtoThriveasaWorkingParent.mp3" length="25883162" type="audio/mpeg" /> </item> <item><title>How Robots and AI Are Changing Job Training</title><link>https://hbr.org/podcast/2019/08/how-robots-and-ai-are-changing-job-training</link><description>Matt Beane, assistant professor at the University of California, Santa Barbara, finds that robots, machine learning, and AI are changing how we train for our jobs — not just how we do them. His study shows that robot-assisted surgery is disrupting the traditional learning pathway of younger physicians. He says this trend is emerging in many industries, from finance to law enforcement to education. And he shares lessons from trainees who are successfully working around these new barriers. Beane is the author of the HBR article “Learning to Work with Intelligent Machines.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0694</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 06 Aug 2019 09:30:51 -0500</pubDate><itunes:title>How Robots and AI Are Changing Job Training</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Matt Beane, assistant professor at the University of California, Santa Barbara, finds that robots, machine learning, and AI are changing how we train for our jobs — not just how we do them. His study shows that robot-assisted surgery is disrupting the traditional learning pathway of younger physicians. He says this trend is emerging in many industries, from finance to law enforcement to education. And he shares lessons from trainees who are successfully working around these new barriers. Beane is the author of the HBR article “Learning to Work with Intelligent Machines.”</itunes:summary><itunes:subtitle /><itunes:episode>694</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1472</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190802134651-694_HowRobotsandAIAreChangingJobTraining.mp3" length="24275236" type="audio/mpeg" /> </item> <item><title>Finding (and Keeping) Your Company’s Soul</title><link>https://hbr.org/podcast/2019/07/finding-and-keeping-your-companys-soul</link><description>Ranjay Gulati, professor at Harvard Business School, says the most successful organizations tend to have one thing in common: a soul. Moving beyond culture, the "soul" of a growing start-up -- or a more established company -- is built on clear business intent, a strong connection to customers, and a stellar employee experience. Gulati says that leaders must think hard about preserving all three elements of the soul even as they scale and never lose sight of what makes their company special. He's the author of the HBR article "The Soul of a Start-Up."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0693</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 30 Jul 2019 09:30:51 -0500</pubDate><itunes:title>Finding (and Keeping) Your Company's Soul</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Ranjay Gulati, professor at Harvard Business School, says the most successful organizations tend to have one thing in common: a soul. Moving beyond culture, the "soul" of a growing start-up -- or a more established company -- is built on clear business intent, a strong connection to customers, and a stellar employee experience. Gulati says that leaders must think hard about preserving all three elements of the soul even as they scale and never lose sight of what makes their company special. He's the author of the HBR article "The Soul of a Start-Up."</itunes:summary><itunes:subtitle /><itunes:episode>693</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1515</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190726101957-693_FindingandKeepingYourCompanysSoul.mp3" length="25919066" type="audio/mpeg" /> </item> <item><title>Improve Your Critical Thinking at Work</title><link>https://hbr.org/podcast/2019/07/improve-your-critical-thinking-at-work</link><description>Helen Lee Bouygues, founder of the Reboot Foundation, believes that a lack of critical thinking is responsible for many business failures. She says organizational leaders often rely too heavily on expertise and then jump to conclusions. Instead, leaders should deliberately approach each problem and devote time thinking through possible solutions. The good news, she says, is that critical thinking skills can developed and practiced over time. Bouygues is the author of the HBR.org article "3 Simple Habits to Improve Your Critical Thinking."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0692</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 23 Jul 2019 09:30:38 -0500</pubDate><itunes:title>Improve Your Critical Thinking at Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Helen Lee Bouygues, founder of the Reboot Foundation, believes that a lack of critical thinking is responsible for many business failures. She says organizational leaders often rely too heavily on expertise and then jump to conclusions. Instead, leaders should deliberately approach each problem and devote time thinking through possible solutions. The good news, she says, is that critical thinking skills can developed and practiced over time. Bouygues is the author of the HBR.org article "3 Simple Habits to Improve Your Critical Thinking."</itunes:summary><itunes:subtitle /><itunes:episode>692</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1242</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190719140833-692_ImproveYourCriticalThinkingatWork.mp3" length="20992161" type="audio/mpeg" /> </item> <item><title>Business Lessons from How Marvel Makes Movies</title><link>https://hbr.org/podcast/2019/07/business-lessons-from-how-marvel-makes-movies</link><description>Spencer Harrison, an associate professor at INSEAD, says that managers in any industry can learn from the success of the Marvel movie franchise. While some sequels lack creativity, Marvel manages to make each of its new releases just different enough, so consumers are not just satisfied but also surprised. Research shows that several strategies drive this success; they include bringing in different types of talent while also maintaining a stable core creative team then working together to challenge the superhero action-film formula. And, Harrison argues, leaders in other industries and functions can easily apply them to their own businesses. He is the co-author of the HBR article "Marvel's Blockbuster Machine."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0691</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 16 Jul 2019 09:30:56 -0500</pubDate><itunes:title>Business Lessons from How Marvel Makes Movies</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Spencer Harrison, an associate professor at INSEAD, says that managers in any industry can learn from the success of the Marvel movie franchise. While some sequels lack creativity, Marvel manages to make each of its new releases just different enough, so consumers are not just satisfied but also surprised. Research shows that several strategies drive this success; they include bringing in different types of talent while also maintaining a stable core creative team then working together to challenge the superhero action-film formula. And, Harrison argues, leaders in other industries and functions can easily apply them to their own businesses. He is the co-author of the HBR article "Marvel's Blockbuster Machine."</itunes:summary><itunes:subtitle /><itunes:episode>691</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1629</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190712112649-691_BusinessLessonsfromHowMarvelMakesMovies.mp3" length="27296247" type="audio/mpeg" /> </item> <item><title>The 3 Types of Leaders of Innovative Companies</title><link>https://hbr.org/podcast/2019/07/the-3-types-of-leaders-of-innovative-companies</link><description>Deborah Ancona and Kate Isaacs, researchers at MIT Sloan School of Management, say many companies struggle to be nimble with a command-and-control leadership culture. They studied Xerox’s R&D outfit PARC and the materials science company W.L. Gore & Associates and found these highly innovative organizations have three kinds of leaders: entrepreneurial, enabling, and architecting ones. These roles work together to give direction and avoid creative chaos. Ancona and Isaacs are coauthors of the HBR article "Nimble Leadership."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0690</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 09 Jul 2019 09:30:04 -0500</pubDate><itunes:title>The 3 Types of Leaders of Innovative Companies</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Deborah Ancona and Kate Isaacs, researchers at MIT Sloan School of Management, say many companies struggle to be nimble with a command-and-control leadership culture. They studied Xerox’s R&D outfit PARC and the materials science company W.L. Gore & Associates and found these highly innovative organizations have three kinds of leaders: entrepreneurial, enabling, and architecting ones. These roles work together to give direction and avoid creative chaos. Ancona and Isaacs are coauthors of the HBR article "Nimble Leadership."</itunes:summary><itunes:subtitle /><itunes:episode>690</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1550</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190708095412-690_The3TypesofLeadersofInnovativeCompanies.mp3" length="26646320" type="audio/mpeg" /> </item> <item><title>Stopping White-Collar Crime at Your Company</title><link>https://hbr.org/podcast/2019/07/stopping-white-collar-crime-at-your-company</link><description>Eugene Soltes, associate professor at Harvard Business School, studies white-collar crime and has even interviewed convicts behind bars. While most people think of high-profile scandals like Enron, he says every sizable organization has lapses in integrity. He shares practical tools for managers to identify pockets of ethical violations to prevent them from ballooning into serious reputational and financial damage. Soltes is the author of the HBR article “Where Is Your Company Most Prone to Lapses in Integrity?”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0689</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 02 Jul 2019 09:30:47 -0500</pubDate><itunes:title>Stopping White-Collar Crime at Your Company</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Eugene Soltes, associate professor at Harvard Business School, studies white-collar crime and has even interviewed convicts behind bars. While most people think of high-profile scandals like Enron, he says every sizable organization has lapses in integrity. He shares practical tools for managers to identify pockets of ethical violations to prevent them from ballooning into serious reputational and financial damage. Soltes is the author of the HBR article “Where Is Your Company Most Prone to Lapses in Integrity?”</itunes:summary><itunes:subtitle /><itunes:episode>689</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1405</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190628121321-689_StoppingWhite-CollarCrimeatYourCompany.mp3" length="24202092" type="audio/mpeg" /> </item> <item><title>How to Fix Your Hiring Process</title><link>https://hbr.org/podcast/2019/06/how-to-fix-your-hiring-process</link><description>Peter Cappelli, professor at the University of Pennsylvania's Wharton School of Business and director of its Center for Human Resources, says managers at companies large and small are doing hiring all wrong. A confluence of changes, from the onslaught of online tools to a rise in recruitment outsourcing, have promised more efficiency but actually made us less effective at finding the best candidates. Cappelli says there are better, simpler ways to measure whether someone will be a good employee and advises companies to focus more on internal talent. He's the author of the HBR article "Your Approach to Hiring is All Wrong."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0688</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 25 Jun 2019 09:30:03 -0500</pubDate><itunes:title>How to Fix Your Hiring Process</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Peter Cappelli, professor at the University of Pennsylvania's Wharton School of Business and director of its Center for Human Resources, says managers at companies large and small are doing hiring all wrong. A confluence of changes, from the onslaught of online tools to a rise in recruitment outsourcing, have promised more efficiency but actually made us less effective at finding the best candidates. Cappelli says there are better, simpler ways to measure whether someone will be a good employee and advises companies to focus more on internal talent. He's the author of the HBR article "Your Approach to Hiring is All Wrong."</itunes:summary><itunes:subtitle /><itunes:episode>688</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2376</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190624123123-688_HowtoFixYourHiringProcess.mp3" length="39050916" type="audio/mpeg" /> </item> <item><title>The Surprising Benefits of Sponsoring Others at Work</title><link>https://hbr.org/podcast/2019/06/the-surprising-benefits-of-sponsoring-others-at-work</link><description>Sylvia Ann Hewlett, an economist and the founder of the Center for Talent Innovation, has studied the difference between mentoring and sponsorship and what leaders have to gain from the latter. She says it's important to seek out protégés who outperform, are exceptionally trustworthy, and, most importantly, offer skills, knowledge, and perspectives that differ from your own, so you can maximize the benefits for both parties. Hewlett brings real-world lessons from several successful pairings and tips on how to effectively launch and manage these long-term relationships. She's the author of the book "The Sponsor Effect: How to Be a Better Leader by Investing in Others."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0687</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 18 Jun 2019 09:30:46 -0500</pubDate><itunes:title>The Surprising Benefits of Sponsoring Others at Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Sylvia Ann Hewlett, an economist and the founder of the Center for Talent Innovation, has studied the difference between mentoring and sponsorship and what leaders have to gain from the latter. She says it's important to seek out protégés who outperform, are exceptionally trustworthy, and, most importantly, offer skills, knowledge, and perspectives that differ from your own, so you can maximize the benefits for both parties. Hewlett brings real-world lessons from several successful pairings and tips on how to effectively launch and manage these long-term relationships. She's the author of the book "The Sponsor Effect: How to Be a Better Leader by Investing in Others."</itunes:summary><itunes:subtitle /><itunes:episode>687</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1460</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190614120243-687_TheSurprisingBenefitsofSponsoringOthersatWork.mp3" length="23726915" type="audio/mpeg" /> </item> <item><title>Why You Need Innovation Capital — And How to Get It</title><link>https://hbr.org/podcast/2019/06/why-you-need-innovation-capital-and-how-to-get-it</link><description>Nathan Furr, assistant professor of strategy at INSEAD, researches what makes great innovative leaders, and he reveals how they develop and spend “innovation capital.” Like social or political capital, it’s a power to motivate employees, win the buy-in of stakeholders, and sell breakthrough products. Furr argues that innovation capital is something everyone can develop and grow by using something he calls impression amplifiers. Furr is the coauthor of the book “Innovation Capital: How to Compete--and Win--Like the World's Most Innovative Leaders.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0686</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 11 Jun 2019 09:30:33 -0500</pubDate><itunes:title>Why You Need Innovation Capital — And How to Get It</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Nathan Furr, assistant professor of strategy at INSEAD, researches what makes great innovative leaders, and he reveals how they develop and spend “innovation capital.” Like social or political capital, it’s a power to motivate employees, win the buy-in of stakeholders, and sell breakthrough products. Furr argues that innovation capital is something everyone can develop and grow by using something he calls impression amplifiers. Furr is the coauthor of the book “Innovation Capital: How to Compete--and Win--Like the World's Most Innovative Leaders.”</itunes:summary><itunes:subtitle /><itunes:episode>686</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1241</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190607143818-686_WhyYouNeedInnovationCapitalAndHowtoGetIt.mp3" length="21027734" type="audio/mpeg" /> </item> <item><title>Advice for Entrepreneurs from a Leading Venture Capitalist</title><link>https://hbr.org/podcast/2019/06/advice-for-entrepreneurs-from-a-leading-venture-capitalist</link><description>Scott Kupor, managing partner at Andreessen Horowitz, says there's a lot about navigating the venture capital world that entrepreneurs don't understand. Some can't figure out how to get in the door. Others fail to deliver persuasive pitches. Many don't know how the deals and relationships really work. Kupor outlines what he and his partners look for in founding teams and business ideas and explains how start-ups work with VCs to become successful companies. He also discusses how Silicon Valley can do a better job of finding more diverse talent and funding new types of ventures. Kupor is the author of the book "Secrets of Sand Hill Road: Venture Capital and How to Get It."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0685</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 04 Jun 2019 09:30:39 -0500</pubDate><itunes:title>Advice for Entrepreneurs from a Leading Venture Capitalist</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Scott Kupor, managing partner at Andreessen Horowitz, says there's a lot about navigating the venture capital world that entrepreneurs don't understand. Some can't figure out how to get in the door. Others fail to deliver persuasive pitches. Many don't know how the deals and relationships really work. Kupor outlines what he and his partners look for in founding teams and business ideas and explains how start-ups work with VCs to become successful companies. He also discusses how Silicon Valley can do a better job of finding more diverse talent and funding new types of ventures. Kupor is the author of the book "Secrets of Sand Hill Road: Venture Capital and How to Get It."</itunes:summary><itunes:subtitle /><itunes:episode>685</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1461</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190531111431-685_AdviceforEntrepreneursfromaLeadingVentureCapitalist.mp3" length="25239480" type="audio/mpeg" /> </item> <item><title>Understanding the Space Economy</title><link>https://hbr.org/podcast/2019/05/understanding-the-space-economy</link><description>Sinéad O'Sullivan, entrepreneurship fellow at Harvard Business School, discusses how space is much more important to modern business than most people realize. It plays a role in making food, pricing insurance, and steering self-driving cars. While moonshot projects from SpaceX to Blue Origin drive headlines, the Earth-facing space economy is booming thanks to plummeting costs of entry. As tech companies large and small compete to launch thousands of satellites, O'Sullivan says we are actually running out of space in space.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0684</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 28 May 2019 09:30:04 -0500</pubDate><itunes:title>Understanding the Space Economy</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Sinéad O'Sullivan, entrepreneurship fellow at Harvard Business School, discusses how space is much more important to modern business than most people realize. It plays a role in making food, pricing insurance, and steering self-driving cars. While moonshot projects from SpaceX to Blue Origin drive headlines, the Earth-facing space economy is booming thanks to plummeting costs of entry. As tech companies large and small compete to launch thousands of satellites, O'Sullivan says we are actually running out of space in space.</itunes:summary><itunes:subtitle /><itunes:episode>684</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1197</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190524134227-684_UnderstandingtheSpaceEconomy.mp3" length="20914411" type="audio/mpeg" /> </item> <item><title>Why It’s Time to Finally Worry about ESG</title><link>https://hbr.org/podcast/2019/05/why-its-time-to-finally-worry-about-esg</link><description>Robert Eccles, a visiting professor of management practice at Saïd Business School at the University of Oxford, says that the global investment community's interest in environmental, social, and governance (ESG) issues has finally reached a tipping point. Large asset management firms and pensions funds are now pressuring corporate leaders to improve sustainability practices in material ways that both benefit their firms' bottom line and create broader impact. They're also advocating for more uniform metrics and industry standards. Eccles is the author of the HBR article “The Investor Revolution."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0683</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 21 May 2019 09:30:03 -0500</pubDate><itunes:title>Why It’s Time to Finally Worry about ESG</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Robert Eccles, a visiting professor of management practice at Saïd Business School at the University of Oxford, says that the global investment community's interest in environmental, social, and governance (ESG) issues has finally reached a tipping point. Large asset management firms and pensions funds are now pressuring corporate leaders to improve sustainability practices in material ways that both benefit their firms' bottom line and create broader impact. They're also advocating for more uniform metrics and industry standards. Eccles is the author of the HBR article “The Investor Revolution."</itunes:summary><itunes:subtitle /><itunes:episode>683</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1533</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190520110330-683_WhyIt_sTimetoFinallyWorryaboutESG.mp3" length="27167974" type="audio/mpeg" /> </item> <item><title>How Having a Rival Improves Performance</title><link>https://hbr.org/podcast/2019/05/how-having-a-rival-improves-performance</link><description>Adam Grant, organizational psychologist at The Wharton School, argues that individuals and companies alike can benefit from having rivals. He has studied sports and business rivalries and believes they often add up to more than just zero-sum competition. Grant explains how we can perform and even feel better by taking the risk of treating our rivals more like competitive friends.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0682</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 14 May 2019 09:30:23 -0500</pubDate><itunes:title>How Having a Rival Improves Performance</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Adam Grant, organizational psychologist at The Wharton School, argues that individuals and companies alike can benefit from having rivals. He has studied sports and business rivalries and believes they often add up to more than just zero-sum competition. Grant explains how we can perform and even feel better by taking the risk of treating our rivals more like competitive friends.</itunes:summary><itunes:subtitle /><itunes:episode>682</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1525</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190510132531-682_HowHavingaRivalImprovesPerformance.mp3" length="25759403" type="audio/mpeg" /> </item> <item><title>Global Workers Are Ready for Retraining</title><link>https://hbr.org/podcast/2019/05/global-workers-are-ready-for-retraining</link><description>Joseph Fuller, professor at Harvard Business School, says that the story we hear about workers being afraid for the future of their jobs might not be right. In surveying 11,000 people in lower-income and middle-skills jobs and 6,500 managers across 11 countries, Fuller discovered that, contrary to what bosses believe, many employees are excited about new technologies and willing to be trained in new skills. But they don't always know what they need to learn or how to access and pay for it. Organizations can do a better job of identifying the skills gaps they have or will soon face and using their existing workforces to fill them. Fuller's project is a joint venture between the HBS Project on Managing the Future of Work and the Boston Consulting Group’s Henderson Institute. He's a co-author of the HBR article “Your Workforce is More Adaptable Than You Think."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0681</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 07 May 2019 09:30:57 -0500</pubDate><itunes:title>Global Workers Are Ready for Retraining</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Joseph Fuller, professor at Harvard Business School, says that the story we hear about workers being afraid for the future of their jobs might not be right. In surveying 11,000 people in lower-income and middle-skills jobs and 6,500 managers across 11 countries, Fuller discovered that, contrary to what bosses believe, many employees are excited about new technologies and willing to be trained in new skills. But they don't always know what they need to learn or how to access and pay for it. Organizations can do a better job of identifying the skills gaps they have or will soon face and using their existing workforces to fill them. Fuller's project is a joint venture between the HBS Project on Managing the Future of Work and the Boston Consulting Group’s Henderson Institute. He's a co-author of the HBR article “Your Workforce is More Adaptable Than You Think."</itunes:summary><itunes:subtitle /><itunes:episode>681</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1613</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190503104620-681_GlobalWorkersAreReadyforRetraining.mp3" length="27151625" type="audio/mpeg" /> </item> <item><title>HBR Presents: Cold Call</title><link>https://hbr.org/podcast/2019/05/hbr-presents-cold-call</link><description>Harvard Business School's Brian Kenny is joined by professors to distill the school's legendary case studies into podcast form, giving listeners important takeaways they can use in their own businesses and careers. In this episode, Harvard Business School professors Leslie John and Mitch Weiss discuss a case on the city of Toronto, and how it is experimenting with various smart city ideas born of the Google spin-off Sidewalk Labs. "Cold Call" is part of HBR Presents, a new network of business podcasts curated by HBR editors. For our full lineup of shows, search “HBR” on your favorite podcast app or visit hbr.org/podcasts.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0680b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 02 May 2019 11:08:20 -0500</pubDate><itunes:title>HBR Presents: Cold Call</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Harvard Business School's Brian Kenny is joined by professors to distill the school's legendary case studies into podcast form, giving listeners important takeaways they can use in their own businesses and careers. In this episode, Harvard Business School professors Leslie John and Mitch Weiss discuss a case on the city of Toronto, and how it is experimenting with various smart city ideas born of the Google spin-off Sidewalk Labs. "Cold Call" is part of HBR Presents, a new network of business podcasts curated by HBR editors. For our full lineup of shows, search “HBR” on your favorite podcast app or visit hbr.org/podcasts.</itunes:summary><itunes:subtitle /><itunes:episodeType>full</itunes:episodeType><itunes:duration>1495</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190501164805-HBRPresents_ColdCall.mp3" length="26006508" type="audio/mpeg" /> </item> <item><title>How China Is Upending Western Marketing Practices</title><link>https://hbr.org/podcast/2019/04/how-china-is-upending-western-marketing-practices</link><description>Kimberly Whitler, assistant professor at the University of Virginia Darden School of Business, believes the days of transplanting well-worn Western marketing practices into national markets may be numbered. She has researched marketing campaigns in China and finds they are faster, cheaper, and often more effective than traditional Western ones. Moreover, she argues they may be better suited to today’s global marketplace. Whitler is the author of the HBR article “What Western Marketers Can Learn from China.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0680</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 30 Apr 2019 09:30:32 -0500</pubDate><itunes:title>How China Is Upending Western Marketing Practices</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Kimberly Whitler, assistant professor at the University of Virginia Darden School of Business, believes the days of transplanting well-worn Western marketing practices into national markets may be numbered. She has researched marketing campaigns in China and finds they are faster, cheaper, and often more effective than traditional Western ones. Moreover, she argues they may be better suited to today’s global marketplace. Whitler is the author of the HBR article “What Western Marketers Can Learn from China.”</itunes:summary><itunes:subtitle /><itunes:episode>680</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1425</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190426145026-680_HowChinaIsUpendingWesternMarketingPractices.mp3" length="24153613" type="audio/mpeg" /> </item> <item><title>What Managers Get Wrong About Feedback</title><link>https://hbr.org/podcast/2019/04/what-managers-get-wrong-about-feedback</link><description>Marcus Buckingham, head of people and performance research at the ADP Research Institute, and Ashley Goodall, senior vice president of leadership and team intelligence at Cisco Systems, say that managers and organizations are overestimating the importance of critical feedback. They argue that, in focusing our efforts on correcting weaknesses and rounding people out, we lose the ability to get exceptional performance from them. Instead, we should focus on strengths and push everyone to shine in their own areas. To do that, companies need to rethink the way they review, pay, and promote their employees. Buckingham and Goodall are the authors of the book "Nine Lies About Work: A Freethinking Leader's Guide to the Real World" and the HBR article "The Feedback Fallacy."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0679</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 23 Apr 2019 09:30:40 -0500</pubDate><itunes:title>What Managers Get Wrong About Feedback</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Marcus Buckingham, head of people and performance research at the ADP Research Institute, and Ashley Goodall, senior vice president of leadership and team intelligence at Cisco Systems, say that managers and organizations are overestimating the importance of critical feedback. They argue that, in focusing our efforts on correcting weaknesses and rounding people out, we lose the ability to get exceptional performance from them. Instead, we should focus on strengths and push everyone to shine in their own areas. To do that, companies need to rethink the way they review, pay, and promote their employees. Buckingham and Goodall are the authors of the book "Nine Lies About Work: A Freethinking Leader's Guide to the Real World" and the HBR article "The Feedback Fallacy."</itunes:summary><itunes:subtitle /><itunes:episode>679</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1337</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190419103444-679_WhatManagersGetWrongAboutFeedback.mp3" length="24187456" type="audio/mpeg" /> </item> <item><title>HBR Presents: Exponential View with Azeem Azhar</title><link>https://hbr.org/podcast/2019/04/hbr-presents-exponential-view</link><description>Entrepreneur, investor, and podcast host Azeem Azhar looks at some of the biggest issues at the intersection of technology and society, with a focus this season on artificial intelligence. In this episode, he speaks with University of Bath professor Joanna Bryson on the kind of professional and ethical standards that need to be put in place as AI continues to grow as an industry. "Exponential View with Azeem Azhar" is part of HBR Presents, a new network of business podcasts curated by HBR editors. For our full lineup of shows, search “HBR” on your favorite podcast app or visit hbr.org/podcasts.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0678b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 18 Apr 2019 12:02:33 -0500</pubDate><itunes:title>HBR Presents: Exponential View with Azeem Azhar</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Entrepreneur, investor, and podcast host Azeem Azhar looks at some of the biggest issues at the intersection of technology and society, with a focus this season on artificial intelligence. In this episode, he speaks with University of Bath professor Joanna Bryson on the kind of professional and ethical standards that need to be put in place as AI continues to grow as an industry. "Exponential View with Azeem Azhar" is part of HBR Presents, a new network of business podcasts curated by HBR editors. For our full lineup of shows, search “HBR” on your favorite podcast app or visit hbr.org/podcasts.</itunes:summary><itunes:subtitle /><itunes:episodeType>full</itunes:episodeType><itunes:duration>1910</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190418100827-HBRPresents_ExponentialView.mp3" length="32949184" type="audio/mpeg" /> </item> <item><title>Avoiding the Expertise Trap</title><link>https://hbr.org/podcast/2019/04/avoiding-the-expertise-trap</link><description>Sydney Finkelstein, professor at the Tuck School of Business at Dartmouth College, says that being the most knowledgeable and experienced person on your team isn't always a good thing. Expertise can steer you wrong in two important ways. It can stop you from being curious about new developments in your field. And it can make you overconfident about your ability to solve problems in different areas. He says that, to be effective leaders, we need to be more aware of these traps and seek out ways to become more humble and open-minded. Finkelstein is the author of the HBR article "Don't Be Blinded By Your Own Expertise."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0678</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 16 Apr 2019 09:30:12 -0500</pubDate><itunes:title>Avoiding the Expertise Trap</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Sydney Finkelstein, professor at the Tuck School of Business at Dartmouth College, says that being the most knowledgeable and experienced person on your team isn't always a good thing. Expertise can steer you wrong in two important ways. It can stop you from being curious about new developments in your field. And it can make you overconfident about your ability to solve problems in different areas. He says that, to be effective leaders, we need to be more aware of these traps and seek out ways to become more humble and open-minded. Finkelstein is the author of the HBR article "Don't Be Blinded By Your Own Expertise."</itunes:summary><itunes:subtitle /><itunes:episode>678</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1301</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190412181908-678_AvoidingtheExpertiseTrap.mp3" length="22530238" type="audio/mpeg" /> </item> <item><title>HBR Presents: After Hours</title><link>https://hbr.org/podcast/2019/04/hbr-presents-after-hours</link><description>Harvard Business School professors and hosts Youngme Moon, Mihir Desai, and Felix Oberholzer-Gee discuss news at the crossroads of business and culture. In this episode, they analyze the current food delivery wars and garner some lessons in crisis management from Boeing. "After Hours" is part of HBR Presents, a new network of business podcasts curated by HBR editors. For our full lineup of shows, search “HBR” on your favorite podcast app or visit hbr.org/podcasts.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0677b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 11 Apr 2019 16:58:49 -0500</pubDate><itunes:title>HBR Presents: After Hours</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Harvard Business School professors and hosts Youngme Moon, Mihir Desai, and Felix Oberholzer-Gee discuss news at the crossroads of business and culture. In this episode, they analyze the current food delivery wars and garner some lessons in crisis management from Boeing. "After Hours" is part of HBR Presents, a new network of business podcasts curated by HBR editors. For our full lineup of shows, search “HBR” on your favorite podcast app or visit hbr.org/podcasts.</itunes:summary><itunes:subtitle /><itunes:episodeType>full</itunes:episodeType><itunes:duration>2069</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190411153623-HBRPresents_AfterHours.mp3" length="35189525" type="audio/mpeg" /> </item> <item><title>Why People — and Companies — Need Purpose</title><link>https://hbr.org/podcast/2019/04/why-people-and-companies-need-purpose</link><description>Nicholas Pearce, clinical associate professor at Kellogg School of Management, says too many companies and individuals go about their daily business without a strong sense of purpose. He argues that companies that are not simply profit-driven are more likely to succeed and that the same goes for people. He says individuals who align their daily job with their life’s work will be happier and more productive. Pearce is also a pastor, an executive coach, and the author of the book "The Purpose Path: A Guide to Pursuing Your Authentic Life's Work."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0677</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 09 Apr 2019 09:30:35 -0500</pubDate><itunes:title>Why People — and Companies — Need Purpose</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Nicholas Pearce, clinical associate professor at Kellogg School of Management, says too many companies and individuals go about their daily business without a strong sense of purpose. He argues that companies that are not simply profit-driven are more likely to succeed and that the same goes for people. He says individuals who align their daily job with their life’s work will be happier and more productive. Pearce is also a pastor, an executive coach, and the author of the book "The Purpose Path: A Guide to Pursuing Your Authentic Life's Work."</itunes:summary><itunes:subtitle /><itunes:episode>677</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1449</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190405152330-677_WhyPeopleandCompaniesNeedPurpose.mp3" length="24754681" type="audio/mpeg" /> </item> <item><title>The Right Way to Get Your First 1,000 Customers</title><link>https://hbr.org/podcast/2019/04/the-right-way-to-get-your-first-1000-customers</link><description>Thales Teixeira, associate professor at Harvard Business School, believes many startups fail precisely because they try to emulate successful disruptive businesses. He says by focusing too early on technology and scale, entrepreneurs lose out on the learning that comes from serving initial customers with an imperfect product. He shares how Airbnb, Uber, Etsy, and Netflix approached their first 1,000 customers very differently, helping to explain why they have millions of customers today. Teixeira is the author of the book "Unlocking the Customer Value Chain: How Decoupling Drives Consumer Disruption."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0676</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 02 Apr 2019 09:29:35 -0500</pubDate><itunes:title>The Right Way to Get Your First 1,000 Customers</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Thales Teixeira, associate professor at Harvard Business School, believes many startups fail precisely because they try to emulate successful disruptive businesses. He says by focusing too early on technology and scale, entrepreneurs lose out on the learning that comes from serving initial customers with an imperfect product. He shares how Airbnb, Uber, Etsy, and Netflix approached their first 1,000 customers very differently, helping to explain why they have millions of customers today. Teixeira is the author of the book "Unlocking the Customer Value Chain: How Decoupling Drives Consumer Disruption."</itunes:summary><itunes:subtitle /><itunes:episode>676</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1355</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190401145408-676_TheRightWaytoGetYourFirst1000Customers.mp3" length="23269628" type="audio/mpeg" /> </item> <item><title>Why U.S. Working Moms Are So Stressed – And What To Do About It</title><link>https://hbr.org/podcast/2019/03/why-u-s-working-moms-are-so-stressed-and-what-to-do-about-it</link><description>Caitlyn Collins, a sociologist at Washington University in St. Louis, conducted interviews with mothers in four countries -- the United States, Italy, Germany, and Sweden -- who have jobs outside the home to better understand the pressures they felt. She found that American moms were by far the most stressed, primarily because of the lack of parental benefits offered by their employers and the government. In Europe, women told Collins they had more help, but at times cultural norms around their personal and professional roles had yet to catch up. Collins thinks companies can work to improve the situation but argues that the real solution is carefully designed government interventions that will help families at all income levels. She’s the author of the book “Making Motherhood Work: How Women Manage Careers and Caregiving.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0675</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 26 Mar 2019 09:30:30 -0500</pubDate><itunes:title>Why U.S. Working Moms Are So Stressed – And What To Do About It</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Caitlyn Collins, a sociologist at Washington University in St. Louis, conducted interviews with mothers in four countries -- the United States, Italy, Germany, and Sweden -- who have jobs outside the home to better understand the pressures they felt. She found that American moms were by far the most stressed, primarily because of the lack of parental benefits offered by their employers and the government. In Europe, women told Collins they had more help, but at times cultural norms around their personal and professional roles had yet to catch up. Collins thinks companies can work to improve the situation but argues that the real solution is carefully designed government interventions that will help families at all income levels. She’s the author of the book “Making Motherhood Work: How Women Manage Careers and Caregiving.”</itunes:summary><itunes:subtitle /><itunes:episode>675</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1526</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190322122412-675_WhyU.S.WorkingMomsAreSoStressed--AndWhatToDoAboutIt.mp3" length="26064123" type="audio/mpeg" /> </item> <item><title>A Theoretical Physicist (and Entrepreneur) on Why Companies Stop Innovating</title><link>https://hbr.org/podcast/2019/03/a-theoretical-physicist-and-entrepreneur-on-why-companies-stop-innovating</link><description>Safi Bahcall, a former biotech CEO, began his career as a theoretical physicist before joining the business world. He compares the moment that innovative companies become complacent ones to a glass of water freezing, becoming ice. The elements are the same, but the structure of the company has changed. Bahcall offers ways for growing companies to avoid these inevitable forces and continue to innovate. He's the author of the book "Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries" and the HBR article “The Innovation Equation."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0674</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 19 Mar 2019 09:30:36 -0500</pubDate><itunes:title>A Theoretical Physicist (and Entrepreneur) on Why Companies Stop Innovating</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Safi Bahcall, a former biotech CEO, began his career as a theoretical physicist before joining the business world. He compares the moment that innovative companies become complacent ones to a glass of water freezing, becoming ice. The elements are the same, but the structure of the company has changed. Bahcall offers ways for growing companies to avoid these inevitable forces and continue to innovate. He's the author of the book "Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries" and the HBR article “The Innovation Equation."</itunes:summary><itunes:subtitle /><itunes:episode>674</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1504</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190318103606-674_ATheoreticalPhysicistandEntrepreneuronWhyCompaniesStopInnovating.mp3" length="26067057" type="audio/mpeg" /> </item> <item><title>Why Are We Still Promoting Incompetent Men?</title><link>https://hbr.org/podcast/2019/03/why-are-we-still-promoting-incompetent-men</link><description>Tomas Chamorro-Premuzic, a psychologist and chief talent scientist at ManpowerGroup, says we're not picking leaders in the right way. While we should be promoting people based on their competence and potential, it's often the incompetent, overconfident candidates -- most of them men -- who get ahead. Studies show that, by many measures, women are actually better equipped to become strong, successful managers. But the solution to getting more of them into the executive ranks isn't quotas or other initiatives that mandate gender diversity. To improve leadership across the board, we need to focus on the metrics proven to enhance performance and set higher standards for everyone. Chamorro-Premuzic is also a professor of business psychology at University College London and Columbia University, and the author of the book "Why Do So Many Incompetent Men Become Leaders?: (And How to Fix It)" (Harvard Business Review Press, 2019).</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0673</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 12 Mar 2019 09:30:39 -0500</pubDate><itunes:title>Why Are We Still Promoting Incompetent Men?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Tomas Chamorro-Premuzic, a psychologist and chief talent scientist at ManpowerGroup, says we're not picking leaders in the right way. While we should be promoting people based on their competence and potential, it's often the incompetent, overconfident candidates -- most of them men -- who get ahead. Studies show that, by many measures, women are actually better equipped to become strong, successful managers. But the solution to getting more of them into the executive ranks isn't quotas or other initiatives that mandate gender diversity. To improve leadership across the board, we need to focus on the metrics proven to enhance performance and set higher standards for everyone. Chamorro-Premuzic is also a professor of business psychology at University College London and Columbia University, and the author of the book "Why Do So Many Incompetent Men Become Leaders?: (And How to Fix It)" (Harvard Business Review Press, 2019).</itunes:summary><itunes:subtitle /><itunes:episode>673</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1434</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190311105622-673_WhyAreWeStillPromotingIncompetentMen_.mp3" length="24957760" type="audio/mpeg" /> </item> <item><title>Make Customers Happier with Operational Transparency</title><link>https://hbr.org/podcast/2019/03/make-customers-happier-with-operational-transparency</link><description>Ryan Buell, associate professor at Harvard Business School, says the never-ending quest for operational efficiency is having unintended consequences. When customers don’t see the work that’s being done in back offices, offshore factories, and algorithms, they’re less satisfied with their purchases. Buell believes organizations should deliberately design windows into and out of operations. He says increasing operational transparency helps customers and employees alike appreciate the value being created. Buell is the author of the HBR article "Operational Transparency."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0672</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 05 Mar 2019 11:05:32 -0500</pubDate><itunes:title>Make Customers Happier with Operational Transparency</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Ryan Buell, associate professor at Harvard Business School, says the never-ending quest for operational efficiency is having unintended consequences. When customers don’t see the work that’s being done in back offices, offshore factories, and algorithms, they’re less satisfied with their purchases. Buell believes organizations should deliberately design windows into and out of operations. He says increasing operational transparency helps customers and employees alike appreciate the value being created. Buell is the author of the HBR article "Operational Transparency."</itunes:summary><itunes:subtitle /><itunes:episode>672</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1567</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190301165255-672_MakeCustomersHappierwithOperationalTransparency.mp3" length="24123522" type="audio/mpeg" /> </item> <item><title>Fixing Tech’s Gender Gap</title><link>https://hbr.org/podcast/2019/02/fixing-techs-gender-gap</link><description>Reshma Saujani, founder of Girls Who Code, is on a mission to get more young women into computer science. She says the problem isn't lack of interest. Her non-profit organization has trained thousands of girls to code, and the ranks of female science and engineering graduates continue to grow. And yet men still dominate the tech industry. Saujani believes companies can certainly do more to promote diversity. But she also wants girls and women to stop letting perfectionism hold them back from volunteering for the most challenging tasks and jobs. She is the author of the book "Brave, Not Perfect: Fear Less, Fail More, and Live Bolder."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0671</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 26 Feb 2019 10:40:36 -0500</pubDate><itunes:title>Fixing Tech's Gender Gap</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Reshma Saujani, founder of Girls Who Code, is on a mission to get more young women into computer science. She says the problem isn't lack of interest. Her non-profit organization has trained thousands of girls to code, and the ranks of female science and engineering graduates continue to grow. And yet men still dominate the tech industry. Saujani believes companies can certainly do more to promote diversity. But she also wants girls and women to stop letting perfectionism hold them back from volunteering for the most challenging tasks and jobs. She is the author of the book "Brave, Not Perfect: Fear Less, Fail More, and Live Bolder."</itunes:summary><itunes:subtitle /><itunes:episode>671</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1481</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190225101846-671_FixingTechsGenderGap.mp3" length="24957324" type="audio/mpeg" /> </item> <item><title>How Innovative Companies Help Frontier Markets Grow</title><link>https://hbr.org/podcast/2019/02/how-innovative-companies-help-frontier-markets-grow</link><description>Efosa Ojomo, global prosperity lead at the Clayton Christensen Institute, argues that international aid is not the best way to develop poor countries, nor are investments in natural resource extraction, outsourced labor, or incremental improvements to existing offerings for established customer bases. Instead, entrepreneurs, investors, and global companies should focus on market-creating innovations. Just like Henry Ford in the United States a century ago, they should see opportunity in the struggles of frontier markets, target non-consumption, and create not just products and services but whole ecosystems around them, which then promote stability and economic growth. Ojomo is the co-author of the HBR article "Cracking Frontier Markets" and the book The Prosperity Paradox.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0670</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 19 Feb 2019 14:01:28 -0500</pubDate><itunes:title>How Innovative Companies Help Frontier Markets Grow</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Efosa Ojomo, global prosperity lead at the Clayton Christensen Institute, argues that international aid is not the best way to develop poor countries, nor are investments in natural resource extraction, outsourced labor, or incremental improvements to existing offerings for established customer bases. Instead, entrepreneurs, investors, and global companies should focus on market-creating innovations. Just like Henry Ford in the United States a century ago, they should see opportunity in the struggles of frontier markets, target non-consumption, and create not just products and services but whole ecosystems around them, which then promote stability and economic growth. Ojomo is the co-author of the HBR article "Cracking Frontier Markets" and the book The Prosperity Paradox.</itunes:summary><itunes:subtitle /><itunes:episode>670</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1569</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190219111507-670_HowInnovativeCompaniesHelpFrontierMarketsGrow.mp3" length="27361033" type="audio/mpeg" /> </item> <item><title>How to Cope With a Mid-Career Crisis</title><link>https://hbr.org/podcast/2019/02/how-to-cope-with-a-mid-career-crisis</link><description>Kieran Setiya, a philosophy professor at MIT, says many people experience a mid-career crisis. Some have regrets about paths not taken or serious professional missteps; others feel a sense of boredom or futility in their ongoing streams of work. The answer isn't always to find a new job or lobby for a promotion. Motivated by his own crisis, Setiya started looking for ways to cope and discovered several strategies that can help all of us shift our perspective on our careers and get out of the slump without jumping ship.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0669</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 12 Feb 2019 09:30:39 -0500</pubDate><itunes:title>How to Cope With a Mid-Career Crisis</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Kieran Setiya, a philosophy professor at MIT, says many people experience a mid-career crisis. Some have regrets about paths not taken or serious professional missteps; others feel a sense of boredom or futility in their ongoing streams of work. The answer isn't always to find a new job or lobby for a promotion. Motivated by his own crisis, Setiya started looking for ways to cope and discovered several strategies that can help all of us shift our perspective on our careers and get out of the slump without jumping ship.</itunes:summary><itunes:subtitle /><itunes:episode>669</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1552</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190211103335-669_HowtoCopeWithaMid-CareerCrisis.mp3" length="27102720" type="audio/mpeg" /> </item> <item><title>Why Business Jargon Isn’t All Bad</title><link>https://hbr.org/podcast/2019/02/why-business-jargon-isnt-all-bad</link><description>Anne Curzan, English professor at the University of Michigan, studies the evolution of language. While many of us roll our eyes at bizspeak — from synergy to value-add to operationalize — Curzan defends business jargon. She says the words we say around the office speak volumes about our organizations and our working relationships. She shares how to use jargon more deliberately, explains the origin of some annoying or amusing buzzwords, and discusses how English became the global business language and how that could change.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0668</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 05 Feb 2019 10:14:34 -0500</pubDate><itunes:title>Why Business Jargon Isn’t All Bad</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Anne Curzan, English professor at the University of Michigan, studies the evolution of language. While many of us roll our eyes at bizspeak — from synergy to value-add to operationalize — Curzan defends business jargon. She says the words we say around the office speak volumes about our organizations and our working relationships. She shares how to use jargon more deliberately, explains the origin of some annoying or amusing buzzwords, and discusses how English became the global business language and how that could change.</itunes:summary><itunes:subtitle /><itunes:episode>668</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1599</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190204102140-668_WhyBusinessJargonIsn_tAllBad.mp3" length="25895287" type="audio/mpeg" /> </item> <item><title>Use Your Money to Buy Happier Time</title><link>https://hbr.org/podcast/2019/01/use-your-money-to-buy-happier-time</link><description>Ashley Whillans, professor at Harvard Business School, researches time-money trade-offs. She argues more people would be happier if they spent more of their hard-earned money to buy themselves out of negative experiences. Her research shows that paying to outsource housework or to enjoy a shorter commute can have an outsized impact on happiness and relationships. Whillans is the author of the HBR article “Time for Happiness.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0667</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 29 Jan 2019 09:30:31 -0500</pubDate><itunes:title>Use Your Money to Buy Happier Time</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Ashley Whillans, professor at Harvard Business School, researches time-money trade-offs. She argues more people would be happier if they spent more of their hard-earned money to buy themselves out of negative experiences. Her research shows that paying to outsource housework or to enjoy a shorter commute can have an outsized impact on happiness and relationships. Whillans is the author of the HBR article “Time for Happiness.”</itunes:summary><itunes:subtitle /><itunes:episode>667</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1514</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190125145210-667_UseYourMoneytoBuyHappierTime.mp3" length="25858034" type="audio/mpeg" /> </item> <item><title>Creating Psychological Safety in the Workplace</title><link>https://hbr.org/podcast/2019/01/creating-psychological-safety-in-the-workplace</link><description>Amy Edmondson, professor at Harvard Business School, first identified the concept of psychological safety in work teams in 1999. Since then, she has observed how companies with a trusting workplace perform better. Psychological safety isn't about being nice, she says. It’s about giving candid feedback, openly admitting mistakes, and learning from each other. And she argues that kind of organizational culture is increasingly important in the modern economy. Edmondson is the author of the new book "The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0666</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 22 Jan 2019 09:30:09 -0500</pubDate><itunes:title>Creating Psychological Safety in the Workplace</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Edmondson, professor at Harvard Business School, first identified the concept of psychological safety in work teams in 1999. Since then, she has observed how companies with a trusting workplace perform better. Psychological safety isn't about being nice, she says. It’s about giving candid feedback, openly admitting mistakes, and learning from each other. And she argues that kind of organizational culture is increasingly important in the modern economy. Edmondson is the author of the new book "The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth.”</itunes:summary><itunes:subtitle /><itunes:episode>666</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1608</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190118123147-666_CreatingPsychologicalSafetyintheWorkplace.mp3" length="27292485" type="audio/mpeg" /> </item> <item><title>How Retirement Changes Your Identity</title><link>https://hbr.org/podcast/2019/01/how-retirement-changes-your-identity</link><description>Teresa Amabile, professor at Harvard Business School, is approaching her own retirement by researching how ending your work career affects your sense of self. She says important psychological shifts take place leading up to, and during, retirement. That holds especially true for workers who identify strongly with their job and organization. Amabile and her fellow researchers have identified two main processes that retirees go through: life restructuring and identity bridging.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0665</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 15 Jan 2019 16:04:05 -0500</pubDate><itunes:title>How Retirement Changes Your Identity</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Teresa Amabile, professor at Harvard Business School, is approaching her own retirement by researching how ending your work career affects your sense of self. She says important psychological shifts take place leading up to, and during, retirement. That holds especially true for workers who identify strongly with their job and organization. Amabile and her fellow researchers have identified two main processes that retirees go through: life restructuring and identity bridging.</itunes:summary><itunes:subtitle /><itunes:episode>665</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1560</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190115130654-665_HowRetirementChangesYourIdentity.mp3" length="26999066" type="audio/mpeg" /> </item> <item><title>The Harsh Reality of Innovative Companies</title><link>https://hbr.org/podcast/2019/01/the-harsh-reality-of-innovative-companies</link><description>Gary Pisano, professor at Harvard Business School, studies innovation at companies large and small. He says there’s too much focus on the positive, fun side of innovative cultures and too little understanding of the difficult truths behind sustained innovation. From candid feedback, to strong leadership, to individual accountability and competence, to disciplined choices, Pisano says leaders need to understand and communicate these realities. He's the author of the HBR article “The Hard Truth About Innovative Cultures” and the new book “Creative Construction: The DNA of Sustained Innovation.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0664</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 08 Jan 2019 17:10:20 -0500</pubDate><itunes:title>The Harsh Reality of Innovative Companies</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Gary Pisano, professor at Harvard Business School, studies innovation at companies large and small. He says there’s too much focus on the positive, fun side of innovative cultures and too little understanding of the difficult truths behind sustained innovation. From candid feedback, to strong leadership, to individual accountability and competence, to disciplined choices, Pisano says leaders need to understand and communicate these realities. He's the author of the HBR article “The Hard Truth About Innovative Cultures” and the new book “Creative Construction: The DNA of Sustained Innovation.”</itunes:summary><itunes:subtitle /><itunes:episode>664</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1343</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190108130143-664_TheHarshRealityofInnovativeCompanies.mp3" length="21881580" type="audio/mpeg" /> </item> <item><title>How One Google Engineer Turned Tragedy into a Moonshot</title><link>https://hbr.org/podcast/2019/01/how-one-google-engineer-turned-tragedy-into-a-moonshot</link><description>Mo Gawdat, founder of One Billion Happy and former Chief Business Officer at Google's X, spent years working in technological innovation. At Google's so-called "dream factory," he learned how to operationalize moonshot ventures aiming to solve some of the world's hardest problems. But then a personal tragedy — the loss of his son — set him on a new path. Gawdat launched a startup with the moonshot goal of helping one billion people find happiness. Gawdat is also the author of "Solve for Happy: Engineer Your Path to Joy."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0663</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Wed, 02 Jan 2019 16:47:27 -0500</pubDate><itunes:title>How One Google Engineer Turned Tragedy into a Moonshot</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Mo Gawdat, founder of One Billion Happy and former Chief Business Officer at Google's X, spent years working in technological innovation. At Google's so-called "dream factory," he learned how to operationalize moonshot ventures aiming to solve some of the world's hardest problems. But then a personal tragedy — the loss of his son — set him on a new path. Gawdat launched a startup with the moonshot goal of helping one billion people find happiness. Gawdat is also the author of "Solve for Happy: Engineer Your Path to Joy."</itunes:summary><itunes:subtitle /><itunes:episode>663</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1461</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20190102162720-663_HowOneGoogleEngineerTurnedTragedyintoaMoonshot.mp3" length="24847013" type="audio/mpeg" /> </item> <item><title>Improving Civility in the Workplace</title><link>https://hbr.org/podcast/2018/12/improving-civility-in-the-workplace</link><description>Krista Tippett, host of "On Being," believes we are in the middle of a big shift in the workplace. For a long time, she says, we were taught to keep all of our personal opinions and problems out of the office — even if that wasn't the reality. Now, as worker expectations change and people bring more of their authentic selves to work, Tippett says managers need to discover how to allow more honesty and emotions and humanity in the workplace, while still delivering in a high-performing environment.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0662</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Wed, 26 Dec 2018 09:30:40 -0500</pubDate><itunes:title>Improving Civility in the Workplace</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Krista Tippett, host of "On Being," believes we are in the middle of a big shift in the workplace. For a long time, she says, we were taught to keep all of our personal opinions and problems out of the office — even if that wasn't the reality. Now, as worker expectations change and people bring more of their authentic selves to work, Tippett says managers need to discover how to allow more honesty and emotions and humanity in the workplace, while still delivering in a high-performing environment.</itunes:summary><itunes:subtitle /><itunes:episode>662</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1522</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20181220163413-662_ImprovingCivilityintheWorkplace.mp3" length="26364604" type="audio/mpeg" /> </item> <item><title>How One CEO Creates Joy at Work</title><link>https://hbr.org/podcast/2018/12/how-one-ceo-creates-joy-at-work</link><description>Richard Sheridan, CEO of Menlo Innovations, says it took him years to learn what really mattered at work and how to create that kind of workplace culture. As a company leader today, he works hard to make sure both his job — and the jobs of his employees — are joyful. That doesn't mean they are happy 100% of the time, he argues, but that they feel fulfilled by always putting the customer first. Sheridan is the author of "Chief Joy Officer: How Great Leaders Elevate Human Energy and Eliminate Fear."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0661</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 18 Dec 2018 17:00:48 -0500</pubDate><itunes:title>How One CEO Creates Joy at Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Richard Sheridan, CEO of Menlo Innovations, says it took him years to learn what really mattered at work and how to create that kind of workplace culture. As a company leader today, he works hard to make sure both his job — and the jobs of his employees — are joyful. That doesn't mean they are happy 100% of the time, he argues, but that they feel fulfilled by always putting the customer first. Sheridan is the author of "Chief Joy Officer: How Great Leaders Elevate Human Energy and Eliminate Fear."</itunes:summary><itunes:subtitle /><itunes:episode>661</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1658</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20181217165547-661_HowOneCEOCreatesJoyatWork.mp3" length="28593993" type="audio/mpeg" /> </item> <item><title>Why It’s So Hard to Sell New Products</title><link>https://hbr.org/podcast/2018/12/why-its-so-hard-to-sell-new-products</link><description>Thomas Steenburgh, a marketing professor at the University of Virginia Darden School of Business, was inspired by his early career at Xerox to discover why firms with stellar sales and R&D departments still struggle to sell new innovations. The answer, he finds, is that too many companies expect shiny new products to sell themselves. Steenburgh explains how crafting new sales processes, incentives, and training can overcome the obstacles inherent in selling new products. He's the coauthor, along with Michael Ahearne of the University of Houston's Sales Excellence Institute, of the HBR article "How to Sell New Products."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0660</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 11 Dec 2018 14:49:23 -0500</pubDate><itunes:title>Why It’s So Hard to Sell New Products</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Thomas Steenburgh, a marketing professor at the University of Virginia Darden School of Business, was inspired by his early career at Xerox to discover why firms with stellar sales and R&D departments still struggle to sell new innovations. The answer, he finds, is that too many companies expect shiny new products to sell themselves. Steenburgh explains how crafting new sales processes, incentives, and training can overcome the obstacles inherent in selling new products. He's the coauthor, along with Michael Ahearne of the University of Houston's Sales Excellence Institute, of the HBR article "How to Sell New Products."</itunes:summary><itunes:subtitle /><itunes:episode>660</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1451</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20181211134627-660_WhyIt_sSoHardtoSellNewProducts.mp3" length="24172459" type="audio/mpeg" /> </item> <item><title>The Right Way to Solve Complex Business Problems</title><link>https://hbr.org/podcast/2018/12/the-right-way-to-solve-complex-business-problems</link><description>Corey Phelps, a strategy professor at McGill University, says great problem solvers are hard to find. Even seasoned professionals at the highest levels of organizations regularly fail to identify the real problem and instead jump to exploring solutions. Phelps identifies the common traps and outlines a research-proven method to solve problems effectively. He's the coauthor of the book, "Cracked it! How to solve big problems and sell solutions like top strategy consultants."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0659</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 04 Dec 2018 16:07:59 -0500</pubDate><itunes:title>The Right Way to Solve Complex Business Problems</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Corey Phelps, a strategy professor at McGill University, says great problem solvers are hard to find. Even seasoned professionals at the highest levels of organizations regularly fail to identify the real problem and instead jump to exploring solutions. Phelps identifies the common traps and outlines a research-proven method to solve problems effectively. He's the coauthor of the book, "Cracked it! How to solve big problems and sell solutions like top strategy consultants."</itunes:summary><itunes:subtitle /><itunes:episode>659</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1219</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20181204135622-659_TheRightWaytoSolveComplexBusinessProblems.mp3" length="19958595" type="audio/mpeg" /> </item> <item><title>Speak Out Successfully</title><link>https://hbr.org/podcast/2018/11/speak-out-successfully</link><description>James Detert, a professor at the University of Virginia Darden School of Business, studies acts of courage in the workplace. His most surprising finding? Most people describe everyday actions — not big whistleblower scandals — when they cite courageous (or gutless) acts they’ve seen coworkers and leaders take. Detert shares the proven behaviors of employees who succeed at speaking out and suffer fewer negative consequences for it. He’s the author of the HBR article “Cultivating Everyday Courage.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0658</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 27 Nov 2018 14:54:43 -0500</pubDate><itunes:title>Speak Out Successfully</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>James Detert, a professor at the University of Virginia Darden School of Business, studies acts of courage in the workplace. His most surprising finding? Most people describe everyday actions — not big whistleblower scandals — when they cite courageous (or gutless) acts they’ve seen coworkers and leaders take. Detert shares the proven behaviors of employees who succeed at speaking out and suffer fewer negative consequences for it. He’s the author of the HBR article “Cultivating Everyday Courage.”</itunes:summary><itunes:subtitle /><itunes:episode>658</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1192</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20181127120241-658_SpeakOutSuccessfully.mp3" length="20768952" type="audio/mpeg" /> </item> <item><title>How Your Identity Changes When You Change Jobs</title><link>https://hbr.org/podcast/2018/11/how-your-identity-changes-when-you-change-jobs</link><description>Herminia Ibarra, a professor at the London Business School, argues that job transitions — even exciting ones that you've chosen — can come with all kinds of unexpected emotions. Going from a job that is known and helped define your identity to a new position brings all kinds of challenges. Ibarra says that it's important to recognize how these changes are affecting you but to keep moving forward and even take the opportunity to reinvent yourself in your new role.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0657</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 20 Nov 2018 10:38:25 -0500</pubDate><itunes:title>How Your Identity Changes When You Change Jobs</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Herminia Ibarra, a professor at the London Business School, argues that job transitions — even exciting ones that you've chosen — can come with all kinds of unexpected emotions. Going from a job that is known and helped define your identity to a new position brings all kinds of challenges. Ibarra says that it's important to recognize how these changes are affecting you but to keep moving forward and even take the opportunity to reinvent yourself in your new role.</itunes:summary><itunes:subtitle /><itunes:episode>657</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1401</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20181119165421-657_HowYourIdentityChangesWhenYouChangeJobs.mp3" length="24359246" type="audio/mpeg" /> </item> <item><title>Why Management History Needs to Reckon with Slavery</title><link>https://hbr.org/podcast/2018/11/why-management-history-needs-to-reckon-with-slavery</link><description>Caitlin Rosenthal, assistant professor of history at UC Berkeley, argues there are strong parallels between the accounting practices used by slaveholders and modern business practices. While we know slavery's economic impact on the United States, Rosenthal says we need to look closer at the details — down to accounting ledgers – to truly understand what abolitionists and slaves were up against, and how those practices still influence business and management today. She's the author of the book, "Accounting for Slavery: Masters and Management."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0656</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 13 Nov 2018 17:46:02 -0500</pubDate><itunes:title>Why Management History Needs to Reckon with Slavery</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Caitlin Rosenthal, assistant professor of history at UC Berkeley, argues there are strong parallels between the accounting practices used by slaveholders and modern business practices. While we know slavery's economic impact on the United States, Rosenthal says we need to look closer at the details — down to accounting ledgers – to truly understand what abolitionists and slaves were up against, and how those practices still influence business and management today. She's the author of the book, "Accounting for Slavery: Masters and Management."</itunes:summary><itunes:subtitle /><itunes:episode>656</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1497</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20181113165722-656_WhyManagementHistoryNeedstoReckonwithSlavery.mp3" length="25985113" type="audio/mpeg" /> </item> <item><title>Avoiding Miscommunication in a Digital World</title><link>https://hbr.org/podcast/2018/11/avoiding-miscommunication-in-a-digital-world</link><description>Nick Morgan, a communications expert and speaking coach, says that while email, texting, and Slack might seem like they make communication easier, they actually make things less efficient. When we are bombarded with too many messages a day, he argues, humans are likely to fill in the gaps with negative information or assume the worst about the intent of a coworker's email. He offers up a few tips and tricks for how we can bring the benefits of face-to-face communication back into the digital workplace. Morgan is the author of the book, "Can You Hear Me?: How to Connect with People in a Virtual World."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0655</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 06 Nov 2018 13:02:01 -0500</pubDate><itunes:title>Avoiding Miscommunication In A Digital World</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Nick Morgan, a communications expert and speaking coach, says that while email, texting, and Slack might seem like they make communication easier, they actually make things less efficient. When we are bombarded with too many messages a day, he argues, humans are likely to fill in the gaps with negative information or assume the worst about the intent of a coworker's email. He offers up a few tips and tricks for how we can bring the benefits of face-to-face communication back into the digital workplace. Morgan is the author of the book, "Can You Hear Me?: How to Connect with People in a Virtual World."</itunes:summary><itunes:subtitle /><itunes:episode>655</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1451</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20181106105120-655_AvoidingMiscommunicationInADigitalWorld.mp3" length="24559030" type="audio/mpeg" /> </item> <item><title>Stop Initiative Overload</title><link>https://hbr.org/podcast/2018/10/stop-initiative-overload</link><description>Rose Hollister and Michael Watkins, consultants at Genesis Advisers, argue that many companies today are taking on too many initiatives. Each manager might have their own pet projects they want to focus on, but that trickles down to lower level workers dealing with more projects at a time that they can handle, or do well. This episode also offers practical tips for senior-level leaders to truly prioritize the best initiatives at their company — or risk losing some of their top talent. Hollister and Watkins are the authors of the HBR article "Too Many Projects." with. They are the authors of "Athena Rising: How and Why Men Should Mentor Women.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0654</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 30 Oct 2018 11:50:11 -0500</pubDate><itunes:title>Stop Initiative Overload</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Rose Hollister and Michael Watkins, consultants at Genesis Advisers, argue that many companies today are taking on too many initiatives. Each manager might have their own pet projects they want to focus on, but that trickles down to lower level workers dealing with more projects at a time that they can handle, or do well. This episode also offers practical tips for senior-level leaders to truly prioritize the best initiatives at their company — or risk losing some of their top talent. Hollister and Watkins are the authors of the HBR article "Too Many Projects." with. They are the authors of "Athena Rising: How and Why Men Should Mentor Women.”</itunes:summary><itunes:subtitle /><itunes:episode>654</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1387</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20181029173440-654_StopInitiativeOverload.mp3" length="23881916" type="audio/mpeg" /> </item> <item><title>When Men Mentor Women</title><link>https://hbr.org/podcast/2018/10/when-men-mentor-women</link><description>David Smith, associate professor of sociology at the U.S. Naval War College, and Brad Johnson, professor of psychology at the United States Naval Academy, argue that it is vital for more men to mentor women in the workplace. In the post-#MeToo world, some men have shied away from cross-gender relationships at work. But Smith and Johnson say these relationships offer big gains to mentees, mentors, and organizations. They offer their advice on how men can be thoughtful allies to the women they work with. They are the authors of "Athena Rising: How and Why Men Should Mentor Women.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0653</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 23 Oct 2018 16:58:17 -0500</pubDate><itunes:title>When Men Mentor Women</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>David Smith, associate professor of sociology at the U.S. Naval War College, and Brad Johnson, professor of psychology at the United States Naval Academy, argue that it is vital for more men to mentor women in the workplace. In the post-#MeToo world, some men have shied away from cross-gender relationships at work. But Smith and Johnson say these relationships offer big gains to mentees, mentors, and organizations. They offer their advice on how men can be thoughtful allies to the women they work with. They are the authors of "Athena Rising: How and Why Men Should Mentor Women.”</itunes:summary><itunes:subtitle /><itunes:episode>653</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1325</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20181023111402-653_WhenMenMentorWomen.mp3" length="21358340" type="audio/mpeg" /> </item> <item><title>John Kerry on Leadership, Compromise, and Change</title><link>https://hbr.org/podcast/2018/10/john-kerry-on-leadership-compromise-and-change</link><description>John Kerry, former U.S. Secretary of State, shares management and leadership lessons from his long career in public service. He discusses how to win people over to your side, bounce back from defeats, and never give up on your long-term goals. He also calls on private sector CEOs to do more to solve social and political problems. Kerry’s new memoir is "Every Day Is Extra."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0652</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 16 Oct 2018 14:21:43 -0500</pubDate><itunes:title>John Kerry on Leadership, Compromise, and Change</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>John Kerry, former U.S. Secretary of State, shares management and leadership lessons from his long career in public service. He discusses how to win people over to your side, bounce back from defeats, and never give up on your long-term goals. He also calls on private sector CEOs to do more to solve social and political problems. Kerry’s new memoir is "Every Day Is Extra."</itunes:summary><itunes:subtitle /><itunes:episode>652</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1471</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20181016104032-652_JohnKerryonLeadershipCompromiseandChange.mp3" length="23662131" type="audio/mpeg" /> </item> <item><title>The Power of Curiosity</title><link>https://hbr.org/podcast/2018/10/the-power-of-curiosity</link><description>Francesca Gino, a professor at Harvard Business School, shares a compelling business case for curiosity. Her research shows allowing employees to exercise their curiosity can lead to fewer conflicts and better outcomes. However, even managers who value inquisitive thinking often discourage curiosity in the workplace because they fear it's inefficient and unproductive. Gino offers several ways that leaders can instead model, cultivate, and even recruit for curiosity. Gino is the author of the HBR article "The Business Case for Curiosity."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0651</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 09 Oct 2018 16:40:50 -0500</pubDate><itunes:title>The Power of Curiosity</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Francesca Gino, a professor at Harvard Business School, shares a compelling business case for curiosity. Her research shows allowing employees to exercise their curiosity can lead to fewer conflicts and better outcomes. However, even managers who value inquisitive thinking often discourage curiosity in the workplace because they fear it's inefficient and unproductive. Gino offers several ways that leaders can instead model, cultivate, and even recruit for curiosity. Gino is the author of the HBR article "The Business Case for Curiosity."</itunes:summary><itunes:subtitle /><itunes:episode>651</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1615</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20181009152347-episode_651_gino.mp3" length="25837360" type="audio/mpeg" /> </item> <item><title>How Companies Can Tap Into Talent Clusters</title><link>https://hbr.org/podcast/2018/10/how-companies-can-tap-into-talent-clusters</link><description>Bill Kerr, a professor at Harvard Business School, studies the increasing importance of talent clusters in our age of rapid technological advances. He argues that while talent and industries have always had a tendency to cluster, today's trend towards San Francisco, Boston, London and a handful of other cities is different. Companies need to react and tap into those talent pools, but moving the company to one isn't always an option. Kerr talks about the three main ways companies can access talent. He's the author of the HBR article "Navigating Talent Hot Spots," as well as the book "The Gift of Global Talent: How Migration Shapes Business, Economy & Society."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0650</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 02 Oct 2018 17:07:47 -0500</pubDate><itunes:title>How Companies Can Tap Into Talent Clusters</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Bill Kerr, a professor at Harvard Business School, studies the increasing importance of talent clusters in our age of rapid technological advances. He argues that while talent and industries have always had a tendency to cluster, today's trend towards San Francisco, Boston, London and a handful of other cities is different. Companies need to react and tap into those talent pools, but moving the company to one isn't always an option. Kerr talks about the three main ways companies can access talent. He's the author of the HBR article "Navigating Talent Hot Spots," as well as the book "The Gift of Global Talent: How Migration Shapes Business, Economy & Society."</itunes:summary><itunes:subtitle /><itunes:episode>650</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1767</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20181002120102-650_HowCompaniesCanTapIntoTalentClusters.mp3" length="29893440" type="audio/mpeg" /> </item> <item><title>A Hollywood Executive On Negotiation, Talent, and Risk</title><link>https://hbr.org/podcast/2018/09/a-hollywood-executive-on-negotiation-talent-and-risk</link><description>Mike Ovitz, a cofounder of Creative Artists Agency and former president of The Walt Disney Company, says there are many parallels between the movie and music industry of the 1970s and 1980s and Silicon Valley today. When it comes to managing creatives, he says you have to have patience and believe in the work. But to get that work made, you have to have shrewd negotiating skills. Ovitz says he now regrets some of the ways he approached business in his earlier years, and advises young entrepreneurs about what he's learned along the way. He's the author of the new memoir "Who Is Michael Ovitz?" Editor's note: This post was updated September 26, 2018 to correct the title of Ovitz's book.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0649</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 25 Sep 2018 15:15:00 -0500</pubDate><itunes:title>A Hollywood Executive On Negotiation, Talent, and Risk</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Mike Ovitz, a cofounder of Creative Artists Agency and former president of The Walt Disney Company, says there are many parallels between the movie and music industry of the 1970s and 1980s and Silicon Valley today. When it comes to managing creatives, he says you have to have patience and believe in the work. But to get that work made, you have to have shrewd negotiating skills. Ovitz says he now regrets some of the ways he approached business in his earlier years, and advises young entrepreneurs about what he's learned along the way. He's the author of the new memoir "Who Is Michael Ovitz?" Editor's note: This post was updated September 26, 2018 to correct the title of Ovitz's book.</itunes:summary><itunes:subtitle /><itunes:episode>649</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2034</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20180925120817-649_AHollywoodExecutiveOnNegotiationTalentandRisk.mp3" length="34119019" type="audio/mpeg" /> </item> <item><title>How Companies Get Creativity Right (and Wrong)</title><link>https://hbr.org/podcast/2018/09/how-companies-get-creativity-right-and-wrong</link><description>Beth Comstock, the first female vice chair at General Electric, thinks companies large and small often approach innovation the wrong way. They either try to throw money at the problem before it has a clear market, misallocate resources, or don't get buy in from senior leaders to enact real change. Comstock spent many years at GE - under both Jack Welsh's and Jeffrey Immelt's leadership - before leaving the company late last year. She's the author of the book "Imagine It Forward: Courage, Creativity, and the Power of Change.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0648</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 18 Sep 2018 15:00:50 -0500</pubDate><itunes:title>How Companies Get Creativity Right (and Wrong)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Beth Comstock, the first female vice chair at General Electric, thinks companies large and small often approach innovation the wrong way. They either try to throw money at the problem before it has a clear market, misallocate resources, or don't get buy in from senior leaders to enact real change. Comstock spent many years at GE - under both Jack Welsh's and Jeffrey Immelt's leadership - before leaving the company late last year. She's the author of the book "Imagine It Forward: Courage, Creativity, and the Power of Change.”</itunes:summary><itunes:subtitle /><itunes:episode>648</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1815</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20180918122317-648_HowCompaniesGetCreativityRightandWrong.mp3" length="30522891" type="audio/mpeg" /> </item> <item><title>How Alibaba Is Leading Digital Innovation in China</title><link>https://hbr.org/podcast/2018/09/how-alibaba-is-leading-digital-innovation-in-china</link><description>Ming Zeng, the chief strategy officer at Alibaba, talks about how the China-based e-commerce company was able to create the biggest online shopping site in the world. He credits Alibaba’s retail and distribution juggernaut to leveraging automation, algorithms, and networks to better serve customers. And he says in the future, successful digital companies will use technologies such as artificial intelligence, the mobile internet, and cloud computing to redefine how value is created. Zeng is the author of "Smart Business: What Alibaba's Success Reveals about the Future of Strategy.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0647</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 11 Sep 2018 09:51:02 -0500</pubDate><itunes:title>How Alibaba Is Leading Digital Innovation in China</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Ming Zeng, the chief strategy officer at Alibaba, talks about how the China-based e-commerce company was able to create the biggest online shopping site in the world. He credits Alibaba’s retail and distribution juggernaut to leveraging automation, algorithms, and networks to better serve customers. And he says in the future, successful digital companies will use technologies such as artificial intelligence, the mobile internet, and cloud computing to redefine how value is created. Zeng is the author of "Smart Business: What Alibaba's Success Reveals about the Future of Strategy.”</itunes:summary><itunes:subtitle /><itunes:episode>647</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1086</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20180910151301-647_HowAlibabaIsLeadingDigitalInnovationinChina.mp3" length="18880641" type="audio/mpeg" /> </item> <item><title>The Science Behind Sleep and High Performance</title><link>https://hbr.org/podcast/2018/09/the-science-behind-sleep-and-high-performance</link><description>Marc Effron, president of the Talent Strategy Group, looked at the scientific literature behind high performance at work and identified eight steps we can all take to get an edge. Among those steps is taking care of your body -- sleep, exercise, and nutrition. But the most important is sleep. He offers some practical advice on getting more and better rest, and making time to exercise. Effron is the author of the new book, "8 Steps to High Performance: Focus On What You Can Change (Ignore the Rest)."</description><guid isPermaLink="false">71477010-b07a-11e8-83bd-ed9f306608e5</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 04 Sep 2018 15:57:40 -0500</pubDate><itunes:title>The Science Behind Sleep and High Performance</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Marc Effron, president of the Talent Strategy Group, looked at the scientific literature behind high performance at work and identified eight steps we can all take to get an edge. Among those steps is taking care of your body -- sleep, exercise, and nutrition. But the most important is sleep. He offers some practical advice on getting more and better rest, and making time to exercise. Effron is the author of the new book, "8 Steps to High Performance: Focus On What You Can Change (Ignore the Rest)."</itunes:summary><itunes:subtitle /><itunes:episode>646</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1216</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20180904154056-646__The_Science_Behind_Sleep_and_High_Performance.mp3" length="19582432" type="audio/mpeg" /> </item> <item><title>Understanding Digital Strategy</title><link>https://hbr.org/podcast/2018/08/understanding-digital-strategy</link><description>Sunil Gupta, a professor at Harvard Business School, argues that many companies are still doing digital strategy wrong. Their leaders think of "going digital" as either a way to cut costs or to attract customers with a flashy new app. Gupta says successful digital strategy is more complicated than that. He recommends emulating the multi-faceted strategies of leading digital companies. Gupta's the author of “Driving Digital Strategy: A Guide to Reimagining Your Business."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0645</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 28 Aug 2018 15:42:21 -0500</pubDate><itunes:title>Understanding Digital Strategy</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Sunil Gupta, a professor at Harvard Business School, argues that many companies are still doing digital strategy wrong. Their leaders think of "going digital" as either a way to cut costs or to attract customers with a flashy new app. Gupta says successful digital strategy is more complicated than that. He recommends emulating the multi-faceted strategies of leading digital companies. Gupta's the author of “Driving Digital Strategy: A Guide to Reimagining Your Business."</itunes:summary><itunes:subtitle /><itunes:episode>645</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1595</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20180828125605-645_UnderstandingDigitalStrategy.mp3" length="26286858" type="audio/mpeg" /> </item> <item><title>Managing Someone Who’s Too Collaborative</title><link>https://hbr.org/podcast/2018/08/managing-someone-whos-too-collaborative</link><description>Rebecca Shambaugh, a leadership coach, says being too collaborative can actually hold you back at work. Instead of showing how well you build consensus and work with others, it can look like indecision or failure to prioritize. She explains what to do if you over-collaborate, how to manage someone who does, and offers some advice for women — whose bosses are more likely to see them as overly consensus-driven. Shambaugh is the author of the books "It's Not a Glass Ceiling, It's a Sticky Floor" and "Make Room For Her."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0644</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 21 Aug 2018 12:24:06 -0500</pubDate><itunes:title>Managing Someone Who's Too Collaborative</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Rebecca Shambaugh, a leadership coach, says being too collaborative can actually hold you back at work. Instead of showing how well you build consensus and work with others, it can look like indecision or failure to prioritize. She explains what to do if you over-collaborate, how to manage someone who does, and offers some advice for women — whose bosses are more likely to see them as overly consensus-driven. Shambaugh is the author of the books "It's Not a Glass Ceiling, It's a Sticky Floor" and "Make Room For Her."</itunes:summary><itunes:subtitle /><itunes:episode>644</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1386</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20180821110334-644_ManagingSomeoneWhosTooCollaborative.mp3" length="23002963" type="audio/mpeg" /> </item> <item><title>Networking Myths Dispelled</title><link>https://hbr.org/podcast/2018/08/networking-myths-dispelled</link><description>David Burkus, a professor at Oral Roberts University and author of the book “Friend of a Friend,” explains common misconceptions about networking. First, trading business cards at a networking event doesn’t mean you’re a phony. Second, your most valuable contacts are actually the people you already know. Burkus says some of the most useful networking you can do involves strengthening your ties with old friends and current coworkers.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0643</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 14 Aug 2018 15:38:16 -0500</pubDate><itunes:title>Networking Myths Dispelled</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>David Burkus, a professor at Oral Roberts University and author of the book “Friend of a Friend,” explains common misconceptions about networking. First, trading business cards at a networking event doesn’t mean you’re a phony. Second, your most valuable contacts are actually the people you already know. Burkus says some of the most useful networking you can do involves strengthening your ties with old friends and current coworkers.</itunes:summary><itunes:subtitle /><itunes:episode>643</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1084</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/20180814144123-643_NetworkingMythsDispelled.mp3" length="18181790" type="audio/mpeg" /> </item> <item><title>Designing AI to Make Decisions</title><link>https://hbr.org/podcast/2018/08/designing-ai-to-make-decisions</link><description>Kathryn Hume, VP of integrate.ai, discusses the current boundaries between artificially intelligent machines, and humans. While the power of A.I. can conjure up some of our darkest fears, she says the reality is that there is still a whole lot that A.I. can't do. So far, A.I. is able to accomplish some tasks that humans might need a lot of training for, such as diagnosing cancer. But she says those tasks are actually more simple than we might think - and that algorithms still can't replace emotional intelligence just yet. Plus, A.I. might just help us discover new business opportunities we didn't know existed.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0642</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Fri, 10 Aug 2018 13:00:49 -0500</pubDate><itunes:title>Designing AI to Make Decisions</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Kathryn Hume, VP of integrate.ai, discusses the current boundaries between artificially intelligent machines, and humans. While the power of A.I. can conjure up some of our darkest fears, she says the reality is that there is still a whole lot that A.I. can't do. So far, A.I. is able to accomplish some tasks that humans might need a lot of training for, such as diagnosing cancer. But she says those tasks are actually more simple than we might think - and that algorithms still can't replace emotional intelligence just yet. Plus, A.I. might just help us discover new business opportunities we didn't know existed.</itunes:summary><itunes:subtitle /><itunes:episode>642</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1532</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201808081431021432.mp3" length="24620038" type="audio/mpeg" /> </item> <item><title>Why Opening Up at Work Is Harder for Minorities</title><link>https://hbr.org/podcast/2018/08/why-opening-up-at-work-is-harder-for-minorities</link><description>Katherine Phillips, a professor at Columbia Business School, discusses research showing that African-Americans are often reluctant to tell their white colleagues about their personal lives — and that it hurts their careers. She says people should expect and welcome differences at work, and she gives practical advice for strengthening connections among colleagues of different racial backgrounds. Phillips is a coauthor of the article “Diversity and Authenticity,” in the March–April 2018 issue of Harvard Business Review.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0641</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 07 Aug 2018 13:23:38 -0500</pubDate><itunes:title>Why Opening Up at Work Is Harder for Minorities</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Katherine Phillips, a professor at Columbia Business School, discusses research showing that African-Americans are often reluctant to tell their white colleagues about their personal lives — and that it hurts their careers. She says people should expect and welcome differences at work, and she gives practical advice for strengthening connections among colleagues of different racial backgrounds. Phillips is a coauthor of the article “Diversity and Authenticity,” in the March–April 2018 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>641</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1356</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201808071146531431.mp3" length="22501837" type="audio/mpeg" /> </item> <item><title>Learning from GE’s Stumbles</title><link>https://hbr.org/podcast/2018/07/learning-from-ges-stumbles</link><description>Roger Martin, a professor at the University of Toronto’s Rotman School of Management, offers two main reasons General Electric has lost its competitiveness. GE’s stock has been removed from the Dow Jones Industrial Average. Martin blames pressures from activist investors as well as a short-sighted mergers and acquisitions strategy. He’s the author of “GE’s Fall Has Been Accelerated by Two Problems. Most Other Big Companies Face Them, Too.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0640</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 31 Jul 2018 15:30:39 -0500</pubDate><itunes:title>Learning from GE's Stumbles</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Roger Martin, a professor at the University of Toronto’s Rotman School of Management, offers two main reasons General Electric has lost its competitiveness. GE’s stock has been removed from the Dow Jones Industrial Average. Martin blames pressures from activist investors as well as a short-sighted mergers and acquisitions strategy. He’s the author of “GE’s Fall Has Been Accelerated by Two Problems. Most Other Big Companies Face Them, Too.”</itunes:summary><itunes:subtitle /><itunes:episode>640</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>995</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201807311419561430.mp3" length="17327064" type="audio/mpeg" /> </item> <item><title>Turning Purpose Into Performance</title><link>https://hbr.org/podcast/2018/07/turning-purpose-into-performance</link><description>Gerry Anderson, the CEO of DTE Energy, and Robert Quinn and Anjan Thakor, professors at the University of Michigan’s Ross School of Business and the Olin Business School at Washington University, respectively, discuss how an aspirational mission can motivate employees and improve performance. Anderson talks about his own experience. Quinn and Thakor explain their research showing how leaders can foster a sense of purpose that sharpens competitiveness. They wrote the article “Creating a Purpose-Driven Organization” in the July-August 2018 issue of Harvard Business Review.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0639</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 24 Jul 2018 15:36:31 -0500</pubDate><itunes:title>Turning Purpose Into Performance</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Gerry Anderson, the CEO of DTE Energy, and Robert Quinn and Anjan Thakor, professors at the University of Michigan’s Ross School of Business and the Olin Business School at Washington University, respectively, discuss how an aspirational mission can motivate employees and improve performance. Anderson talks about his own experience. Quinn and Thakor explain their research showing how leaders can foster a sense of purpose that sharpens competitiveness. They wrote the article “Creating a Purpose-Driven Organization” in the July-August 2018 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>639</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1610</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201807241453021428.mp3" length="25887764" type="audio/mpeg" /> </item> <item><title>The 2 Types of Respect Leaders Must Show</title><link>https://hbr.org/podcast/2018/07/the-2-types-of-respect-leaders-must-show</link><description>Kristie Rogers, an assistant professor of management at Marquette University, has identified a free and abundant resource most leaders aren’t giving employees enough of: respect. She explains the two types of workplace respect, how to communicate them, and what happens when you don't foster both. Rogers is the author of the article “Do Your Employees Feel Respected?” in the July–August 2018 issue of Harvard Business Review.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0638</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 17 Jul 2018 16:46:31 -0500</pubDate><itunes:title>The 2 Types of Respect Leaders Must Show</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Kristie Rogers, an assistant professor of management at Marquette University, has identified a free and abundant resource most leaders aren’t giving employees enough of: respect. She explains the two types of workplace respect, how to communicate them, and what happens when you don't foster both. Rogers is the author of the article “Do Your Employees Feel Respected?” in the July–August 2018 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>638</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1414</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201807171538231427.mp3" length="23393336" type="audio/mpeg" /> </item> <item><title>How Some Companies Beat the Competition… For Centuries</title><link>https://hbr.org/podcast/2018/07/how-some-companies-beat-the-competition-for-centuries</link><description>Howard Yu, Lego Professor of Management and Innovation at IMD Business School in Switzerland, discusses how the industrial cluster in the Swiss city of Basel is a unique example of enduring competitive advantage. He explains how early dye makers were able to continually jump to new capabilities and thrive for generations. He says the story of those companies offers a counter-narrative to the pessimistic view that unless your company is Google or Apple, you can’t stay ahead of the competition for long. Yu is the author of “LEAP: How to Thrive in a World Where Everything Can Be Copied.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0637</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 10 Jul 2018 15:42:15 -0500</pubDate><itunes:title>How Some Companies Beat the Competition... For Centuries</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Howard Yu, Lego Professor of Management and Innovation at IMD Business School in Switzerland, discusses how the industrial cluster in the Swiss city of Basel is a unique example of enduring competitive advantage. He explains how early dye makers were able to continually jump to new capabilities and thrive for generations. He says the story of those companies offers a counter-narrative to the pessimistic view that unless your company is Google or Apple, you can’t stay ahead of the competition for long. Yu is the author of “LEAP: How to Thrive in a World Where Everything Can Be Copied.”</itunes:summary><itunes:subtitle /><itunes:episode>637</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1226</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201807101434331425.mp3" length="23328182" type="audio/mpeg" /> </item> <item><title>Architect Daniel Libeskind on Working Unconventionally</title><link>https://hbr.org/podcast/2018/07/architect-daniel-libeskind-on-working-unconventionally</link><description>Daniel Libeskind, a former academic turned architect and urban designer, discusses his unorthodox career path and repeat success at high-profile, emotionally charged projects. He also talks about his unusual creative process and shares tips for collaborating and managing emotions and expectations of multiple stakeholders. Libeskind was interviewed for the July-August 2018 issue of Harvard Business Review. </description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0636</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 03 Jul 2018 12:09:30 -0500</pubDate><itunes:title>Architect Daniel Libeskind on Working Unconventionally</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Daniel Libeskind, a former academic turned architect and urban designer, discusses his unorthodox career path and repeat success at high-profile, emotionally charged projects. He also talks about his unusual creative process and shares tips for collaborating and managing emotions and expectations of multiple stakeholders. Libeskind was interviewed for the July-August 2018 issue of Harvard Business Review. </itunes:summary><itunes:subtitle /><itunes:episode>636</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1226</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201807031033441424.mp3" length="21412224" type="audio/mpeg" /> </item> <item><title>When India Killed Off Cash Overnight</title><link>https://hbr.org/podcast/2018/06/when-india-killed-off-cash-overnight</link><description>Bhaskar Chakravorti, the dean of global business at The Fletcher School at Tufts University, analyzes the economic impact of India’s unprecedented demonetization move in 2016. With no advance warning, India pulled the two largest banknotes from circulation, notes that accounted for 86% of cash transactions in a country where most payments happen in cash. Chakravorti discusses the impact on consumers, businesses, and digital payment providers, and whether Indian policymakers reached their anti-corruption goals. He’s the author of the article “One Year After India Killed Off Cash, Here’s What Other Countries Should Learn From It.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0635</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Wed, 27 Jun 2018 10:31:39 -0500</pubDate><itunes:title>When India Killed Off Cash Overnight</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Bhaskar Chakravorti, the dean of global business at The Fletcher School at Tufts University, analyzes the economic impact of India’s unprecedented demonetization move in 2016. With no advance warning, India pulled the two largest banknotes from circulation, notes that accounted for 86% of cash transactions in a country where most payments happen in cash. Chakravorti discusses the impact on consumers, businesses, and digital payment providers, and whether Indian policymakers reached their anti-corruption goals. He’s the author of the article “One Year After India Killed Off Cash, Here’s What Other Countries Should Learn From It.”</itunes:summary><itunes:subtitle /><itunes:episode>635</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1418</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201806270955521422.mp3" length="23076697" type="audio/mpeg" /> </item> <item><title>Getting People to Help You</title><link>https://hbr.org/podcast/2018/06/getting-people-to-help-you</link><description>Heidi Grant, a social psychologist, explains the right ways and wrong ways to ask colleagues for help. She says people are much more likely to lend us a hand than we think they are; they just want it to be a rewarding experience. Grant is the author of “Reinforcements: How to Get People to Help You.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0634</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 19 Jun 2018 15:04:33 -0500</pubDate><itunes:title>Getting People to Help You</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Heidi Grant, a social psychologist, explains the right ways and wrong ways to ask colleagues for help. She says people are much more likely to lend us a hand than we think they are; they just want it to be a rewarding experience. Grant is the author of “Reinforcements: How to Get People to Help You.”</itunes:summary><itunes:subtitle /><itunes:episode>634</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1291</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201806191344021380.mp3" length="21858158" type="audio/mpeg" /> </item> <item><title>How to Become More Self-Aware</title><link>https://hbr.org/podcast/2018/06/how-to-become-more-self-aware</link><description>Tasha Eurich, an organizational psychologist and executive coach, talks about why we all should be working on self-awareness. Few people are truly self-aware, she says, and those who are don’t get there through introspection. She explains how to develop self-awareness through the feedback of loving critics and how to mentor someone who isn’t self-aware. Eurich is the author of the book “Insight.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0633</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 12 Jun 2018 14:42:17 -0500</pubDate><itunes:title>How to Become More Self-Aware</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Tasha Eurich, an organizational psychologist and executive coach, talks about why we all should be working on self-awareness. Few people are truly self-aware, she says, and those who are don’t get there through introspection. She explains how to develop self-awareness through the feedback of loving critics and how to mentor someone who isn’t self-aware. Eurich is the author of the book “Insight.”</itunes:summary><itunes:subtitle /><itunes:episode>633</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1157</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201806121332291359.mp3" length="19698149" type="audio/mpeg" /> </item> <item><title>Bill Clinton and James Patterson on Collaboration and Cybersecurity</title><link>https://hbr.org/podcast/2018/06/bill-clinton-and-james-patterson-on-collaboration-and-cybersecurity</link><description>Former U.S. President Bill Clinton and author James Patterson discuss their new novel, The President is Missing, in which a fictional president fights a cybersecurity attack amid intense political dysfunction. The coauthors share their lessons for collaborating across disparate skillsets — “clarity on the objective” and “don’t be afraid to admit what you don’t know.” They also talk about their research into cybersecurity threats and how realistic their thriller scenario could be.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0632</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 05 Jun 2018 10:51:15 -0500</pubDate><itunes:title>Bill Clinton and James Patterson on Collaboration and Cybersecurity</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Former U.S. President Bill Clinton and author James Patterson discuss their new novel, The President is Missing, in which a fictional president fights a cybersecurity attack amid intense political dysfunction. The coauthors share their lessons for collaborating across disparate skillsets — “clarity on the objective” and “don’t be afraid to admit what you don’t know.” They also talk about their research into cybersecurity threats and how realistic their thriller scenario could be.</itunes:summary><itunes:subtitle /><itunes:episode>632</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>915</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201806041707271357.mp3" length="16481154" type="audio/mpeg" /> </item> <item><title>Ask Better Questions</title><link>https://hbr.org/podcast/2018/05/ask-better-questions</link><description>Leslie K. John and Alison Wood Brooks, professors at Harvard Business School, say people in business can be more successful by asking more and better questions. They talk through what makes for a great question, whether you’re looking to get information or get someone to like you. They’re the coauthors of the article, “The Surprising Power of Questions,” in the May–June 2018 issue of Harvard Business Review.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0631</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 29 May 2018 17:16:46 -0500</pubDate><itunes:title>Ask Better Questions</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Leslie K. John and Alison Wood Brooks, professors at Harvard Business School, say people in business can be more successful by asking more and better questions. They talk through what makes for a great question, whether you’re looking to get information or get someone to like you. They’re the coauthors of the article, “The Surprising Power of Questions,” in the May–June 2018 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>631</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1326</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201805291007031345.mp3" length="23058531" type="audio/mpeg" /> </item> <item><title>How AI Is Making Prediction Cheaper</title><link>https://hbr.org/podcast/2018/05/how-ai-is-making-prediction-cheaper</link><description>Avi Goldfarb, a professor at the University of Toronto’s Rotman School of Management, explains the economics of machine learning, a branch of artificial intelligence that makes predictions. He says as prediction gets cheaper and better, machines are going to be doing more of it. That means businesses — and individual workers — need to figure out how to take advantage of the technology to stay competitive. Goldfarb is the coauthor of the book “Prediction Machines: The Simple Economics of Artificial Intelligence.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0630</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 22 May 2018 16:34:21 -0500</pubDate><itunes:title>How AI Is Making Prediction Cheaper</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Avi Goldfarb, a professor at the University of Toronto’s Rotman School of Management, explains the economics of machine learning, a branch of artificial intelligence that makes predictions. He says as prediction gets cheaper and better, machines are going to be doing more of it. That means businesses — and individual workers — need to figure out how to take advantage of the technology to stay competitive. Goldfarb is the coauthor of the book “Prediction Machines: The Simple Economics of Artificial Intelligence.”</itunes:summary><itunes:subtitle /><itunes:episode>630</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1361</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201805221636251338.mp3" length="23619029" type="audio/mpeg" /> </item> <item><title>Dual-Career Couples Are Forcing Firms to Rethink Talent Management</title><link>https://hbr.org/podcast/2018/05/dual-career-couples-are-forcing-firms-to-rethink-talent-management</link><description>Jennifer Petriglieri, an assistant professor of organizational behavior at INSEAD, asks company leaders to consider whether they really need to relocate their high-potential employees or make them travel so much. She says moving around is particularly hard on dual-career couples. And if workers can't set boundaries around mobility and flexibility, she argues, firms lose out on talent. Petriglieri is the author of the HBR article “Talent Management and the Dual-Career Couple.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0629</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 15 May 2018 13:34:25 -0500</pubDate><itunes:title>Dual-Career Couples Are Forcing Firms to Rethink Talent Management</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jennifer Petriglieri, an assistant professor of organizational behavior at INSEAD, asks company leaders to consider whether they really need to relocate their high-potential employees or make them travel so much. She says moving around is particularly hard on dual-career couples. And if workers can't set boundaries around mobility and flexibility, she argues, firms lose out on talent. Petriglieri is the author of the HBR article “Talent Management and the Dual-Career Couple.”</itunes:summary><itunes:subtitle /><itunes:episode>629</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1531</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201805151117311336.mp3" length="26348334" type="audio/mpeg" /> </item> <item><title>Choosing a Strategy for Your Startup</title><link>https://hbr.org/podcast/2018/05/choosing-a-strategy-for-your-startup</link><description>Joshua Gans, a professor at the University of Toronto’s Rotman School of Management, advises against trying to commercialize a new technology or product before considering all the strategic options. He talks through some questions entrepreneurs should ask themselves — like, collaborate or compete? — and outlines a framework he and his fellow researchers have found to work best for startups. Gans is the coauthor of the article “Do Entrepreneurs Need a Strategy?”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0628</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 08 May 2018 13:24:18 -0500</pubDate><itunes:title>Choosing a Strategy for Your Startup</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Joshua Gans, a professor at the University of Toronto’s Rotman School of Management, advises against trying to commercialize a new technology or product before considering all the strategic options. He talks through some questions entrepreneurs should ask themselves — like, collaborate or compete? — and outlines a framework he and his fellow researchers have found to work best for startups. Gans is the coauthor of the article “Do Entrepreneurs Need a Strategy?”</itunes:summary><itunes:subtitle /><itunes:episode>628</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1255</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201805081126301326.mp3" length="21930475" type="audio/mpeg" /> </item> <item><title>Use Learning to Engage Your Team</title><link>https://hbr.org/podcast/2018/05/use-learning-to-engage-your-team</link><description>Whitney Johnson, an executive coach, argues that on-the-job learning is the key to keeping people motivated. When managers understand that, and understand where the people they manage are on their individual learning curve — the low end, the sweet spot, or the high end — employees are engaged, productive, and innovative. Johnson is the author of the book “Build an A-Team: Play to Their Strengths and Lead Them Up the Learning Curve.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0627</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 01 May 2018 10:47:12 -0500</pubDate><itunes:title>Use Learning to Engage Your Team</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Whitney Johnson, an executive coach, argues that on-the-job learning is the key to keeping people motivated. When managers understand that, and understand where the people they manage are on their individual learning curve — the low end, the sweet spot, or the high end — employees are engaged, productive, and innovative. Johnson is the author of the book “Build an A-Team: Play to Their Strengths and Lead Them Up the Learning Curve.”</itunes:summary><itunes:subtitle /><itunes:episode>627</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1460</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201804301706281324.mp3" length="25204345" type="audio/mpeg" /> </item> <item><title>Why Technical Experts Make Great Leaders</title><link>https://hbr.org/podcast/2018/04/why-technical-experts-make-great-leaders</link><description>Amanda Goodall, a senior lecturer at Cass Business School in London, argues that the best leaders are technical experts, not general managers. She discusses her research findings about doctors who head up hospitals, scholars who lead universities, and all-star basketball players who go on to manage teams. She also gives advice for what to do if you’re a generalist managing experts or an expert managed by a generalist. Goodall is the co-author of the HBR articles “If Your Boss Could Do Your Job, You’re More Likely to Be Happy at Work” and “Why the Best Hospitals Are Managed by Doctors.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0626</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 24 Apr 2018 14:07:49 -0500</pubDate><itunes:title>Why Technical Experts Make Great Leaders</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amanda Goodall, a senior lecturer at Cass Business School in London, argues that the best leaders are technical experts, not general managers. She discusses her research findings about doctors who head up hospitals, scholars who lead universities, and all-star basketball players who go on to manage teams. She also gives advice for what to do if you’re a generalist managing experts or an expert managed by a generalist. Goodall is the co-author of the HBR articles “If Your Boss Could Do Your Job, You’re More Likely to Be Happy at Work” and “Why the Best Hospitals Are Managed by Doctors.”</itunes:summary><itunes:subtitle /><itunes:episode>626</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1248</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201804241116231323.mp3" length="21809271" type="audio/mpeg" /> </item> <item><title>How AI Can Improve How We Work</title><link>https://hbr.org/podcast/2018/04/how-ai-can-improve-how-we-work</link><description>Paul Daugherty and James Wilson, senior technology leaders at Accenture, argue that robots and smarter computers aren't coming for our jobs. They talk about companies that are already giving employees access to artificial intelligence to strengthen their skills. They also give examples of new roles for people in an AI workplace. Daugherty and Wilson are the authors of the new book “Human + Machine: Reimagining Work in the Age of AI.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0625</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 17 Apr 2018 11:55:34 -0500</pubDate><itunes:title>How AI Can Improve How We Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Paul Daugherty and James Wilson, senior technology leaders at Accenture, argue that robots and smarter computers aren't coming for our jobs. They talk about companies that are already giving employees access to artificial intelligence to strengthen their skills. They also give examples of new roles for people in an AI workplace. Daugherty and Wilson are the authors of the new book “Human + Machine: Reimagining Work in the Age of AI.”</itunes:summary><itunes:subtitle /><itunes:episode>625</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1173</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201804171123501302.mp3" length="20615569" type="audio/mpeg" /> </item> <item><title>You May Be a Workaholic If</title><link>https://hbr.org/podcast/2018/04/you-may-be-a-workaholic-if</link><description>Nancy Rothbard, a professor of management at the University of Pennsylvania’s Wharton School, draws a distinction between workaholism and working long hours. She explains the health consequences of being addicted to your work. She also gives practical advice for managing work addiction, whether it’s you who’s suffering, your direct report, boss, peer, or partner. Rothbard is the coauthor of the HBR article "How Being a Workaholic Differs from Working Long Hours — and Why That Matters for Your Health."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0624</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Wed, 11 Apr 2018 10:22:26 -0500</pubDate><itunes:title>You May Be a Workaholic If</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Nancy Rothbard, a professor of management at the University of Pennsylvania’s Wharton School, draws a distinction between workaholism and working long hours. She explains the health consequences of being addicted to your work. She also gives practical advice for managing work addiction, whether it’s you who’s suffering, your direct report, boss, peer, or partner. Rothbard is the coauthor of the HBR article "How Being a Workaholic Differs from Working Long Hours — and Why That Matters for Your Health."</itunes:summary><itunes:subtitle /><itunes:episode>624</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1360</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201804101231131301.mp3" length="23529462" type="audio/mpeg" /> </item> <item><title>Make Work Engaging Again</title><link>https://hbr.org/podcast/2018/04/make-work-engaging-again</link><description>Dan Cable, a professor of organizational behavior at London Business School, explains why people often lose their enthusiasm for their work and how leaders can help them get it back. He says we shouldn’t forget that as humans we all need to explore and have purpose — and without that, we languish. Cable offers ideas for restoring people’s passion for their jobs. He’s the author of “Alive at Work: The Neuroscience of Helping Your People Love What They Do.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0623</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 03 Apr 2018 15:28:49 -0500</pubDate><itunes:title>Make Work Engaging Again</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Dan Cable, a professor of organizational behavior at London Business School, explains why people often lose their enthusiasm for their work and how leaders can help them get it back. He says we shouldn’t forget that as humans we all need to explore and have purpose — and without that, we languish. Cable offers ideas for restoring people’s passion for their jobs. He’s the author of “Alive at Work: The Neuroscience of Helping Your People Love What They Do.”</itunes:summary><itunes:subtitle /><itunes:episode>623</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1335</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201804031450081299.mp3" length="23206495" type="audio/mpeg" /> </item> <item><title>Why CEOs Are Taking a Stand</title><link>https://hbr.org/podcast/2018/03/why-ceos-are-taking-a-stand</link><description>Professors Michael Toffel, of Harvard Business School, and Aaron Chatterji, of Duke’s Fuqua School of Business, discuss the emerging phenomenon of CEO activism. They explain how political polarization in the U.S. and employee expectations around company values are pushing corporate leaders to enter into controversial political and social debates. Toffel and Chatterji are the coauthors of the HBR article “Divided We Lead.” We also hear from PayPal CEO Dan Schulman, who talks about standing up for transgender rights and what he tells other CEOs who ask his advice on taking on an activist role.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0622</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 27 Mar 2018 15:32:12 -0500</pubDate><itunes:title>Why CEOs Are Taking a Stand</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Professors Michael Toffel, of Harvard Business School, and Aaron Chatterji, of Duke’s Fuqua School of Business, discuss the emerging phenomenon of CEO activism. They explain how political polarization in the U.S. and employee expectations around company values are pushing corporate leaders to enter into controversial political and social debates. Toffel and Chatterji are the coauthors of the HBR article “Divided We Lead.” We also hear from PayPal CEO Dan Schulman, who talks about standing up for transgender rights and what he tells other CEOs who ask his advice on taking on an activist role.</itunes:summary><itunes:subtitle /><itunes:episode>622</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1809</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201803271453261287.mp3" length="30798724" type="audio/mpeg" /> </item> <item><title>Leading with Less Ego</title><link>https://hbr.org/podcast/2018/03/leading-with-less-ego</link><description>Rasmus Hougaard and Jacqueline Carter, of the global consulting firm Potential Project, make their case for mindfulness, selflessness, and compassion in leadership. Their survey of 30,000 leaders showed those characteristics are foundational — and often missing from leadership development programs. Practicing self-awareness, they say, leads to more focused and more people-focused organizations. They’re the authors of the new book, “The Mind of the Leader: How to Lead Yourself, Your People, and Your Organization for Extraordinary Results."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0621</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Wed, 21 Mar 2018 10:13:36 -0500</pubDate><itunes:title>Leading with Less Ego</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Rasmus Hougaard and Jacqueline Carter, of the global consulting firm Potential Project, make their case for mindfulness, selflessness, and compassion in leadership. Their survey of 30,000 leaders showed those characteristics are foundational — and often missing from leadership development programs. Practicing self-awareness, they say, leads to more focused and more people-focused organizations. They’re the authors of the new book, “The Mind of the Leader: How to Lead Yourself, Your People, and Your Organization for Extraordinary Results."</itunes:summary><itunes:subtitle /><itunes:episode>621</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1194</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201803210917351285.mp3" length="20954943" type="audio/mpeg" /> </item> <item><title>McKinsey’s Head on Why Corporate Sustainability Efforts Are Falling Short</title><link>https://hbr.org/podcast/2018/03/mckinseys-head-on-why-corporate-sustainability-efforts-are-falling-short</link><description>Dominic Barton, the global managing partner of McKinsey&Company, discusses the firm’s sustainability efforts. He talks about the wake-up call he got about sustainability and how he tries to convince CEOs hesitant to make it part of their business model that doing so will improve company performance. He says he sees companies thinking about the environment. “But the speed and scale of what we need to do — I don’t think it’s sufficient.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0620</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 13 Mar 2018 11:53:41 -0500</pubDate><itunes:title>McKinsey's Head on Why Corporate Sustainability Efforts Are Falling Short</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Dominic Barton, the global managing partner of McKinsey&Company, discusses the firm’s sustainability efforts. He talks about the wake-up call he got about sustainability and how he tries to convince CEOs hesitant to make it part of their business model that doing so will improve company performance. He says he sees companies thinking about the environment. “But the speed and scale of what we need to do — I don’t think it’s sufficient.”</itunes:summary><itunes:subtitle /><itunes:episode>620</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1054</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201803131101451270.mp3" length="18716824" type="audio/mpeg" /> </item> <item><title>Harvard’s President on Leading During a Time of Change</title><link>https://hbr.org/podcast/2018/03/harvards-president-on-leading-during-a-time-of-change</link><description>Drew Gilpin Faust, the president of Harvard University, talks about leading the institution through a decade of change, from the financial crisis to the Trump era. Faust discusses how communicating as a leader is different from communicating as an expert, the surprising ways her study of U.S. Civil War history prepared her for the top job, and what it's like to be the first female president in the University's four-century history.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0619</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Wed, 07 Mar 2018 13:25:21 -0500</pubDate><itunes:title>Harvard's President on Leading During a Time of Change</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Drew Gilpin Faust, the president of Harvard University, talks about leading the institution through a decade of change, from the financial crisis to the Trump era. Faust discusses how communicating as a leader is different from communicating as an expert, the surprising ways her study of U.S. Civil War history prepared her for the top job, and what it's like to be the first female president in the University's four-century history.</itunes:summary><itunes:subtitle /><itunes:episode>619</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1785</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201803070958311264.mp3" length="30415901" type="audio/mpeg" /> </item> <item><title>Make Tools Like Slack Work for Your Company</title><link>https://hbr.org/podcast/2018/02/make-tools-like-slack-work-for-your-company</link><description>Tsedal Neeley, a professor at Harvard Business School, and Paul Leonardi, a management professor at UC Santa Barbara, talk about the potential that applications such as Slack, Yammer, and Microsoft Teams have for strengthening employee collaboration, productivity, and organizational culture. They discuss their research showing how effective these tools can be and warn about common traps companies face when they implement them. Neeley and Leonardi are co-authors of the article "What Managers Need to Know About Social Tools" in the November-December 2017 issue of Harvard Business Review.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0618</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 27 Feb 2018 18:48:04 -0500</pubDate><itunes:title>Make Tools Like Slack Work for Your Company</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Tsedal Neeley, a professor at Harvard Business School, and Paul Leonardi, a management professor at UC Santa Barbara, talk about the potential that applications such as Slack, Yammer, and Microsoft Teams have for strengthening employee collaboration, productivity, and organizational culture. They discuss their research showing how effective these tools can be and warn about common traps companies face when they implement them. Neeley and Leonardi are co-authors of the article "What Managers Need to Know About Social Tools" in the November-December 2017 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>618</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2001</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201802271622301262.mp3" length="33863217" type="audio/mpeg" /> </item> <item><title>The CEO of Merck on Race, Leadership, and High Drug Prices</title><link>https://hbr.org/podcast/2018/02/the-ceo-of-merck-on-race-leadership-and-high-drug-prices</link><description>Kenneth Frazier, the CEO of the pharmaceutical company known as MSD outside of North America, discusses his upbringing and how it influences his leadership as chief executive. He is one of the few African-American CEOs in the Fortune 500, and shot to prominence after resigning from a council advising the Trump White House. Frazier discusses the importance of values in leadership and how Merck thinks about R&D and drug prices.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0617</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Mon, 19 Feb 2018 09:45:50 -0500</pubDate><itunes:title>The CEO of Merck on Race, Leadership, and High Drug Prices</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Kenneth Frazier, the CEO of the pharmaceutical company known as MSD outside of North America, discusses his upbringing and how it influences his leadership as chief executive. He is one of the few African-American CEOs in the Fortune 500, and shot to prominence after resigning from a council advising the Trump White House. Frazier discusses the importance of values in leadership and how Merck thinks about R&D and drug prices.</itunes:summary><itunes:subtitle /><itunes:episode>617</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1779</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201802161616151247.mp3" length="30313923" type="audio/mpeg" /> </item> <item><title>The Future of MBA Education</title><link>https://hbr.org/podcast/2018/02/the-future-of-mba-education</link><description>Scott DeRue, the dean of University of Michigan's Ross School of Business, says the old model of business school education is gone. It's no longer good enough to sequester yourself on campus for two years before heading out into the world of commerce. DeRue discusses how the perceived value of an MBA education is changing in the digital era, and how MBA programs are innovating in response to individual and company demands.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0616</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Wed, 14 Feb 2018 14:50:07 -0500</pubDate><itunes:title>The Future of MBA Education</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Scott DeRue, the dean of University of Michigan's Ross School of Business, says the old model of business school education is gone. It's no longer good enough to sequester yourself on campus for two years before heading out into the world of commerce. DeRue discusses how the perceived value of an MBA education is changing in the digital era, and how MBA programs are innovating in response to individual and company demands.</itunes:summary><itunes:subtitle /><itunes:episode>616</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1304</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201802141412041246.mp3" length="22712050" type="audio/mpeg" /> </item> <item><title>Introducing Dear HBR:</title><link>https://hbr.org/podcast/2018/02/introducing-dear-hbr</link><description>What should you do when you become the boss? HBR's new advice podcast Dear HBR: has the answers. In this bonus episode, Dear HBR: co-hosts Alison Beard and Dan McGinn answer your questions with the help of Harvard Business School professor Alison Wood Brooks, an expert on behavioral insights. They talk through what to do when your direct reports are older than you, how to be a likeable leader, and what to say if you're not ready to be in charge.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0615b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Fri, 09 Feb 2018 14:12:42 -0500</pubDate><itunes:title>Introducing Dear HBR:</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>What should you do when you become the boss? HBR's new advice podcast Dear HBR: has the answers. In this bonus episode, Dear HBR: co-hosts Alison Beard and Dan McGinn answer your questions with the help of Harvard Business School professor Alison Wood Brooks, an expert on behavioral insights. They talk through what to do when your direct reports are older than you, how to be a likeable leader, and what to say if you're not ready to be in charge.</itunes:summary><itunes:subtitle /><itunes:episodeType>full</itunes:episodeType><itunes:duration>2136</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201802091346291235.mp3" length="37037627" type="audio/mpeg" /> </item> <item><title>Does Your Firm See You as a High Potential?</title><link>https://hbr.org/podcast/2018/02/does-your-firm-see-you-as-a-high-potential</link><description>Jay Conger, a leadership professor at Claremont McKenna College, goes behind the scenes to show how you can get on, and stay on, your company's fast track. He demystifies how companies (often very secretly) develop and update their list of high-potential employees. And he discusses five critical "X factors" his research has shown are common to high-potential employees. Conger is the co-author of the new book, "The High Potential's Advantage: Get Noticed, Impress Your Bosses, and Become a Top Leader."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0615</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 06 Feb 2018 17:55:53 -0500</pubDate><itunes:title>Does Your Firm See You as a High Potential?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jay Conger, a leadership professor at Claremont McKenna College, goes behind the scenes to show how you can get on, and stay on, your company's fast track. He demystifies how companies (often very secretly) develop and update their list of high-potential employees. And he discusses five critical "X factors" his research has shown are common to high-potential employees. Conger is the co-author of the new book, "The High Potential's Advantage: Get Noticed, Impress Your Bosses, and Become a Top Leader."</itunes:summary><itunes:subtitle /><itunes:episode>615</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1496</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201802061726191224.mp3" length="25779050" type="audio/mpeg" /> </item> <item><title>Women at Work: Make Yourself Heard</title><link>https://hbr.org/podcast/2018/01/women-at-work-make-yourself-heard</link><description>In this special episode, HBR IdeaCast host Sarah Green Carmichael introduces Harvard Business Review’s new podcast “Women at Work,” about women’s experiences in the workplace. This episode about being heard tackles three aspects of communication: first, how and why women’s speech patterns differ from men’s; second, how women can be more assertive in meetings; and third, how women can deal with interrupters (since the science shows women get interrupted more often than men do). Guests: Deborah Tannen, Jill Flynn, and Amy Gallo.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0614</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 30 Jan 2018 18:13:42 -0500</pubDate><itunes:title>Women at Work: Make Yourself Heard</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>In this special episode, HBR IdeaCast host Sarah Green Carmichael introduces Harvard Business Review’s new podcast “Women at Work,” about women’s experiences in the workplace. This episode about being heard tackles three aspects of communication: first, how and why women’s speech patterns differ from men’s; second, how women can be more assertive in meetings; and third, how women can deal with interrupters (since the science shows women get interrupted more often than men do). Guests: Deborah Tannen, Jill Flynn, and Amy Gallo.</itunes:summary><itunes:subtitle /><itunes:episode>614</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2764</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201801301731391222.mp3" length="44714721" type="audio/mpeg" /> </item> <item><title>Controlling Your Emotions During a Negotiation</title><link>https://hbr.org/podcast/2018/01/controlling-your-emotions-during-a-negotiation</link><description>Moshe Cohen, a senior lecturer at Boston University's Questrom School of Business, says you can't take the emotion out of a negotiation. After all, negotiations revolve around conflict, risk, and reward — which are inherently emotional. Instead of sidelining your feelings, understand them. Cohen explains how to understand your triggers and use your emotions and those of your counterparts to your advantage.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0613</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 23 Jan 2018 18:00:53 -0500</pubDate><itunes:title>Controlling Your Emotions During a Negotiation</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Moshe Cohen, a senior lecturer at Boston University's Questrom School of Business, says you can't take the emotion out of a negotiation. After all, negotiations revolve around conflict, risk, and reward — which are inherently emotional. Instead of sidelining your feelings, understand them. Cohen explains how to understand your triggers and use your emotions and those of your counterparts to your advantage.</itunes:summary><itunes:subtitle /><itunes:episode>613</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1531</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201801241617511209.mp3" length="26347900" type="audio/mpeg" /> </item> <item><title>For Better Customer Service, Offer Options, Not Apologies</title><link>https://hbr.org/podcast/2018/01/for-better-customer-service-offer-options-not-apologies</link><description>Jagdip Singh, a professor of marketing at the Weatherhead School of Management at Case Western Reserve University, explains his research team’s new findings about customer satisfaction. He says apologizing is often counterproductive and that offering customers different possible solutions is usually more effective. He discusses what companies can do to help service representatives lead interactions that leave a customer satisfied—whether or not the problem has been solved. Singh’s research is featured in the article "‘Sorry’ Is Not Enough" in the January–February 2018 issue of Harvard Business Review.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0612</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 16 Jan 2018 17:27:31 -0500</pubDate><itunes:title>For Better Customer Service, Offer Options, Not Apologies</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jagdip Singh, a professor of marketing at the Weatherhead School of Management at Case Western Reserve University, explains his research team’s new findings about customer satisfaction. He says apologizing is often counterproductive and that offering customers different possible solutions is usually more effective. He discusses what companies can do to help service representatives lead interactions that leave a customer satisfied—whether or not the problem has been solved. Singh’s research is featured in the article "‘Sorry’ Is Not Enough" in the January–February 2018 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>612</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1677</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201801161701371202.mp3" length="28721212" type="audio/mpeg" /> </item> <item><title>Why Leaders Should Make a Habit of Teaching</title><link>https://hbr.org/podcast/2018/01/why-leaders-should-make-a-habit-of-teaching</link><description>Sydney Finkelstein, a professor of management at the Tuck School of Business at Dartmouth College, encourages leaders to approach their direct reports like teachers. As Finkelstein explains, being a teacher-leader means continually meeting face to face with employees to communicate lessons about professionalism, points of craft, and life. He says it’s easy to try and that teaching is one of the best ways to motivate people and improve their performance. Finkelstein is the author of “The Best Leaders Are Great Teachers” in the January–February 2018 issue of Harvard Business Review.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0611</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 09 Jan 2018 17:36:19 -0500</pubDate><itunes:title>Why Leaders Should Make a Habit of Teaching</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Sydney Finkelstein, a professor of management at the Tuck School of Business at Dartmouth College, encourages leaders to approach their direct reports like teachers. As Finkelstein explains, being a teacher-leader means continually meeting face to face with employees to communicate lessons about professionalism, points of craft, and life. He says it’s easy to try and that teaching is one of the best ways to motivate people and improve their performance. Finkelstein is the author of “The Best Leaders Are Great Teachers” in the January–February 2018 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>611</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1162</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201801091709191197.mp3" length="20494925" type="audio/mpeg" /> </item> <item><title>Hiring the Best People</title><link>https://hbr.org/podcast/2018/01/hiring-the-best-people</link><description>Patty McCord, Netflix’s former Chief Talent Officer, sees hiring as constant matchmaking. Building a team of people that gets amazing work done, she says, requires managers to really know what they need, and for HR to actually understand the workings of the business. She says money should not be the reason someone leaves and that we should stop using words like “poaching” and “firing.” McCord is the author of “How to Hire,” in the January–February 2018 issue of Harvard Business Review.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0610</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 02 Jan 2018 17:06:42 -0500</pubDate><itunes:title>Hiring the Best People</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Patty McCord, Netflix’s former Chief Talent Officer, sees hiring as constant matchmaking. Building a team of people that gets amazing work done, she says, requires managers to really know what they need, and for HR to actually understand the workings of the business. She says money should not be the reason someone leaves and that we should stop using words like “poaching” and “firing.” McCord is the author of “How to Hire,” in the January–February 2018 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>610</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1676</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201801021543481196.mp3" length="28711146" type="audio/mpeg" /> </item> <item><title>Breaking Down the New U.S. Corporate Tax Law</title><link>https://hbr.org/podcast/2017/12/breaking-down-the-new-u-s-corporate-tax-law</link><description>Mihir Desai, a professor of finance at Harvard Business School, breaks down the brand-new U.S. tax law. He says it will affect everything from how corporate assets are financed to how business are structured. He predicts many individuals will lower their tax burdens by setting themselves up as corporations. And he discusses how the law shifts U.S. tax policy toward a territorial system of corporate taxes, one that will affect multinationals and national competitiveness. Finally, Desai explains what he would have done differently with the $1.5 trillion the tax cut is projected to cost.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0609</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 26 Dec 2017 15:42:08 -0500</pubDate><itunes:title>Breaking Down the New U.S. Corporate Tax Law</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Mihir Desai, a professor of finance at Harvard Business School, breaks down the brand-new U.S. tax law. He says it will affect everything from how corporate assets are financed to how business are structured. He predicts many individuals will lower their tax burdens by setting themselves up as corporations. And he discusses how the law shifts U.S. tax policy toward a territorial system of corporate taxes, one that will affect multinationals and national competitiveness. Finally, Desai explains what he would have done differently with the $1.5 trillion the tax cut is projected to cost.</itunes:summary><itunes:subtitle /><itunes:episode>609</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1582</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201712261446101195.mp3" length="27208604" type="audio/mpeg" /> </item> <item><title>Making Unlimited Vacation Time Work</title><link>https://hbr.org/podcast/2017/12/making-unlimited-vacation-time-work</link><description>Aron Ain, the CEO of Kronos Incorporated, explains why unlimited vacation can be in the best interests of employees and the organization. He describes how his software company tracks requests for time off and the conversations he's had with skeptical managers and longtime employees. Ain says the "open vacation" program benefits the business and serves as a template for other companies figuring out how to make unlimited vacation work for them. </description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0608</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Wed, 20 Dec 2017 18:06:53 -0500</pubDate><itunes:title>Making Unlimited Vacation Time Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Aron Ain, the CEO of Kronos Incorporated, explains why unlimited vacation can be in the best interests of employees and the organization. He describes how his software company tracks requests for time off and the conversations he's had with skeptical managers and longtime employees. Ain says the "open vacation" program benefits the business and serves as a template for other companies figuring out how to make unlimited vacation work for them. </itunes:summary><itunes:subtitle /><itunes:episode>608</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1353</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201712201734261194.mp3" length="23545601" type="audio/mpeg" /> </item> <item><title>How Technology Tests Our Trust</title><link>https://hbr.org/podcast/2017/12/how-technology-tests-our-trust</link><description>Rachel Botsman, the author of “Who Can You Trust?", talks about how trust works, whether in relation to robots, companies, or other people. Technology, she says, speeds up the development of trust and can help us decide who to trust. But when it comes to making those decisions, we shouldn’t leave our devices to their own devices.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0607</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 12 Dec 2017 16:39:40 -0500</pubDate><itunes:title>How Technology Tests Our Trust</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Rachel Botsman, the author of “Who Can You Trust?", talks about how trust works, whether in relation to robots, companies, or other people. Technology, she says, speeds up the development of trust and can help us decide who to trust. But when it comes to making those decisions, we shouldn’t leave our devices to their own devices.</itunes:summary><itunes:subtitle /><itunes:episode>607</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1142</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201712121452161180.mp3" length="20173501" type="audio/mpeg" /> </item> <item><title>Box’s CEO on Pivoting to the Enterprise Market</title><link>https://hbr.org/podcast/2017/12/boxs-ceo-on-pivoting-to-the-enterprise-market</link><description>Aaron Levie, the CEO of Box, reflects on the cloud storage company’s entry into the enterprise market. He was skeptical about pivoting away from consumers, and it was challenging. But by staying disciplined with the product and deeply understanding market trends, they've made the strategic shift from B2C to B2B work.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0606</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 05 Dec 2017 14:40:06 -0500</pubDate><itunes:title>Box’s CEO on Pivoting to the Enterprise Market</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Aaron Levie, the CEO of Box, reflects on the cloud storage company’s entry into the enterprise market. He was skeptical about pivoting away from consumers, and it was challenging. But by staying disciplined with the product and deeply understanding market trends, they've made the strategic shift from B2C to B2B work.</itunes:summary><itunes:subtitle /><itunes:episode>606</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1112</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201712051400531179.mp3" length="19684142" type="audio/mpeg" /> </item> <item><title>Why More CEOs Should Be Hired from Within</title><link>https://hbr.org/podcast/2017/11/why-more-ceos-should-be-hired-from-within</link><description>Claudio Fernández-Aráoz, a senior adviser at the global executive search firm Egon Zehnder, makes the case for finding a company’s next CEO inside the firm. But to find the best contenders, organizations have to learn what to look for, how to find it, and how to nurture it. Fernández-Aráoz is the co-author of the new HBR article “Turning Potential into Success: The Missing Link in Leadership Development.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0605</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 28 Nov 2017 17:02:00 -0500</pubDate><itunes:title>Why More CEOs Should Be Hired from Within</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Claudio Fernández-Aráoz, a senior adviser at the global executive search firm Egon Zehnder, makes the case for finding a company’s next CEO inside the firm. But to find the best contenders, organizations have to learn what to look for, how to find it, and how to nurture it. Fernández-Aráoz is the co-author of the new HBR article “Turning Potential into Success: The Missing Link in Leadership Development.”</itunes:summary><itunes:subtitle /><itunes:episode>605</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1110</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201711281359151168.mp3" length="19657751" type="audio/mpeg" /> </item> <item><title>Dow Chemical’s CEO on Running an Environmentally Friendly Multinational</title><link>https://hbr.org/podcast/2017/11/dow-chemicals-ceo-on-running-an-environmentally-friendly-multinational</link><description>Andrew Liveris, the CEO of Dow Chemical, discusses the 120-year-old company’s ambitious sustainability agenda. He says an environmentally driven business model is good for the earth—and the bottom line. Liveris is one of the CEOs contributing to Harvard Business Review’s Future Economy Project, in which leaders detail their company’s efforts to adapt to and mitigate climate change.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0604</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 21 Nov 2017 17:11:22 -0500</pubDate><itunes:title>Dow Chemical's CEO on Running an Environmentally Friendly Multinational</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Andrew Liveris, the CEO of Dow Chemical, discusses the 120-year-old company’s ambitious sustainability agenda. He says an environmentally driven business model is good for the earth—and the bottom line. Liveris is one of the CEOs contributing to Harvard Business Review’s Future Economy Project, in which leaders detail their company’s efforts to adapt to and mitigate climate change.</itunes:summary><itunes:subtitle /><itunes:episode>604</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>981</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201711211624071167.mp3" length="17594734" type="audio/mpeg" /> </item> <item><title>When ‘Best Practices’ Backfire</title><link>https://hbr.org/podcast/2017/11/when-best-practices-backfire</link><description>Freek Vermeulen, an associate professor of strategy and entrepreneurship at the London Business School, argues that too many companies are following so-called best practices that are actually holding them back. They do it because of deep-seated industry tradition—and because it’s hard to know how seemingly successful business models will hold up over the long term. That’s why, he says, organizations should avoid benchmarking and instead routinely test their business practices before there’s a problem. Vermeulen is the author of “Breaking Bad Habits: Defy Industry Norms and Reinvigorate Your Business.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0603</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 14 Nov 2017 16:30:25 -0500</pubDate><itunes:title>When ‘Best Practices’ Backfire</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Freek Vermeulen, an associate professor of strategy and entrepreneurship at the London Business School, argues that too many companies are following so-called best practices that are actually holding them back. They do it because of deep-seated industry tradition—and because it’s hard to know how seemingly successful business models will hold up over the long term. That’s why, he says, organizations should avoid benchmarking and instead routinely test their business practices before there’s a problem. Vermeulen is the author of “Breaking Bad Habits: Defy Industry Norms and Reinvigorate Your Business.”</itunes:summary><itunes:subtitle /><itunes:episode>603</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1211</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201711141438341166.mp3" length="21270265" type="audio/mpeg" /> </item> <item><title>The Hardscrabble Business of Chinese Manufacturing in Africa</title><link>https://hbr.org/podcast/2017/11/the-hardscrabble-business-of-chinese-manufacturing-in-africa</link><description>Irene Yuan Sun, a consultant at McKinsey, explains why so many Chinese entrepreneurs are setting up factories in Africa. She describes what it’s like inside these factories, who works there, what they’re making—and how this emerging manufacturing sector is industrializing countries including Lesotho and Nigeria. Sun’s new book is “The Next Factory of the World: How Chinese Investment Is Reshaping Africa.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0602</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 07 Nov 2017 15:35:38 -0500</pubDate><itunes:title>The Hardscrabble Business of Chinese Manufacturing in Africa</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Irene Yuan Sun, a consultant at McKinsey, explains why so many Chinese entrepreneurs are setting up factories in Africa. She describes what it’s like inside these factories, who works there, what they’re making—and how this emerging manufacturing sector is industrializing countries including Lesotho and Nigeria. Sun’s new book is “The Next Factory of the World: How Chinese Investment Is Reshaping Africa.”</itunes:summary><itunes:subtitle /><itunes:episode>602</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1534</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201711131020511165.mp3" length="26697042" type="audio/mpeg" /> </item> <item><title>Astronaut Scott Kelly on Working in Space</title><link>https://hbr.org/podcast/2017/10/astronaut-scott-kelly-on-working-in-space</link><description>Scott Kelly, a retired U.S. astronaut, spent 520 days in space over four missions. Working in outer space is a lot like working on earth, but with different challenges and in closer quarters. Kelly looks back on his 20 years of working for NASA, including being the commander of the International Space Station during his final, yearlong mission. He talks about the kind of cross-cultural collaboration and decision making he honed on the ISS, offering advice that leaders can use in space and on earth. His memoir is “Endurance: A Year in Space, a Lifetime of Discovery.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0601</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 31 Oct 2017 11:59:38 -0500</pubDate><itunes:title>Astronaut Scott Kelly on Working in Space</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Scott Kelly, a retired U.S. astronaut, spent 520 days in space over four missions. Working in outer space is a lot like working on earth, but with different challenges and in closer quarters. Kelly looks back on his 20 years of working for NASA, including being the commander of the International Space Station during his final, yearlong mission. He talks about the kind of cross-cultural collaboration and decision making he honed on the ISS, offering advice that leaders can use in space and on earth. His memoir is “Endurance: A Year in Space, a Lifetime of Discovery.”</itunes:summary><itunes:subtitle /><itunes:episode>601</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1104</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201710311042391145.mp3" length="19563710" type="audio/mpeg" /> </item> <item><title>2017’s Top-Performing CEO on Getting Product Right</title><link>https://hbr.org/podcast/2017/10/2017s-top-performing-ceo-on-getting-product-right</link><description>Pablo Isla, the CEO of Inditex, is No. 1 on Harvard Business Review’s list of “The Best-Performing CEOs in the World 2017.” He opens up about his management style and reflects on his tenure leading the Spanish clothing and accessories giant, whose brands include Zara, Massimo Dutti, and Pull&Bear. Successful fast fashion takes much more than speed, he says. Isla discusses aspects of the company’s business model: source close to headquarters, entrust store managers with product orders, and treat what’s sold in stores and online as one stock. He also forecasts the future of physical stores.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0600</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 24 Oct 2017 14:15:01 -0500</pubDate><itunes:title>2017's Top-Performing CEO on Getting Product Right</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Pablo Isla, the CEO of Inditex, is No. 1 on Harvard Business Review’s list of “The Best-Performing CEOs in the World 2017.” He opens up about his management style and reflects on his tenure leading the Spanish clothing and accessories giant, whose brands include Zara, Massimo Dutti, and Pull&Bear. Successful fast fashion takes much more than speed, he says. Isla discusses aspects of the company’s business model: source close to headquarters, entrust store managers with product orders, and treat what’s sold in stores and online as one stock. He also forecasts the future of physical stores.</itunes:summary><itunes:subtitle /><itunes:episode>600</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1085</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201710241215331144.mp3" length="19263624" type="audio/mpeg" /> </item> <item><title>Everyday People Who Led Momentous Change</title><link>https://hbr.org/podcast/2017/10/everyday-people-who-led-momentous-change</link><description>Nancy Koehn, a Harvard Business School historian, tells the life stories of three influential leaders: the abolitionist Frederick Douglass, the pacifist Dietrich Bonhoeffer, and the ecologist Rachel Carson. They all overcame personal challenges to achieve and inspire social change. In Koehn’s new book, "Forged in Crisis: The Power of Courageous Leadership in Turbulent Times," she argues that tomorrow's leaders of social change will come from the business world.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0599</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 19 Oct 2017 15:20:11 -0500</pubDate><itunes:title>Everyday People Who Led Momentous Change</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Nancy Koehn, a Harvard Business School historian, tells the life stories of three influential leaders: the abolitionist Frederick Douglass, the pacifist Dietrich Bonhoeffer, and the ecologist Rachel Carson. They all overcame personal challenges to achieve and inspire social change. In Koehn’s new book, "Forged in Crisis: The Power of Courageous Leadership in Turbulent Times," she argues that tomorrow's leaders of social change will come from the business world.</itunes:summary><itunes:subtitle /><itunes:episode>599</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1367</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201710191423491143.mp3" length="23763363" type="audio/mpeg" /> </item> <item><title>So, You Want to Join a Startup</title><link>https://hbr.org/podcast/2017/10/so-you-want-to-join-a-startup</link><description>Jeff Bussgang, a venture capitalist who teaches entrepreneurship at Harvard Business School, knows from personal experience and having funded many startups that there’s more than one way into that world. You don’t have to have a technical background. Excellent communication skills and a high emotional IQ are startup skills, too. Bussgang, the author of “Entering StartUpLand,” walks through the process of finding your dream job in a new company.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0598</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 12 Oct 2017 17:22:47 -0500</pubDate><itunes:title>So, You Want to Join a Startup</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jeff Bussgang, a venture capitalist who teaches entrepreneurship at Harvard Business School, knows from personal experience and having funded many startups that there’s more than one way into that world. You don’t have to have a technical background. Excellent communication skills and a high emotional IQ are startup skills, too. Bussgang, the author of “Entering StartUpLand,” walks through the process of finding your dream job in a new company.</itunes:summary><itunes:subtitle /><itunes:episode>598</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1599</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201710121630531129.mp3" length="27488205" type="audio/mpeg" /> </item> <item><title>How Successful Solopreneurs Make Money</title><link>https://hbr.org/podcast/2017/10/how-successful-solopreneurs-make-money</link><description>Dorie Clark, a marketing strategy consultant, answers a burning question: how do people make money off of what they know? She outlines the options for experts who want to monetize their knowledge. Clark explains, using herself and other successful solopreneurs as examples, how to earn revenue from public speaking, podcasting, e-books, and online courses. She also goes over what to charge and when to get an assistant. Clark teaches at Duke University’s Fuqua School of Business and is the author of the new book “Entrepreneurial You.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0597</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 05 Oct 2017 16:45:31 -0500</pubDate><itunes:title>How Successful Solopreneurs Make Money</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Dorie Clark, a marketing strategy consultant, answers a burning question: how do people make money off of what they know? She outlines the options for experts who want to monetize their knowledge. Clark explains, using herself and other successful solopreneurs as examples, how to earn revenue from public speaking, podcasting, e-books, and online courses. She also goes over what to charge and when to get an assistant. Clark teaches at Duke University’s Fuqua School of Business and is the author of the new book “Entrepreneurial You.”</itunes:summary><itunes:subtitle /><itunes:episode>597</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1344</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201710051544161128.mp3" length="23404334" type="audio/mpeg" /> </item> <item><title>Microsoft’s CEO on Rediscovering the Company’s Soul</title><link>https://hbr.org/podcast/2017/09/microsofts-ceo-on-rediscovering-the-companys-soul</link><description>Satya Nadella, Microsoft’s third CEO, opens up about his effort to refresh the culture of the company and renew its focus on the future. He reflects on important life lessons he learned growing up in India, immigrating to the U.S., and working for Microsoft for 25 years. Nadella thinks of the past, he says, for the sake of the future—of technology, public policy, and work. His new autobiography is "Hit Refresh."</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0596</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 28 Sep 2017 16:38:59 -0500</pubDate><itunes:title>Microsoft's CEO on Rediscovering the Company's Soul</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Satya Nadella, Microsoft’s third CEO, opens up about his effort to refresh the culture of the company and renew its focus on the future. He reflects on important life lessons he learned growing up in India, immigrating to the U.S., and working for Microsoft for 25 years. Nadella thinks of the past, he says, for the sake of the future—of technology, public policy, and work. His new autobiography is "Hit Refresh."</itunes:summary><itunes:subtitle /><itunes:episode>596</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1444</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201709281610521127.mp3" length="25005131" type="audio/mpeg" /> </item> <item><title>Transcending Either-Or Decision Making</title><link>https://hbr.org/podcast/2017/09/transcending-either-or-decision-making</link><description>Jennifer Riel, an adjunct professor at the Rotman School of Management, presents a model way to solve problems: integrative thinking. It’s taking the best from two inadequate options to come up with a successful solution. She gives examples from the film industry to show how CEOs have put the process to work. Riel is the co-author, along with Roger Martin, of the book “Creating Great Choices: A Leader’s Guide to Integrative Thinking.”</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0595</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 21 Sep 2017 15:39:44 -0500</pubDate><itunes:title>Transcending Either-Or Decision Making</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jennifer Riel, an adjunct professor at the Rotman School of Management, presents a model way to solve problems: integrative thinking. It’s taking the best from two inadequate options to come up with a successful solution. She gives examples from the film industry to show how CEOs have put the process to work. Riel is the co-author, along with Roger Martin, of the book “Creating Great Choices: A Leader’s Guide to Integrative Thinking.”</itunes:summary><itunes:subtitle /><itunes:episode>595</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1138</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201709211417111122.mp3" length="20112905" type="audio/mpeg" /> </item> <item><title>Find Your Happy Place at Work</title><link>https://hbr.org/podcast/2017/09/find-your-happy-place-at-work</link><description>Annie McKee, a senior fellow at the University of Pennsylvania and author of the book “How to Be Happy at Work,” tells the story of her journey to happiness—starting with her early job as a caregiver for an elderly couple. Even in later, higher-paying work, McKee saw that pursuing prestige and success for the wrong reasons ruined people’s personal and professional lives. She discusses how misplaced ambition, obsession with money, and fatalism are traps anyone, in any kind of job, can fall for—and how to not let that happen to you.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0594</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 14 Sep 2017 16:02:55 -0500</pubDate><itunes:title>Find Your Happy Place at Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Annie McKee, a senior fellow at the University of Pennsylvania and author of the book “How to Be Happy at Work,” tells the story of her journey to happiness—starting with her early job as a caregiver for an elderly couple. Even in later, higher-paying work, McKee saw that pursuing prestige and success for the wrong reasons ruined people’s personal and professional lives. She discusses how misplaced ambition, obsession with money, and fatalism are traps anyone, in any kind of job, can fall for—and how to not let that happen to you.</itunes:summary><itunes:subtitle /><itunes:episode>594</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1778</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201709141425541121.mp3" length="30349135" type="audio/mpeg" /> </item> <item><title>How to Fix “Team Creep”</title><link>https://hbr.org/podcast/2017/09/stress-is-an-organizational-problem</link><description>Mark Mortensen, an associate professor of organizational behavior at INSEAD, discusses the research on "multiteaming"—when employees work not only across multiple projects, but multiple teams. It has significant benefits at the individual, team, and organizational levels. Among them: multiteaming saves money. The cost—stretched employees—is hard to see. And that is where the tension, and the risk, lies. Mortensen is the co-author, with Heidi K. Gardner, of “The Overcommitted Organization” in the September–October 2017 issue of Harvard Business Review.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0593</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 07 Sep 2017 20:05:38 -0500</pubDate><itunes:title>How to Fix "Team Creep"</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Mark Mortensen, an associate professor of organizational behavior at INSEAD, discusses the research on "multiteaming"—when employees work not only across multiple projects, but multiple teams. It has significant benefits at the individual, team, and organizational levels. Among them: multiteaming saves money. The cost—stretched employees—is hard to see. And that is where the tension, and the risk, lies. Mortensen is the co-author, with Heidi K. Gardner, of “The Overcommitted Organization” in the September–October 2017 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>593</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1455</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201709071938411086.mp3" length="25184057" type="audio/mpeg" /> </item> <item><title>Why Everyone Should See Themselves as a Leader</title><link>https://hbr.org/podcast/2017/08/why-everyone-should-see-themselves-as-a-leader</link><description>Sue Ashford, a professor at the University of Michigan’s Ross School of Business, breaks down her decades of research on leadership—who achieves it, and how a group grants it. She explains that the world isn’t divided into leaders and followers. Instead, it’s a state that everyone can reach, whether they’re officially in charge or not. She also explains why shared leadership benefits a team and organization. Ashford offers tips on how to effectively grow leadership in yourself and your employees.</description><guid isPermaLink="false">tag:audio.hbr.org,2006-05-08:ideacast.0592</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 31 Aug 2017 18:24:45 -0500</pubDate><itunes:title>Why Everyone Should See Themselves as a Leader</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Sue Ashford, a professor at the University of Michigan’s Ross School of Business, breaks down her decades of research on leadership—who achieves it, and how a group grants it. She explains that the world isn’t divided into leaders and followers. Instead, it’s a state that everyone can reach, whether they’re officially in charge or not. She also explains why shared leadership benefits a team and organization. Ashford offers tips on how to effectively grow leadership in yourself and your employees.</itunes:summary><itunes:subtitle /><itunes:episode>592</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1460</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/u201708311808121081.mp3" length="25251329" type="audio/mpeg" /> </item> <item><title>Basic Competence Can Be a Strategy</title><link>https://hbr.org/podcast/2017/08/basic-competence-can-be-a-strategy</link><description>Raffaella Sadun, a professor at Harvard Business School, explains why seemingly common-sensical management practices are so hard to implement. After surveying thousands of organizations across the world, she found that only 6% of firms qualified as highly well-managed — and that managers mistakenly assumed they were all above average. She is a co-author of “Why Do We Undervalue Competent Management?” in the September–October 2017 issue of Harvard Business Review.</description><guid isPermaLink="false">4b1fb014824a2ade01ce836bd0a058af</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 24 Aug 2017 16:26:30 -0500</pubDate><itunes:title>Basic Competence Can Be a Strategy</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Raffaella Sadun, a professor at Harvard Business School, explains why seemingly common-sensical management practices are so hard to implement. After surveying thousands of organizations across the world, she found that only 6% of firms qualified as highly well-managed — and that managers mistakenly assumed they were all above average. She is a co-author of “Why Do We Undervalue Competent Management?” in the September–October 2017 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>591</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1291</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/591__Basic_Competence_Can_Be_a_Strategy.mp3" length="22839627" type="audio/mpeg" /> </item> <item><title>How the U.S. Navy is Responding to Climate Change</title><link>https://hbr.org/podcast/2017/08/how-the-u-s-navy-is-responding-to-climate-change</link><description>Forest Reinhardt and Michael Toffel, Harvard Business School professors, talk about how a giant, global enterprise that operates and owns assets at sea level is fighting climate change—and adapting to it. They discuss what the private sector can learn from the U.S. Navy’s scientific and sober view of the world. Reinhardt and Toffel are the authors of “Managing Climate Change: Lessons from the U.S. Navy” in the July–August 2017 issue of Harvard Business Review.</description><guid isPermaLink="false">e351e5e71ebd7fba694eab12bfa16311</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Fri, 18 Aug 2017 09:13:11 -0500</pubDate><itunes:title>How the U.S. Navy is Responding to Climate Change</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Forest Reinhardt and Michael Toffel, Harvard Business School professors, talk about how a giant, global enterprise that operates and owns assets at sea level is fighting climate change—and adapting to it. They discuss what the private sector can learn from the U.S. Navy’s scientific and sober view of the world. Reinhardt and Toffel are the authors of “Managing Climate Change: Lessons from the U.S. Navy” in the July–August 2017 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>590</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1278</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/590__How_the_U.S._Navy_is_Responding_to_Climate_Change.mp3" length="22389107" type="audio/mpeg" /> </item> <item><title>When to Listen to a Dire Warning</title><link>https://hbr.org/podcast/2017/08/when-to-listen-to-a-dire-warning</link><description>Richard Clarke, former counterterrorism adviser to U.S. presidents Bill Clinton and George W. Bush, has made a career of investigating disaster warnings. The way he sees it, catastrophes can happen at any time, so why should decision makers ignore a Cassandra? Now a cybersecurity firm CEO, Clarke is an expert at figuring out who is a conspiracy theorist and who is a credible source. He explains his method through a few case studies—on the Bernie Madoff Ponzi scheme, the Fukushima nuclear plant meltdown, and others—from his new book, “Warnings: Finding Cassandras to Stop Catastrophes.”</description><guid isPermaLink="false">bbb30e8d6cbdc6b0b5a33f2291fd7fb4</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 10 Aug 2017 18:36:47 -0500</pubDate><itunes:title>When to Listen to a Dire Warning</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Richard Clarke, former counterterrorism adviser to U.S. presidents Bill Clinton and George W. Bush, has made a career of investigating disaster warnings. The way he sees it, catastrophes can happen at any time, so why should decision makers ignore a Cassandra? Now a cybersecurity firm CEO, Clarke is an expert at figuring out who is a conspiracy theorist and who is a credible source. He explains his method through a few case studies—on the Bernie Madoff Ponzi scheme, the Fukushima nuclear plant meltdown, and others—from his new book, “Warnings: Finding Cassandras to Stop Catastrophes.”</itunes:summary><itunes:subtitle /><itunes:episode>589</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1166</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/589__When_to_Listen_to_a_Dire_Warning.mp3" length="20551016" type="audio/mpeg" /> </item> <item><title>When Startups Scrapped the Business Plan</title><link>https://hbr.org/podcast/2017/08/when-startups-scrapped-the-business-plan</link><description>Steve Blank, entrepreneurship lecturer at Stanford, UC Berkeley, and Columbia, talks about his experience of coming to Silicon Valley and building companies from the ground up. He shares how he learned to apply customer discovery methods to emerging high technology startups. And he explains why he believes most established companies are still failing to apply lean startup methodology in their corporate innovation programs. Blank is the author of the HBR article, "Why the Lean Start-Up Changes Everything."</description><guid isPermaLink="false">c1daa95155cc058497e95ddafe2bfd5f</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 03 Aug 2017 18:11:48 -0500</pubDate><itunes:title>When Startups Scrapped the Business Plan</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Steve Blank, entrepreneurship lecturer at Stanford, UC Berkeley, and Columbia, talks about his experience of coming to Silicon Valley and building companies from the ground up. He shares how he learned to apply customer discovery methods to emerging high technology startups. And he explains why he believes most established companies are still failing to apply lean startup methodology in their corporate innovation programs. Blank is the author of the HBR article, "Why the Lean Start-Up Changes Everything."</itunes:summary><itunes:subtitle /><itunes:episode>588</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1584</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/588__When_Startups_Scrapped_the_Business_Plan.mp3" length="27181767" type="audio/mpeg" /> </item> <item><title>Build Your Portfolio Career</title><link>https://hbr.org/podcast/2017/07/build-your-portfolio-career</link><description>Kabir Sehgal, a corporate strategist, Grammy-winning producer, investment banker, bestselling author, and military reserve officer, talks about building and thriving in a portfolio career. He discusses the benefits of pursuing diverse interests, the tradeoffs and productivity discipline demanded by that career choice, and he offers tips for managing a schedule with multiple work activities. And he argues we should stop calling these second careers "side hustles." Sehgal is the author of the HBR article, “Why You Should Have (at Least) Two Careers.”</description><guid isPermaLink="false">075bbf262abfa6e522c595407fe45df7</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 27 Jul 2017 14:33:59 -0500</pubDate><itunes:title>Build Your Portfolio Career</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Kabir Sehgal, a corporate strategist, Grammy-winning producer, investment banker, bestselling author, and military reserve officer, talks about building and thriving in a portfolio career. He discusses the benefits of pursuing diverse interests, the tradeoffs and productivity discipline demanded by that career choice, and he offers tips for managing a schedule with multiple work activities. And he argues we should stop calling these second careers "side hustles." Sehgal is the author of the HBR article, “Why You Should Have (at Least) Two Careers.”</itunes:summary><itunes:subtitle /><itunes:episode>587</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1543</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/587__Build_Your_Portfolio_Career.mp3" length="26592061" type="audio/mpeg" /> </item> <item><title>How AI Is Already Changing Business</title><link>https://hbr.org/podcast/2017/07/how-ai-is-already-changing-business</link><description>Erik Brynjolfsson, MIT Sloan School professor, explains how rapid advances in machine learning are presenting new opportunities for businesses. He breaks down how the technology works and what it can and can’t do (yet). He also discusses the potential impact of AI on the economy, how workforces will interact with it in the future, and suggests managers start experimenting now. Brynjolfsson is the co-author, with Andrew McAfee, of the HBR Big Idea article, “The Business of Artificial Intelligence.” They’re also the co-authors of the new book, “Machine, Platform, Crowd: Harnessing Our Digital Future.</description><guid isPermaLink="false">c6bbf01f9a073f26e502e73439f71acb</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 20 Jul 2017 17:58:12 -0500</pubDate><itunes:title>How AI Is Already Changing Business</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Erik Brynjolfsson, MIT Sloan School professor, explains how rapid advances in machine learning are presenting new opportunities for businesses. He breaks down how the technology works and what it can and can’t do (yet). He also discusses the potential impact of AI on the economy, how workforces will interact with it in the future, and suggests managers start experimenting now. Brynjolfsson is the co-author, with Andrew McAfee, of the HBR Big Idea article, “The Business of Artificial Intelligence.” They’re also the co-authors of the new book, “Machine, Platform, Crowd: Harnessing Our Digital Future.</itunes:summary><itunes:subtitle /><itunes:episode>586</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1669</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/586__How_AI_Is_Already_Changing_Business.mp3" length="28601635" type="audio/mpeg" /> </item> <item><title>Nike’s Co-founder on Innovation, Culture, and Succession</title><link>https://hbr.org/podcast/2017/07/nikes-co-founder-on-innovation-culture-and-succession</link><description>Phil Knight, former chair and CEO of Nike, tells the story of starting the sports apparel and equipment giant after taking an entrepreneurship class at Stanford and teaming up with his former track coach, Bill Bowerman. Together (and with the help of a waffle iron) they changed how running shoes are designed and made. Knight discusses the company's enduring culture of innovation, as well as the succession process that led to former runner and Nike insider Mark Parker becoming CEO. </description><guid isPermaLink="false">aa1d93bce15944b7144ee8379a4ba9a6</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 13 Jul 2017 14:04:01 -0500</pubDate><itunes:title>Nike's Co-founder on Innovation, Culture, and Succession</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Phil Knight, former chair and CEO of Nike, tells the story of starting the sports apparel and equipment giant after taking an entrepreneurship class at Stanford and teaming up with his former track coach, Bill Bowerman. Together (and with the help of a waffle iron) they changed how running shoes are designed and made. Knight discusses the company's enduring culture of innovation, as well as the succession process that led to former runner and Nike insider Mark Parker becoming CEO. </itunes:summary><itunes:subtitle /><itunes:episode>585</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1179</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/585__Nikes_Co-founder_on_Innovation_Culture_and_Succession.mp3" length="20761179" type="audio/mpeg" /> </item> <item><title>How Authority and Decision-Making Differ Across Cultures</title><link>https://hbr.org/podcast/2017/07/how-authority-and-decision-making-differ-across-cultures</link><description>Erin Meyer, professor at INSEAD, discusses management hierarchy and decision-making across cultures. Turns out, these two things don’t always track together. Sometimes top-down cultures still have strong consensus-driven decision-making styles — and the other way around. Meyer helps break down and map these factors so that managers working across cultures can adapt. She’s the author of the article, "Being the Boss in Brussels, Boston, and Beijing" in the July-August 2017 issue of Harvard Business Review.</description><guid isPermaLink="false">454bc30ed96c0bae55dcca41735be677</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 06 Jul 2017 16:56:34 -0500</pubDate><itunes:title>How Authority and Decision-Making Differ Across Cultures</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Erin Meyer, professor at INSEAD, discusses management hierarchy and decision-making across cultures. Turns out, these two things don’t always track together. Sometimes top-down cultures still have strong consensus-driven decision-making styles — and the other way around. Meyer helps break down and map these factors so that managers working across cultures can adapt. She’s the author of the article, "Being the Boss in Brussels, Boston, and Beijing" in the July-August 2017 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>584</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1578</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/584__How_Authority_and_Decision-Making_Differ_Across_Cultures.mp3" length="27143002" type="audio/mpeg" /> </item> <item><title>Mental Preparation Secrets of Top Athletes, Entertainers, and Surgeons</title><link>https://hbr.org/podcast/2017/06/mental-preparation-secrets-of-top-athletes-entertainers-and-surgeons</link><description>Dan McGinn, senior editor at Harvard Business Review, talks about what businesspeople can learn from how top performers and athletes prepare for their big moments. In business, a big sales meeting, presentation, or interview can be pivotal to success. The same goes for pep talks that motivate employees. McGinn talks about both the research and practical applications of mental preparation and motivation. He’s the author of the book, "Psyched Up: How the Science of Mental Preparation Can Help You Succeed." His article, “The Science of Pep Talks,” is in the July-August 2017 issue of Harvard Business Review.</description><guid isPermaLink="false">8e07063d82f727bcb31124a78a5fe546</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 29 Jun 2017 11:08:22 -0500</pubDate><itunes:title>Mental Preparation Secrets of Top Athletes, Entertainers, and Surgeons</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Dan McGinn, senior editor at Harvard Business Review, talks about what businesspeople can learn from how top performers and athletes prepare for their big moments. In business, a big sales meeting, presentation, or interview can be pivotal to success. The same goes for pep talks that motivate employees. McGinn talks about both the research and practical applications of mental preparation and motivation. He’s the author of the book, "Psyched Up: How the Science of Mental Preparation Can Help You Succeed." His article, “The Science of Pep Talks,” is in the July-August 2017 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>583</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1188</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/583__Mental_Preparation_Secrets_of_Top_Athletes_Entertainers_and_Surgeons.mp3" length="20907436" type="audio/mpeg" /> </item> <item><title>The Talent Pool Your Company Probably Overlooks</title><link>https://hbr.org/podcast/2017/06/the-talent-pool-your-company-probably-overlooks</link><description>Robert Austin, a professor at Ivey Business School, and Gary Pisano, a professor at Harvard Business School, talk about the growing number of pioneering firms that are actively identifying and hiring more employees with autism spectrum disorder and other forms of neurodiversity. Global companies such as SAP and Hewlett Packard Enterprise are customizing their hiring and onboarding processes to enable highly-talented individuals, who might have eccentricities that keep them from passing a job interview — to succeed and deliver uncommon value. Austin and Pisano talk about the challenges, the lessons for managers and organizations, and the difference made in the lives of an underemployed population. Austin and Pisano are the co-authors of the article, “Neurodiversity as a Competitive Advantage” in the May-June 2017 issue of Harvard Business Review.</description><guid isPermaLink="false">84bd16905e940082af6626a22038e74b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 22 Jun 2017 16:18:51 -0500</pubDate><itunes:title>The Talent Pool Your Company Probably Overlooks</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Robert Austin, a professor at Ivey Business School, and Gary Pisano, a professor at Harvard Business School, talk about the growing number of pioneering firms that are actively identifying and hiring more employees with autism spectrum disorder and other forms of neurodiversity. Global companies such as SAP and Hewlett Packard Enterprise are customizing their hiring and onboarding processes to enable highly-talented individuals, who might have eccentricities that keep them from passing a job interview — to succeed and deliver uncommon value. Austin and Pisano talk about the challenges, the lessons for managers and organizations, and the difference made in the lives of an underemployed population. Austin and Pisano are the co-authors of the article, “Neurodiversity as a Competitive Advantage” in the May-June 2017 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>582</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1549</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/582__The_Talent_Pool_Your_Company_Probably_Overlooks.mp3" length="26673597" type="audio/mpeg" /> </item> <item><title>Blockchain — What You Need to Know</title><link>https://hbr.org/podcast/2017/06/blockchain-what-you-need-to-know</link><description>Karim Lakhani, Harvard Business School professor and co-founder of the HBS Digital Initiative, discusses blockchain, an online record-keeping technology that many believe will revolutionize commerce. Lakhani breaks down how the technology behind bitcoin works and talks about the industries and companies that could see new growth opportunities or lose business. He also has recommendations for managers: start experimenting with blockchain as soon as possible. Lakhani is the co-author of the article “The Truth About Blockchain” in the January-February 2017 issue of Harvard Business Review.</description><guid isPermaLink="false">de844f473249d7f9a455d32b3538fc29</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 15 Jun 2017 15:54:34 -0500</pubDate><itunes:title>Blockchain — What You Need to Know</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Karim Lakhani, Harvard Business School professor and co-founder of the HBS Digital Initiative, discusses blockchain, an online record-keeping technology that many believe will revolutionize commerce. Lakhani breaks down how the technology behind bitcoin works and talks about the industries and companies that could see new growth opportunities or lose business. He also has recommendations for managers: start experimenting with blockchain as soon as possible. Lakhani is the co-author of the article “The Truth About Blockchain” in the January-February 2017 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>581</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1291</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/581__Blockchain__What_You_Need_to_Know.mp3" length="22556305" type="audio/mpeg" /> </item> <item><title>Which Type of Entrepreneur Are You?</title><link>https://hbr.org/podcast/2017/06/which-type-of-entrepreneur-are-you</link><description>Chris Kuenne, entrepreneurship lecturer at Princeton, and John Danner, senior fellow at the Lester Center for Entrepreneurship at UC Berkeley’s Haas School of Business talk about one of the least understood factors that leads to success at scale: the personality of the company founder. Their research describes four distinct types of highly successful entrepreneurial personalities: the Driver, the Explorer, the Crusader, and the Captain. While popular culture currently celebrates big-ego personalities in the mold of Steve Jobs, the interview guests show how different kinds of people succeed at that level. Kuenne and Danner are co-authors of the new book, “Built for Growth: How Builder Personality Shapes Your Business, Your Team, and Your Ability to Win.”</description><guid isPermaLink="false">98bfbeacca413c0f95389e6eb0b251db</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 08 Jun 2017 13:48:43 -0500</pubDate><itunes:title>Which Type of Entrepreneur Are You?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Chris Kuenne, entrepreneurship lecturer at Princeton, and John Danner, senior fellow at the Lester Center for Entrepreneurship at UC Berkeley’s Haas School of Business talk about one of the least understood factors that leads to success at scale: the personality of the company founder. Their research describes four distinct types of highly successful entrepreneurial personalities: the Driver, the Explorer, the Crusader, and the Captain. While popular culture currently celebrates big-ego personalities in the mold of Steve Jobs, the interview guests show how different kinds of people succeed at that level. Kuenne and Danner are co-authors of the new book, “Built for Growth: How Builder Personality Shapes Your Business, Your Team, and Your Ability to Win.”</itunes:summary><itunes:subtitle /><itunes:episode>580</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2056</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/580__Which_Type_of_Entrepreneur_Are_You_.mp3" length="21989925" type="audio/mpeg" /> </item> <item><title>Why Finance Needs More Humanity, and Why Humanity Needs Finance</title><link>https://hbr.org/podcast/2017/06/why-finance-needs-more-humanity-and-why-humanity-needs-finance</link><description>Mihir Desai, professor at Harvard Business School and Harvard Law School, argues for re-humanizing finance. He says the practice of finance, with increasing quantification, has lost touch with its foundations. But he says finance can be principled, ethical, even life-affirming. And demonizing it or ignoring it means that the rest of us – those not in finance – risk misunderstanding it, which has all kinds of implications for how we make decisions and plan for our futures. Desai is the author of the new book, "The Wisdom of Finance: Discovering Humanity in the World of Risk and Return." He also writes about finance and the economy for hbr.org.</description><guid isPermaLink="false">2f712e386e6d5d63b9b22d7ec68f56c5</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 01 Jun 2017 16:42:40 -0500</pubDate><itunes:title>Why Finance Needs More Humanity, and Why Humanity Needs Finance</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Mihir Desai, professor at Harvard Business School and Harvard Law School, argues for re-humanizing finance. He says the practice of finance, with increasing quantification, has lost touch with its foundations. But he says finance can be principled, ethical, even life-affirming. And demonizing it or ignoring it means that the rest of us – those not in finance – risk misunderstanding it, which has all kinds of implications for how we make decisions and plan for our futures. Desai is the author of the new book, "The Wisdom of Finance: Discovering Humanity in the World of Risk and Return." He also writes about finance and the economy for hbr.org.</itunes:summary><itunes:subtitle /><itunes:episode>579</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1629</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/579__Why_Finance_Needs_More_Humanity_and_Why_Humanity_Needs_Finance.mp3" length="27967624" type="audio/mpeg" /> </item> <item><title>4 Behaviors of Top-Performing CEOs</title><link>https://hbr.org/podcast/2017/05/4-behaviors-of-top-performing-ceos</link><description>Elena Botelho, partner at leadership advisory firm ghSmart, talks about the disconnect between the stereotype of the CEO and what research shows actually leads to high performance at that level. She says the image of the charismatic, tall male with a top university degree who’s a strategic visionary and makes great decisions under pressure is a pervasive one. However, research shows that four behaviors more consistently lead to high performance in the corner office: 1) deciding with speed and conviction 2) engaging for impact 3) adapting proactively 4) delivering reliably. Botelho is the co-author of the article “What Sets Successful CEOs Apart” in the May-June 2017 issue of Harvard Business Review.</description><guid isPermaLink="false">445013b92a419a17f399fb3697c9f850</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Fri, 26 May 2017 09:47:21 -0500</pubDate><itunes:title>4 Behaviors of Top-Performing CEOs</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Elena Botelho, partner at leadership advisory firm ghSmart, talks about the disconnect between the stereotype of the CEO and what research shows actually leads to high performance at that level. She says the image of the charismatic, tall male with a top university degree who’s a strategic visionary and makes great decisions under pressure is a pervasive one. However, research shows that four behaviors more consistently lead to high performance in the corner office: 1) deciding with speed and conviction 2) engaging for impact 3) adapting proactively 4) delivering reliably. Botelho is the co-author of the article “What Sets Successful CEOs Apart” in the May-June 2017 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>578</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1764</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/578__4_Behaviors_of_Top-Performing_CEOs.mp3" length="30192818" type="audio/mpeg" /> </item> <item><title>Why Doesn’t More of the Working Class Move for Jobs?</title><link>https://hbr.org/podcast/2017/05/why-doesnt-more-of-the-working-class-move-for-jobs</link><description>Joan C. Williams, director of the Center for WorkLife Law at the University of California Hastings College of the Law in San Francisco, discusses serious misconceptions that the U.S. managerial and professional elite in the United States have about the so-called working class. Many people conflate "working class" with "poor"--but the working class is, in fact, the elusive, purportedly disappearing middle class. Williams argues that economic mobility has declined, and explains why suggestions like “they should move to where the jobs are” or "they should just go to college" are insufficient. She has some ideas for policy makers to create more and meaningful jobs for this demographic, an influential voting bloc. Williams is the author of the new book, “White Working Class: Overcoming Class Cluelessness in America.”</description><guid isPermaLink="false">0d7c31492d2a3ebacace4f32712d1ee2</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 18 May 2017 17:34:05 -0500</pubDate><itunes:title>Why Doesn't More of the Working Class Move for Jobs?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Joan C. Williams, director of the Center for WorkLife Law at the University of California Hastings College of the Law in San Francisco, discusses serious misconceptions that the U.S. managerial and professional elite in the United States have about the so-called working class. Many people conflate "working class" with "poor"--but the working class is, in fact, the elusive, purportedly disappearing middle class. Williams argues that economic mobility has declined, and explains why suggestions like “they should move to where the jobs are” or "they should just go to college" are insufficient. She has some ideas for policy makers to create more and meaningful jobs for this demographic, an influential voting bloc. Williams is the author of the new book, “White Working Class: Overcoming Class Cluelessness in America.”</itunes:summary><itunes:subtitle /><itunes:episode>577</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1656</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/577__Why_Doesnt_More_of_the_Working_Class_Move_for_Jobs_.mp3" length="28390994" type="audio/mpeg" /> </item> <item><title>How to Survive Being Labeled a Star</title><link>https://hbr.org/podcast/2017/05/how-to-survive-being-labeled-a-star</link><description>Jennifer Petriglieri, professor at INSEAD, discusses how talented employees can avoid being crushed by lofty expectations -- whether their own, or others'. She has researched how people seen as "high potential" often start to feel trapped and ultimately burn out. Petriglieri discusses practical ways employees can handle this, and come to see this difficult phase as a career rite of passage. She’s the co-author of “The Talent Curse” in the May-June 2017 issue of Harvard Business Review.</description><guid isPermaLink="false">4005edc2d5882d7cfbe85250bc5aade7</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 11 May 2017 16:54:52 -0500</pubDate><itunes:title>How to Survive Being Labeled a Star</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jennifer Petriglieri, professor at INSEAD, discusses how talented employees can avoid being crushed by lofty expectations -- whether their own, or others'. She has researched how people seen as "high potential" often start to feel trapped and ultimately burn out. Petriglieri discusses practical ways employees can handle this, and come to see this difficult phase as a career rite of passage. She’s the co-author of “The Talent Curse” in the May-June 2017 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>576</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1498</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/576__How_to_Survive_Being_Labeled_a_Star.mp3" length="25872379" type="audio/mpeg" /> </item> <item><title>Low-Risk, High-Reward Innovation</title><link>https://hbr.org/podcast/2017/05/low-risk-high-reward-innovation</link><description>Wharton professor David Robertson discusses a "third way" to innovate besides disruptive and sustaining innovations. He outlines this approach through the examples of companies including LEGO, GoPro, Victoria's Secret, USAA, and CarMax. It consists of creating a family of complementary innovations around a product or service, all of which work as a system to carry out a single strategy. Robertson's the author of "The Power of Little Ideas: A Low-Risk, High-Reward Approach to Innovation."</description><guid isPermaLink="false">4c10156b9aab8f6dd54e13a028472f1b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 04 May 2017 14:05:59 -0500</pubDate><itunes:title>Low-Risk, High-Reward Innovation</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Wharton professor David Robertson discusses a "third way" to innovate besides disruptive and sustaining innovations. He outlines this approach through the examples of companies including LEGO, GoPro, Victoria's Secret, USAA, and CarMax. It consists of creating a family of complementary innovations around a product or service, all of which work as a system to carry out a single strategy. Robertson's the author of "The Power of Little Ideas: A Low-Risk, High-Reward Approach to Innovation."</itunes:summary><itunes:subtitle /><itunes:episode>575</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1398</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/575__Low-Risk_High-Reward_Innovation.mp3" length="24264881" type="audio/mpeg" /> </item> <item><title>Sheryl Sandberg and Adam Grant on Resilience</title><link>https://hbr.org/podcast/2017/04/sheryl-sandberg-and-adam-grant-on-resilience</link><description>Facebook COO Sheryl Sandberg talks about returning to work after her husband’s death, and Wharton management and psychology professor Adam Grant discusses what the research says about resilience. In this joint interview, they talk about how to build resilience in yourself, your team, and your organization. They’re the authors of the new book, "Option B: Facing Adversity, Building Resilience, and Finding Joy."</description><guid isPermaLink="false">fe5e14bf9771ffa13737eaaabf0c91c4</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 27 Apr 2017 16:23:29 -0500</pubDate><itunes:title>Sheryl Sandberg and Adam Grant on Resilience</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Facebook COO Sheryl Sandberg talks about returning to work after her husband’s death, and Wharton management and psychology professor Adam Grant discusses what the research says about resilience. In this joint interview, they talk about how to build resilience in yourself, your team, and your organization. They’re the authors of the new book, "Option B: Facing Adversity, Building Resilience, and Finding Joy."</itunes:summary><itunes:subtitle /><itunes:episode>574</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1893</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/574__Sheryl_Sandberg_and_Adam_Grant_on_Resilience.mp3" length="32180195" type="audio/mpeg" /> </item> <item><title>Our Delusions About Talent</title><link>https://hbr.org/podcast/2017/04/our-delusions-about-talent</link><description>Tomas Chamorro-Premuzic, professor of business psychology at University College London, dispels some of the myths that have persisted in the 20 years since McKinsey coined the phrase “war for talent.” He argues the science of talent acquisition and retention is still in its early stages. Chamorro-Premuzic is the CEO of Hogan Assessments and the author of the book “The Talent Delusion: Why Data, Not Intuition, is the Key to Unlocking Human Potential.”</description><guid isPermaLink="false">36b25fefc84df192ff525a6828c07db3</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 20 Apr 2017 16:16:46 -0500</pubDate><itunes:title>Our Delusions About Talent</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Tomas Chamorro-Premuzic, professor of business psychology at University College London, dispels some of the myths that have persisted in the 20 years since McKinsey coined the phrase “war for talent.” He argues the science of talent acquisition and retention is still in its early stages. Chamorro-Premuzic is the CEO of Hogan Assessments and the author of the book “The Talent Delusion: Why Data, Not Intuition, is the Key to Unlocking Human Potential.”</itunes:summary><itunes:subtitle /><itunes:episode>573</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1397</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/573__Our_Delusions_About_Talent.mp3" length="24242744" type="audio/mpeg" /> </item> <item><title>To Reinvent Your Firm, Do Two Things at the Same Time</title><link>https://hbr.org/podcast/2017/04/to-reinvent-your-firm-do-two-things-at-the-same-time</link><description>Scott D. Anthony, Innosight managing partner, discusses why established corporations should be better at handling disruptive threats. He lays out a practical approach to transform a company’s existing business while creating future business. It hinges on a “capabilities link,” which means using corporate assets—that startups don’t have—to fight unfairly. He also discusses the leadership qualities of executives who effectively navigate their companies’ imminent disruption. Anthony is the coauthor of the new book, “Dual Transformation: How to Reposition Today’s Business While Creating the Future.”</description><guid isPermaLink="false">e4845aedfeeac073ebdf54f704172949</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 13 Apr 2017 18:20:11 -0500</pubDate><itunes:title>To Reinvent Your Firm, Do Two Things at the Same Time</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Scott D. Anthony, Innosight managing partner, discusses why established corporations should be better at handling disruptive threats. He lays out a practical approach to transform a company’s existing business while creating future business. It hinges on a “capabilities link,” which means using corporate assets—that startups don’t have—to fight unfairly. He also discusses the leadership qualities of executives who effectively navigate their companies’ imminent disruption. Anthony is the coauthor of the new book, “Dual Transformation: How to Reposition Today’s Business While Creating the Future.”</itunes:summary><itunes:subtitle /><itunes:episode>572</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1621</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/572__To_Reinvent_Your_Firm_Do_Two_Things_at_the_Same_Time.mp3" length="27841003" type="audio/mpeg" /> </item> <item><title>Dealing with Conflict Avoiders and Seekers</title><link>https://hbr.org/podcast/2017/04/dealing-with-conflict-avoiders-and-seekers</link><description>Amy Gallo, HBR contributing editor, discusses a useful tactic to more effectively deal with conflict in the workplace: understanding whether you generally seek or avoid conflict. Each personality style influences how you approach a particular conflict, as well as how your counterpart does. Gallo talks about how to escape the common pitfalls of conflict seekers and conflict avoiders, so that you can improve your work and your relationships. She’s the author of the “HBR Guide to Dealing with Conflict.”</description><guid isPermaLink="false">3a7f326e746ace0fbb53f29524e47441</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 06 Apr 2017 18:51:16 -0500</pubDate><itunes:title>Dealing with Conflict Avoiders and Seekers</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Gallo, HBR contributing editor, discusses a useful tactic to more effectively deal with conflict in the workplace: understanding whether you generally seek or avoid conflict. Each personality style influences how you approach a particular conflict, as well as how your counterpart does. Gallo talks about how to escape the common pitfalls of conflict seekers and conflict avoiders, so that you can improve your work and your relationships. She’s the author of the “HBR Guide to Dealing with Conflict.”</itunes:summary><itunes:subtitle /><itunes:episode>571</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1950</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/571__Dealing_with_Conflict_Avoiders_and_Seekers.mp3" length="33098047" type="audio/mpeg" /> </item> <item><title>How Personalities Affect Team Chemistry</title><link>https://hbr.org/podcast/2017/03/how-personalities-affect-team-chemistry</link><description>Deloitte national managing director Kim Christfort talks about the different personality styles in an organization and the challenges of bringing them together. Her firm has developed a classification system to help companies better understand personality styles and capitalize on their cognitive diversity. She and Suzanne M. Johnson Vickberg coauthored the article, "Pioneers, Drivers, Integrators, and Guardians" in the March-April 2017 issue of Harvard Business Review.</description><guid isPermaLink="false">f5131cbca42885cf8b014d2d5b26faa1</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 30 Mar 2017 15:57:06 -0500</pubDate><itunes:title>How Personalities Affect Team Chemistry</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Deloitte national managing director Kim Christfort talks about the different personality styles in an organization and the challenges of bringing them together. Her firm has developed a classification system to help companies better understand personality styles and capitalize on their cognitive diversity. She and Suzanne M. Johnson Vickberg coauthored the article, "Pioneers, Drivers, Integrators, and Guardians" in the March-April 2017 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>570</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1599</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/570__How_Personalities_Affect_Team_Chemistry.mp3" length="27484450" type="audio/mpeg" /> </item> <item><title>The Rise of Corporate Inequality</title><link>https://hbr.org/podcast/2017/03/the-rise-of-corporate-inequality</link><description>Stanford economist Nicholas Bloom discusses the research he's conducted showing what’s really driving the growth of income inequality: a widening gap between the most successful companies and the rest, across industries. In other words, inequality has less to do with what you do for work, and more to do with which specific company you work for. The rising gap in pay between firms accounts for a large majority of the rise in income inequality overall. Bloom tells us why, and discusses some ways that companies and governments might address it. He’s the author of the Harvard Business Review article, “Corporations in the Age of Inequality.” For more, visit hbr.org/inequality.</description><guid isPermaLink="false">a93c17c7965759d231410e4eb5e68dfb</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 23 Mar 2017 18:30:06 -0500</pubDate><itunes:title>The Rise of Corporate Inequality</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Stanford economist Nicholas Bloom discusses the research he's conducted showing what’s really driving the growth of income inequality: a widening gap between the most successful companies and the rest, across industries. In other words, inequality has less to do with what you do for work, and more to do with which specific company you work for. The rising gap in pay between firms accounts for a large majority of the rise in income inequality overall. Bloom tells us why, and discusses some ways that companies and governments might address it. He’s the author of the Harvard Business Review article, “Corporations in the Age of Inequality.” For more, visit hbr.org/inequality.</itunes:summary><itunes:subtitle /><itunes:episode>569</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1477</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/569__The_Rise_of_Corporate_Inequality.mp3" length="25522953" type="audio/mpeg" /> </item> <item><title>Break Out of Your Managerial Bubble</title><link>https://hbr.org/podcast/2017/03/break-out-of-your-managerial-bubble</link><description>Hal Gregersen, executive director of the MIT Leadership Center at Sloan School of Management, says too many CEOs and executives are in a bubble, one that shields them from the reality of what’s happening in the world and in their businesses. The higher you rise, the worse it gets. Gregersen discusses practical steps top managers can make to ask better questions, improve the flow of information, and more clearly see what matters. His article “Bursting the CEO Bubble” is in the March-April 2017 issue of Harvard Business Review.</description><guid isPermaLink="false">c120eb5117ad030de14f62238bbb8eba</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 16 Mar 2017 17:25:27 -0500</pubDate><itunes:title>Break Out of Your Managerial Bubble</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Hal Gregersen, executive director of the MIT Leadership Center at Sloan School of Management, says too many CEOs and executives are in a bubble, one that shields them from the reality of what’s happening in the world and in their businesses. The higher you rise, the worse it gets. Gregersen discusses practical steps top managers can make to ask better questions, improve the flow of information, and more clearly see what matters. His article “Bursting the CEO Bubble” is in the March-April 2017 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>568</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1428</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/568__Break_Out_of_Your_Managerial_Bubble.mp3" length="24746046" type="audio/mpeg" /> </item> <item><title>Making Intel More Diverse</title><link>https://hbr.org/podcast/2017/03/making-intel-more-diverse</link><description>Danielle Brown, Intel Chief Diversity & Inclusion Officer, talks about the corporation’s $300 million initiative to increase diversity, the largest such investment yet by a technology company. The goal is to make Intel’s U.S. workforce mirror the talent available in the country by 2020. Brown breaks down what exactly Intel is doing, why the corporation is doing it, where it’s going well (recruiting), where it’s not going as well (retention), and what other companies can learn from Intel’s experience.</description><guid isPermaLink="false">fe47167ecbc2fb6514b7e42b957858f7</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 09 Mar 2017 20:42:59 -0500</pubDate><itunes:title>Making Intel More Diverse</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Danielle Brown, Intel Chief Diversity & Inclusion Officer, talks about the corporation’s $300 million initiative to increase diversity, the largest such investment yet by a technology company. The goal is to make Intel’s U.S. workforce mirror the talent available in the country by 2020. Brown breaks down what exactly Intel is doing, why the corporation is doing it, where it’s going well (recruiting), where it’s not going as well (retention), and what other companies can learn from Intel’s experience.</itunes:summary><itunes:subtitle /><itunes:episode>567</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1983</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/567__Making_Intel_More_Diverse.mp3" length="33624740" type="audio/mpeg" /> </item> <item><title>Reduce Organizational Drag</title><link>https://hbr.org/podcast/2017/03/globalization-myth-and-reality-2</link><description>Michael Mankins, Bain & Company partner and head of the firm's Organization practice, explains how organizations unintentionally fail to manage their employees' time and energy. He also lays out what managers can do to reduce what he calls organizational drag. Mankins is a coauthor of "Time, Talent, Energy: Overcome Organizational Drag and Unleash Your Team’s Productive Power."</description><guid isPermaLink="false">532078836b1fc7ba6e12f80f22444ad8</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 02 Mar 2017 16:16:35 -0500</pubDate><itunes:title>Reduce Organizational Drag</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Michael Mankins, Bain & Company partner and head of the firm's Organization practice, explains how organizations unintentionally fail to manage their employees' time and energy. He also lays out what managers can do to reduce what he calls organizational drag. Mankins is a coauthor of "Time, Talent, Energy: Overcome Organizational Drag and Unleash Your Team’s Productive Power."</itunes:summary><itunes:subtitle /><itunes:episode>566</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1900</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/566__Reduce_Organizational_Drag.mp3" length="32301082" type="audio/mpeg" /> </item> <item><title>Globalization: Myth and Reality</title><link>https://hbr.org/podcast/2017/02/globalization-myth-and-reality</link><description>Pankaj Ghemawat, professor at NYU Stern and IESE business schools, debunks common misconceptions about the current state and extent of globalization. (Hint: the world is not nearly as globalized as people think.) He also discusses how popular reactions in Europe and the U.S. against globalization recently could affect the global economy, and how companies will need to adapt to the new reality. Ghemawat is the author of several books on globalization, including “World 3.0” and most recently “The Laws of Globalization and Business Applications.”</description><guid isPermaLink="false">0b397760651f0b92c9f9db9029a23ca7</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 23 Feb 2017 19:12:33 -0500</pubDate><itunes:title>Globalization: Myth and Reality</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Pankaj Ghemawat, professor at NYU Stern and IESE business schools, debunks common misconceptions about the current state and extent of globalization. (Hint: the world is not nearly as globalized as people think.) He also discusses how popular reactions in Europe and the U.S. against globalization recently could affect the global economy, and how companies will need to adapt to the new reality. Ghemawat is the author of several books on globalization, including “World 3.0” and most recently “The Laws of Globalization and Business Applications.”</itunes:summary><itunes:subtitle /><itunes:episode>565</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1589</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/565__Globalization__Myth_and_Reality.mp3" length="27318947" type="audio/mpeg" /> </item> <item><title>Why You Should Buy a Business (and How to Do It)</title><link>https://hbr.org/podcast/2017/02/why-you-should-buy-a-business-and-how-to-do-it</link><description>Richard S. Ruback and Royce Yudkoff, professors at Harvard Business School, spell out an overlooked career path: buying a business and running it as CEO. Purchasing a small company lets you become your own boss and reap financial rewards without the risks of founding a start-up. Still, there are things you need to know. Ruback and Yudkoff are the authors of the “HBR Guide to Buying a Small Business.”</description><guid isPermaLink="false">601f6e9211cab4d3fa3264601da76d83</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 16 Feb 2017 18:50:16 -0500</pubDate><itunes:title>Why You Should Buy a Business (and How to Do It)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Richard S. Ruback and Royce Yudkoff, professors at Harvard Business School, spell out an overlooked career path: buying a business and running it as CEO. Purchasing a small company lets you become your own boss and reap financial rewards without the risks of founding a start-up. Still, there are things you need to know. Ruback and Yudkoff are the authors of the “HBR Guide to Buying a Small Business.”</itunes:summary><itunes:subtitle /><itunes:episode>564</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2055</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/564__Why_You_Should_Buy_a_Business_and_How_to_Do_It.mp3" length="34782562" type="audio/mpeg" /> </item> <item><title>Escape Your Comfort Zone</title><link>https://hbr.org/podcast/2017/02/escape-your-comfort-zone</link><description>Andy Molinsky, professor of organizational behavior at Brandeis International Business School, discusses practical techniques for getting outside of your comfort zone, and how that can develop new capabilities and experiences that can help your career. His new book is “Reach: A New Strategy to Help You Step Outside your Comfort Zone, Rise to the Challenge and Build Confidence.”</description><guid isPermaLink="false">69bc4800530d465b0e3097d6db3fd15e</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 09 Feb 2017 15:16:37 -0500</pubDate><itunes:title>Escape Your Comfort Zone</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Andy Molinsky, professor of organizational behavior at Brandeis International Business School, discusses practical techniques for getting outside of your comfort zone, and how that can develop new capabilities and experiences that can help your career. His new book is “Reach: A New Strategy to Help You Step Outside your Comfort Zone, Rise to the Challenge and Build Confidence.”</itunes:summary><itunes:subtitle /><itunes:episode>563</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1374</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/563__Escape_Your_Comfort_Zone.mp3" length="23882136" type="audio/mpeg" /> </item> <item><title>Business Leadership Under President Trump</title><link>https://hbr.org/podcast/2017/02/business-leadership-under-president-trump</link><description>Larry Summers, former U.S. treasury secretary, is calling on American business leaders to stand up to President Donald Trump. Summers sharply criticizes the administration’s protectionist agenda, and he says it’s time for executives to call out how those policies undermine the economy and the country's best interests in the long term.</description><guid isPermaLink="false">15d9443d2f6de99b7397f23a868e1504</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 02 Feb 2017 17:51:59 -0500</pubDate><itunes:title>Business Leadership Under President Trump</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Larry Summers, former U.S. treasury secretary, is calling on American business leaders to stand up to President Donald Trump. Summers sharply criticizes the administration’s protectionist agenda, and he says it’s time for executives to call out how those policies undermine the economy and the country's best interests in the long term.</itunes:summary><itunes:subtitle /><itunes:episode>562</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1062</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/562__Business_Leadership_Under_President_Trump.mp3" length="18885864" type="audio/mpeg" /> </item> <item><title>Generosity Burnout</title><link>https://hbr.org/podcast/2017/01/generosity-burnout</link><description>Senior leaders Brad Feld, Sarah Robb O’Hagan, Mike Ghaffary, Heidi Roizen, and John Rogers Jr. discuss burning out on giving, the techniques they use to avoid it, and how they recognize it in their employees.</description><guid isPermaLink="false">134fbfb671ca9e34853eb637a19e6a52</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Fri, 27 Jan 2017 19:17:18 -0500</pubDate><itunes:title>Generosity Burnout</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Senior leaders Brad Feld, Sarah Robb O’Hagan, Mike Ghaffary, Heidi Roizen, and John Rogers Jr. discuss burning out on giving, the techniques they use to avoid it, and how they recognize it in their employees.</itunes:summary><itunes:subtitle /><itunes:episode>561</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1224</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/561__Generosity_Burnout.mp3" length="21490560" type="audio/mpeg" /> </item> <item><title>Stopping and Starting With Success</title><link>https://hbr.org/podcast/2017/01/stopping-and-starting-with-success</link><description>Jerry Seinfeld shares his insights into innovation, self-criticism, and how to know when to quit. The U.S. comedian conquered 1990s television with his sitcom and is now finding a new audience for his online talk show, "Comedians in Cars Getting Coffee."</description><guid isPermaLink="false">dc3a28e6c70bd6c1dfc499dc8e4013f8</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 19 Jan 2017 15:07:41 -0500</pubDate><itunes:title>Stopping and Starting With Success</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jerry Seinfeld shares his insights into innovation, self-criticism, and how to know when to quit. The U.S. comedian conquered 1990s television with his sitcom and is now finding a new audience for his online talk show, "Comedians in Cars Getting Coffee."</itunes:summary><itunes:subtitle /><itunes:episode>560</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1094</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/560__Stopping_and_Starting_With_Success.mp3" length="19401616" type="audio/mpeg" /> </item> <item><title>Voices from the January-February 2017 Issue</title><link>https://hbr.org/podcast/2017/01/voices-from-the-january-february-2017-issue</link><description>Roger Martin of Rotman School of Management, Paul Zak of Claremont Graduate University, Clayton Christensen of Harvard Business School, comedian Jerry Seinfeld, and HBR Editor-in-Chief Adi Ignatius respectively discuss customer loyalty, the neuroscience of trust, entrepreneurship in Africa, the source of innovation, and the new, hefty magazine. For more, see the January-February 2017 issue.</description><guid isPermaLink="false">9121bb3f4f91d60a1d536754139f611d</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 12 Jan 2017 20:26:19 -0500</pubDate><itunes:title>Voices from the January-February 2017 Issue</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Roger Martin of Rotman School of Management, Paul Zak of Claremont Graduate University, Clayton Christensen of Harvard Business School, comedian Jerry Seinfeld, and HBR Editor-in-Chief Adi Ignatius respectively discuss customer loyalty, the neuroscience of trust, entrepreneurship in Africa, the source of innovation, and the new, hefty magazine. For more, see the January-February 2017 issue.</itunes:summary><itunes:subtitle /><itunes:episode>559</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>2091</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/559__Voices_from_the_January-February_2017_Issue.mp3" length="35359302" type="audio/mpeg" /> </item> <item><title>Collaborating Better Across Silos</title><link>https://hbr.org/podcast/2017/01/collaborating-better-across-silos</link><description>Harvard Law School lecturer Heidi K. Gardner discusses how firms gain a competitive edge when specialists collaborate across functional boundaries. But it’s often difficult, expensive, and messy. The former McKinsey consultant is the author of the new book, “Smart Collaboration: How Professionals and Their Firms Succeed by Breaking Down Silos.”</description><guid isPermaLink="false">77d2bc17891439faf24a5aa0a4e62637</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 05 Jan 2017 17:06:00 -0500</pubDate><itunes:title>Collaborating Better Across Silos</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Harvard Law School lecturer Heidi K. Gardner discusses how firms gain a competitive edge when specialists collaborate across functional boundaries. But it’s often difficult, expensive, and messy. The former McKinsey consultant is the author of the new book, “Smart Collaboration: How Professionals and Their Firms Succeed by Breaking Down Silos.”</itunes:summary><itunes:subtitle /><itunes:episode>558</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1126</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/558__Collaborating_Better_Across_Silos.mp3" length="19926574" type="audio/mpeg" /> </item> <item><title>Restoring Sanity to the Office</title><link>https://hbr.org/podcast/2016/12/restoring-sanity-to-the-office</link><description>Basecamp CEO Jason Fried says too many people find it difficult to get work done at the workplace. His company enforces quiet offices, fewer meetings, and different collaboration and communication practices. The goal is to give employees bigger blocks of time to be truly productive.</description><guid isPermaLink="false">ddb714650ea37c0157857c26090a246d</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 29 Dec 2016 12:08:37 -0500</pubDate><itunes:title>Restoring Sanity to the Office</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Basecamp CEO Jason Fried says too many people find it difficult to get work done at the workplace. His company enforces quiet offices, fewer meetings, and different collaboration and communication practices. The goal is to give employees bigger blocks of time to be truly productive.</itunes:summary><itunes:subtitle /><itunes:episode>557</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1892</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/557__Restoring_Sanity_to_the_Office.mp3" length="32168526" type="audio/mpeg" /> </item> <item><title>The Secret to Better Problem Solving</title><link>https://hbr.org/podcast/2016/12/the-secret-to-better-problem-solving</link><description>Thomas Wedell-Wedellsborg discusses a nimbler approach to diagnosing problems than existing frameworks: reframing. He’s the author of “Are You Solving the Right Problems?” in the January/February 2017 issue of Harvard Business Review.</description><guid isPermaLink="false">462d6d2160a40aba67e821ca960aee48</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 22 Dec 2016 13:22:54 -0500</pubDate><itunes:title>The Secret to Better Problem Solving</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Thomas Wedell-Wedellsborg discusses a nimbler approach to diagnosing problems than existing frameworks: reframing. He’s the author of “Are You Solving the Right Problems?” in the January/February 2017 issue of Harvard Business Review.</itunes:summary><itunes:subtitle /><itunes:episode>556</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1273</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/556__The_Secret_to_Better_Problem_Solving.mp3" length="22271676" type="audio/mpeg" /> </item> <item><title>What Superconsumers Can Teach You</title><link>https://hbr.org/podcast/2016/12/what-superconsumers-can-teach-you</link><description>Eddie Yoon, author of "Superconsumers" and growth strategy expert at The Cambridge Group, explains how companies can find their most passionate customers and use their invaluable insights to improve products and attract new customers.</description><guid isPermaLink="false">06477537c505e28d725233341112e5f2</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 15 Dec 2016 18:12:40 -0500</pubDate><itunes:title>What Superconsumers Can Teach You</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Eddie Yoon, author of "Superconsumers" and growth strategy expert at The Cambridge Group, explains how companies can find their most passionate customers and use their invaluable insights to improve products and attract new customers.</itunes:summary><itunes:subtitle /><itunes:episode>555</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1131</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/555__What_Superconsumers_Can_Teach_You.mp3" length="19998869" type="audio/mpeg" /> </item> <item><title>The “Jobs to be Done” Theory of Innovation</title><link>https://hbr.org/podcast/2016/12/the-jobs-to-be-done-theory-of-innovation</link><description>Clayton Christensen, professor at Harvard Business School, builds upon the theory of disruptive innovation for which he is well-known. He speaks about his new book examining how successful companies know how to grow.</description><guid isPermaLink="false">9e6479354efc2aa877c6be962be0ab3e</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 08 Dec 2016 17:42:41 -0500</pubDate><itunes:title>The "Jobs to be Done" Theory of Innovation</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Clayton Christensen, professor at Harvard Business School, builds upon the theory of disruptive innovation for which he is well-known. He speaks about his new book examining how successful companies know how to grow.</itunes:summary><itunes:subtitle /><itunes:episode>554</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1495</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/554__The__Jobs_to_be_Done__Theory_of_Innovation.mp3" length="25813887" type="audio/mpeg" /> </item> <item><title>Handling Stress in the Moment</title><link>https://hbr.org/podcast/2016/12/handling-stress-in-the-moment</link><description>HBR contributing editor Amy Gallo discusses the best tactics to recognize, react to, and recover from stressful situations. She's a contributor to the "HBR Guide to Managing Stress at Work."</description><guid isPermaLink="false">bc262e4043379aa60586203a763211d3</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 01 Dec 2016 18:18:21 -0500</pubDate><itunes:title>Handling Stress in the Moment</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>HBR contributing editor Amy Gallo discusses the best tactics to recognize, react to, and recover from stressful situations. She's a contributor to the "HBR Guide to Managing Stress at Work."</itunes:summary><itunes:subtitle /><itunes:episode>553</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1339</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/553__Handling_Stress_in_the_Moment.mp3" length="23324545" type="audio/mpeg" /> </item> <item><title>How Focusing on Content Leads the Media Astray</title><link>https://hbr.org/podcast/2016/11/how-focusing-on-content-leads-the-media-astray</link><description>Bharat Anand, author of The Content Trap and professor at Harvard Business School, talks about the strategic challenges facing digital businesses, and explains how he and his colleagues wrestled with them when designing HBX, the school's online learning platform.</description><guid isPermaLink="false">0b53a8e581cc0a79982c3b379f59cfad</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Wed, 23 Nov 2016 12:27:31 -0500</pubDate><itunes:title>How Focusing on Content Leads the Media Astray</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Bharat Anand, author of The Content Trap and professor at Harvard Business School, talks about the strategic challenges facing digital businesses, and explains how he and his colleagues wrestled with them when designing HBX, the school's online learning platform.</itunes:summary><itunes:subtitle /><itunes:episode>552</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1946</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/552__How_Focusing_on_Content_Leads_the_Media_Astray.mp3" length="48538770" type="audio/mpeg" /> </item> <item><title>Why the White Working Class Voted for Trump</title><link>https://hbr.org/podcast/2016/11/why-the-white-working-class-voted-for-trump</link><description>Joan C. Williams, distinguished professor and director of the Center for WorkLife Law at UC Hastings, discusses the white working class voters who helped elect Republican Donald Trump as U.S. President, and why Democrat Hillary Clinton did not connect with them.</description><guid isPermaLink="false">e1820ce4c60e395eeead3e07954f8596</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 17 Nov 2016 19:32:14 -0500</pubDate><itunes:title>Why the White Working Class Voted for Trump</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Joan C. Williams, distinguished professor and director of the Center for WorkLife Law at UC Hastings, discusses the white working class voters who helped elect Republican Donald Trump as U.S. President, and why Democrat Hillary Clinton did not connect with them.</itunes:summary><itunes:subtitle /><itunes:episode>551</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1186</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/551__Why_the_White_Working_Class_Voted_for_Trump.mp3" length="20874897" type="audio/mpeg" /> </item> <item><title>A Leadership Historian on the U.S. Presidential Election</title><link>https://hbr.org/podcast/2016/11/a-leadership-historian-on-the-u-s-presidential-election</link><description>Harvard Business School professor Nancy Koehn talks about the surprising election of businessman Donald Trump as U.S. president, and what leaders throughout history can tell us about bridging divides and leading in times of uncertainty.</description><guid isPermaLink="false">cf70efc1fac85d613f98955105ba48d7</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 10 Nov 2016 18:45:39 -0500</pubDate><itunes:title>A Leadership Historian on the U.S. Presidential Election</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Harvard Business School professor Nancy Koehn talks about the surprising election of businessman Donald Trump as U.S. president, and what leaders throughout history can tell us about bridging divides and leading in times of uncertainty.</itunes:summary><itunes:subtitle /><itunes:episode>550</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1525</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/550__A_Leadership_Historian_on_the_U.S._Presidential_Election.mp3" length="26290825" type="audio/mpeg" /> </item> <item><title>Re-Orgs Are Emotional</title><link>https://hbr.org/podcast/2016/11/re-orgs-are-emotional</link><description>Stephen Heidari-Robinson and Suzanne Heywood, authors of "ReOrg: How to Get It Right" explain how good planning and communication can help employees adapt.</description><guid isPermaLink="false">fa432fc53fa59c2915e7015c2646c140</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 03 Nov 2016 18:10:24 -0500</pubDate><itunes:title>Re-Orgs Are Emotional</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Stephen Heidari-Robinson and Suzanne Heywood, authors of "ReOrg: How to Get It Right" explain how good planning and communication can help employees adapt.</itunes:summary><itunes:subtitle /><itunes:episode>549</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>760</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/549__Re-Orgs_Are_Emotional.mp3" length="14049964" type="audio/mpeg" /> </item> <item><title>The 10 People Who Globalized the World</title><link>https://hbr.org/podcast/2016/10/the-10-people-who-globalized-the-world</link><description>Jeffrey Garten of Yale School of Management discusses how Genghis Khan, Mayer Amschel Rothschild, Margaret Thatcher, and others made the world more integrated. Garten is the author of "From Silk to Silicon: The Story of Globalization through Ten Extraordinary Lives".</description><guid isPermaLink="false">937e3dcaa41aef208ee58c5494020e40</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 27 Oct 2016 17:30:37 -0500</pubDate><itunes:title>The 10 People Who Globalized the World</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jeffrey Garten of Yale School of Management discusses how Genghis Khan, Mayer Amschel Rothschild, Margaret Thatcher, and others made the world more integrated. Garten is the author of "From Silk to Silicon: The Story of Globalization through Ten Extraordinary Lives".</itunes:summary><itunes:subtitle /><itunes:episode>548</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>954</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/548__The_10_People_Who_Globalized_the_World.mp3" length="17156720" type="audio/mpeg" /> </item> <item><title>What the World’s Best CEOs Have in Common</title><link>https://hbr.org/podcast/2016/10/what-the-worlds-best-ceos-have-in-common</link><description>Long-term thinking, short-term savvy, and relentless focus on employees.</description><guid isPermaLink="false">0fde77a036177a2e58e40fcf95ff578e</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 20 Oct 2016 16:31:14 -0500</pubDate><itunes:title>What the World's Best CEOs Have in Common</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Long-term thinking, short-term savvy, and relentless focus on employees.</itunes:summary><itunes:subtitle /><itunes:episode>547</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1037</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/547__What_the_Worlds_Best_CEOs_Have_in_Common.mp3" length="18492121" type="audio/mpeg" /> </item> <item><title>Power Corrupts, But It Doesn’t Have To</title><link>https://hbr.org/podcast/2016/10/power-corrupts-but-it-doesnt-have-to</link><description>Authority changes us all. Berkeley's Dacher Keltner, author of the HBR article "Don't Let Power Corrupt You" and the book "The Power Paradox" explains how to avoid succumbing to power's negative effects.</description><guid isPermaLink="false">3434c83df1603e5271509b0e344fac49</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 13 Oct 2016 17:40:09 -0500</pubDate><itunes:title>Power Corrupts, But It Doesn't Have To</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Authority changes us all. Berkeley's Dacher Keltner, author of the HBR article "Don't Let Power Corrupt You" and the book "The Power Paradox" explains how to avoid succumbing to power's negative effects.</itunes:summary><itunes:subtitle /><itunes:episode>546</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1291</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/546__Power_Corrupts_But_It_Doesnt_Have_To.mp3" length="22545870" type="audio/mpeg" /> </item> <item><title>When Not to Trust the Algorithm</title><link>https://hbr.org/podcast/2016/10/when-not-to-trust-the-algorithm</link><description>Cathy O'Neil, author of "Weapons of Math Destruction" on how data can lead us astray–from HR to Wall Street.</description><guid isPermaLink="false">2630f94383a79b58d52c8ddf3f138eed</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 06 Oct 2016 17:03:26 -0500</pubDate><itunes:title>When Not to Trust the Algorithm</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Cathy O'Neil, author of "Weapons of Math Destruction" on how data can lead us astray–from HR to Wall Street.</itunes:summary><itunes:subtitle /><itunes:episode>545</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1322</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/545__When_Not_to_Trust_the_Algorithm.mp3" length="23051185" type="audio/mpeg" /> </item> <item><title>Macromanagement Is Just as Bad as Micromanagement</title><link>https://hbr.org/podcast/2016/09/macromanagement-is-just-as-bad-as-micromanagement</link><description>Tanya Menon, associate professor at Fisher College of Management, Ohio State University, explains how to recognize if your management style is too hands off. She's the co-author of "Stop Spending, Start Managing: Strategies to Transform Wasteful Habits."</description><guid isPermaLink="false">8cad4ab68973f7bf17a2e875f50157cf</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 29 Sep 2016 16:46:38 -0500</pubDate><itunes:title>Macromanagement Is Just as Bad as Micromanagement</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Tanya Menon, associate professor at Fisher College of Management, Ohio State University, explains how to recognize if your management style is too hands off. She's the co-author of "Stop Spending, Start Managing: Strategies to Transform Wasteful Habits."</itunes:summary><itunes:subtitle /><itunes:episode>544</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>849</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/544__Macromanagement_Is_Just_as_Bad_as_Micromanagement.mp3" length="15487794" type="audio/mpeg" /> </item> <item><title>Building Emotional Agility</title><link>https://hbr.org/podcast/2016/09/building-emotional-agility</link><description>Susan David, author of "Emotional Agility" and psychologist at Harvard Medical School, on learning to unhook from strong feelings.</description><guid isPermaLink="false">e52fadee5c611ab3c6d969ae41091983</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 22 Sep 2016 18:01:41 -0500</pubDate><itunes:title>Building Emotional Agility</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Susan David, author of "Emotional Agility" and psychologist at Harvard Medical School, on learning to unhook from strong feelings.</itunes:summary><itunes:subtitle /><itunes:episode>543</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1848</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/543__Building_Emotional_Agility.mp3" length="31471832" type="audio/mpeg" /> </item> <item><title>Excessive Collaboration</title><link>https://hbr.org/podcast/2016/09/excessive-collaboration</link><description>Rob Cross, professor at the University of Virginia’s McIntire School of Commerce, explains how work became an exhausting marathon of group projects. He's the coauthor of the HBR article "Collaborative Overload."</description><guid isPermaLink="false">22b5e8cf8874f5038a14bba5846bd3fb</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 15 Sep 2016 17:15:57 -0500</pubDate><itunes:title>Excessive Collaboration</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Rob Cross, professor at the University of Virginia’s McIntire School of Commerce, explains how work became an exhausting marathon of group projects. He's the coauthor of the HBR article "Collaborative Overload."</itunes:summary><itunes:subtitle /><itunes:episode>542</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1169</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/542__Excessive_Collaboration.mp3" length="20593999" type="audio/mpeg" /> </item> <item><title>Making the Toughest Calls</title><link>https://hbr.org/podcast/2016/09/making-the-toughest-calls</link><description>Joseph Badaracco, Harvard Business School professor, explains what to do when no decision feels like a good decision. He is the author of "Managing in the Gray: Five Timeless Questions for Resolving Your Toughest Problems at Work."</description><guid isPermaLink="false">9d17fe5b557c3de696bb60968141cf8c</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 08 Sep 2016 17:29:24 -0500</pubDate><itunes:title>Making the Toughest Calls</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Joseph Badaracco, Harvard Business School professor, explains what to do when no decision feels like a good decision. He is the author of "Managing in the Gray: Five Timeless Questions for Resolving Your Toughest Problems at Work."</itunes:summary><itunes:subtitle /><itunes:episode>541</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1043</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/541__Making_the_Toughest_Calls.mp3" length="18589909" type="audio/mpeg" /> </item> <item><title>Email: Is It Time to Just Ban It?</title><link>https://hbr.org/podcast/2016/09/email-is-it-time-to-just-ban-it</link><description>David Burkus, author of "Under New Management", explains why some companies are taking extreme measures to limit electronic communication. Burkus is also a professor at Oral Roberts University and host of the podcast Radio Free Leader.</description><guid isPermaLink="false">d2df83c7bf344da2b3d66822b24e59fc</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 01 Sep 2016 15:36:07 -0500</pubDate><itunes:title>Email: Is It Time to Just Ban It?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>David Burkus, author of "Under New Management", explains why some companies are taking extreme measures to limit electronic communication. Burkus is also a professor at Oral Roberts University and host of the podcast Radio Free Leader.</itunes:summary><itunes:subtitle /><itunes:episode>540</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>912</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/540__Email__Is_It_Time_to_Just_Ban_It_.mp3" length="16495102" type="audio/mpeg" /> </item> <item><title>The Connection Between Speed and Charisma</title><link>https://hbr.org/podcast/2016/08/the-connection-between-speed-and-charisma</link><description>Bill von Hippel, professor at the University of Queensland, on how the ability to think and respond quickly makes someone seem more charismatic.</description><guid isPermaLink="false">64ea1c6adc5f7060941b226d4472029d</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 25 Aug 2016 14:34:25 -0500</pubDate><itunes:title>The Connection Between Speed and Charisma</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Bill von Hippel, professor at the University of Queensland, on how the ability to think and respond quickly makes someone seem more charismatic.</itunes:summary><itunes:subtitle /><itunes:episode>539</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>979</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/539__The_Connection_Between_Speed_and_Charisma.mp3" length="17559223" type="audio/mpeg" /> </item> <item><title>How Work Changed Love</title><link>https://hbr.org/podcast/2016/08/how-work-changed-love</link><description>Moira Weigel explains how the changing nature of work has reshaped the way we meet, date, and fall in love. She's the author of "Labor of Love: The Invention of Dating" and is completing a Ph.D. at Yale University.</description><guid isPermaLink="false">c008fb74e091efb7d0b7a44f2422394b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 18 Aug 2016 16:23:50 -0500</pubDate><itunes:title>How Work Changed Love</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Moira Weigel explains how the changing nature of work has reshaped the way we meet, date, and fall in love. She's the author of "Labor of Love: The Invention of Dating" and is completing a Ph.D. at Yale University.</itunes:summary><itunes:subtitle /><itunes:episode>538</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1360</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/538__How_Work_Changed_Love.mp3" length="23658073" type="audio/mpeg" /> </item> <item><title>Negotiating with a Liar</title><link>https://hbr.org/podcast/2016/08/negotiating-with-a-liar</link><description>Leslie John, Harvard Business School professor, explains why you shouldn't waste time trying to detect your counterpart's lies; instead, use tactics drawn from psychology to get them to divulge the truth. She's the author of the HBR article "How to Negotiate with a Liar."</description><guid isPermaLink="false">abcf1dae5aeb4e14d40ff8501a6cd79f</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 11 Aug 2016 16:42:53 -0500</pubDate><itunes:title>Negotiating with a Liar</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Leslie John, Harvard Business School professor, explains why you shouldn't waste time trying to detect your counterpart's lies; instead, use tactics drawn from psychology to get them to divulge the truth. She's the author of the HBR article "How to Negotiate with a Liar."</itunes:summary><itunes:subtitle /><itunes:episode>537</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1271</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/537__Negotiating_with_a_Liar.mp3" length="22233662" type="audio/mpeg" /> </item> <item><title>In Praise of Dissenters and Non-Conformists</title><link>https://hbr.org/podcast/2016/08/in-praise-of-dissenters-and-non-conformists</link><description>Adam Grant, Wharton professor and author of "Originals", on the science of standing out.</description><guid isPermaLink="false">6e4c29e58ae2ae7d749a2cd123f8080c</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 04 Aug 2016 14:03:53 -0500</pubDate><itunes:title>In Praise of Dissenters and Non-Conformists</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Adam Grant, Wharton professor and author of "Originals", on the science of standing out.</itunes:summary><itunes:subtitle /><itunes:episode>536</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1209</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/536__In_Praise_of_Dissenters_and_Non-Conformists.mp3" length="21248134" type="audio/mpeg" /> </item> <item><title>The Zappos Holacracy Experiment</title><link>https://hbr.org/podcast/2016/07/the-zappos-holacracy-experiment</link><description>Ethan Bernstein, Harvard Business School professor, and John Bunch, holacracy implementation lead at Zappos, discuss the online retailer's transition to a flat, self-managed organization. They are the coauthors of the HBR article "Beyond the Holacracy Hype."</description><guid isPermaLink="false">8c41118e8175b698c5d6e4b2d8339409</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 28 Jul 2016 19:18:52 -0500</pubDate><itunes:title>The Zappos Holacracy Experiment</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Ethan Bernstein, Harvard Business School professor, and John Bunch, holacracy implementation lead at Zappos, discuss the online retailer's transition to a flat, self-managed organization. They are the coauthors of the HBR article "Beyond the Holacracy Hype."</itunes:summary><itunes:subtitle /><itunes:episode>535</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1164</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/535__The_Zappos_Holacracy_Experiment.mp3" length="20515442" type="audio/mpeg" /> </item> <item><title>The Era of Agile Talent</title><link>https://hbr.org/podcast/2016/07/the-era-of-agile-talent</link><description>More of us are working in organizations employing a mix of freelancers, contractors, consultants, and full-timers, explains Jonathan Younger, coauthor with Norm Smallwood of "Agile Talent: How to Source and Manage Outside Experts."</description><guid isPermaLink="false">189f3d40b99dc5e3b5f7db0c55cbadf7</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 21 Jul 2016 16:00:43 -0500</pubDate><itunes:title>The Era of Agile Talent</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>More of us are working in organizations employing a mix of freelancers, contractors, consultants, and full-timers, explains Jonathan Younger, coauthor with Norm Smallwood of "Agile Talent: How to Source and Manage Outside Experts."</itunes:summary><itunes:subtitle /><itunes:episode>534</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>761</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/534__The_Era_of_Agile_Talent.mp3" length="14076770" type="audio/mpeg" /> </item> <item><title>We Can’t Work All the Time</title><link>https://hbr.org/podcast/2016/07/we-cant-work-all-the-time</link><description>Anne-Marie Slaughter on (finally) bringing sanity to the work/life struggle.</description><guid isPermaLink="false">4954f5bebc74fa0f27d0022de5dee326</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 14 Jul 2016 17:04:19 -0500</pubDate><itunes:title>We Can't Work All the Time</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Anne-Marie Slaughter on (finally) bringing sanity to the work/life struggle.</itunes:summary><itunes:subtitle /><itunes:episode>533</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1176</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/533__We_Cant_Work_All_the_Time.mp3" length="20705191" type="audio/mpeg" /> </item> <item><title>Teaching Creativity to Leaders</title><link>https://hbr.org/podcast/2016/07/teaching-creativity-to-leaders</link><description>Tim Brown, CEO and president of IDEO, on breakthrough problem-solving.</description><guid isPermaLink="false">bd5de939e43c6684f234f92a54ed975f</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 07 Jul 2016 18:20:00 -0500</pubDate><itunes:title>Teaching Creativity to Leaders</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Tim Brown, CEO and president of IDEO, on breakthrough problem-solving.</itunes:summary><itunes:subtitle /><itunes:episode>532</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1051</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/532_Teaching_Creativity_to_Leaders.mp3" length="18711108" type="audio/mpeg" /> </item> <item><title>Brexit and the Leadership Equivalent of Empty Calories</title><link>https://hbr.org/podcast/2016/06/brexit-and-the-leadership-equivalent-of-empty-calories</link><description>Mark Blyth of Brown University and Gianpiero Petriglieri of INSEAD discuss Britain's vote to leave the European Union.</description><guid isPermaLink="false">5d3ddea77fcfa5ae03e6872df07c6451</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 30 Jun 2016 14:49:06 -0500</pubDate><itunes:title>Brexit and the Leadership Equivalent of Empty Calories</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Mark Blyth of Brown University and Gianpiero Petriglieri of INSEAD discuss Britain's vote to leave the European Union.</itunes:summary><itunes:subtitle /><itunes:episode>531</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1210</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/531__Brexit_and_the_Leadership_Equivalent_of_Empty_Calories.mp3" length="21254023" type="audio/mpeg" /> </item> <item><title>A Brief History of 21st Century Economics</title><link>https://hbr.org/podcast/2016/06/a-brief-history-of-21st-century-economics</link><description>Tim Sullivan, co-author with Ray Fisman of "The Inner Lives of Markets," on how we shape economic theory -- and how it shapes us.</description><guid isPermaLink="false">a242b5d9b83520f7f6b614984c0672f5</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 23 Jun 2016 16:35:47 -0500</pubDate><itunes:title>A Brief History of 21st Century Economics</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Tim Sullivan, co-author with Ray Fisman of "The Inner Lives of Markets," on how we shape economic theory -- and how it shapes us.</itunes:summary><itunes:subtitle /><itunes:episode>530</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1078</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/530__A_Brief_History_of_21st_Century_Economics.mp3" length="19147469" type="audio/mpeg" /> </item> <item><title>Greg Louganis on How to Achieve Peak Performance</title><link>https://hbr.org/podcast/2016/06/greg-louganis-on-how-to-achieve-peak-performance</link><description>The champion diver explains how visualization and ambitious goal-setting helped him achieve double gold medals in back-to-back Olympic Games and why he now serves as a mentor to younger athletes and a spokesman for LGBT causes.</description><guid isPermaLink="false">5155520ff69c246f6a5cec8837597f57</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 16 Jun 2016 15:10:46 -0500</pubDate><itunes:title>Greg Louganis on How to Achieve Peak Performance</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The champion diver explains how visualization and ambitious goal-setting helped him achieve double gold medals in back-to-back Olympic Games and why he now serves as a mentor to younger athletes and a spokesman for LGBT causes.</itunes:summary><itunes:subtitle /><itunes:episode>529</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>779</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/529__Greg_Louganis_on_How_to_Achieve_Peak_Performance.mp3" length="13010217" type="audio/mpeg" /> </item> <item><title>Getting Growth Back at Your Company</title><link>https://hbr.org/podcast/2016/06/getting-growth-back-at-your-company</link><description>Chris Zook of Bain explains the predictable crises of growth and how to overcome them. His new book is "The Founder's Mentality," coauthored with James Allen.</description><guid isPermaLink="false">7e7df6e3f60778e58991225c63847bad</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 09 Jun 2016 18:34:42 -0500</pubDate><itunes:title>Getting Growth Back at Your Company</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Chris Zook of Bain explains the predictable crises of growth and how to overcome them. His new book is "The Founder's Mentality," coauthored with James Allen.</itunes:summary><itunes:subtitle /><itunes:episode>528</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1067</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/528__Getting_Growth_Back_at_Your_Company.mp3" length="18964008" type="audio/mpeg" /> </item> <item><title>Asking for Advice Makes People Think You’re Smarter</title><link>https://hbr.org/podcast/2016/06/asking-for-advice-makes-people-think-youre-smarter</link><description>The research shows we shouldn't be afraid to ask for help. Francesca Gino and Alison Wood Brooks, both of Harvard Business School, explain.</description><guid isPermaLink="false">8085ffb4277f4b2ef8ec9e1db565b5bc</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 02 Jun 2016 10:30:44 -0500</pubDate><itunes:title>Asking for Advice Makes People Think You're Smarter</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The research shows we shouldn't be afraid to ask for help. Francesca Gino and Alison Wood Brooks, both of Harvard Business School, explain.</itunes:summary><itunes:subtitle /><itunes:episode>527</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1108</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/527__Asking_for_Advice_Makes_People_Think_Youre_Smarter.mp3" length="19629782" type="audio/mpeg" /> </item> <item><title>Yo-Yo Ma on Successful Creative Collaboration</title><link>https://hbr.org/podcast/2016/05/yo-yo-ma-on-successful-creative-collaboration</link><description>The acclaimed cellist explains how he chooses and works with partners and shares advice on honing one's talent.</description><guid isPermaLink="false">2f9c9a17356d732a74a00cc86c8b4f9f</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 26 May 2016 18:48:09 -0500</pubDate><itunes:title>Yo-Yo Ma on Successful Creative Collaboration</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The acclaimed cellist explains how he chooses and works with partners and shares advice on honing one's talent.</itunes:summary><itunes:subtitle /><itunes:episode>526</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1081</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/526__Yo-Yo_Ma_on_Successful_Creative_Collaboration.mp3" length="19196343" type="audio/mpeg" /> </item> <item><title>Be a Work/Life-Friendly Boss</title><link>https://hbr.org/podcast/2016/05/be-a-worklife-friendly-boss</link><description>Managers play a huge role in their employees' personal lives, which in turn affects productivity, morale, and turnover at work. Professor Scott Behson, author of "The Working Dad's Survival Guide," and professor at Fairleigh Dickinson University, gives practical tips for being a leader who is flexible, fair, and effective.</description><guid isPermaLink="false">520251323551a8afa0c42835ddfc8854</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 19 May 2016 18:03:28 -0500</pubDate><itunes:title>Be a Work/Life-Friendly Boss</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Managers play a huge role in their employees' personal lives, which in turn affects productivity, morale, and turnover at work. Professor Scott Behson, author of "The Working Dad's Survival Guide," and professor at Fairleigh Dickinson University, gives practical tips for being a leader who is flexible, fair, and effective.</itunes:summary><itunes:subtitle /><itunes:episode>525</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1228</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/525__Be_a_Work_Life-Friendly_Boss.mp3" length="21549463" type="audio/mpeg" /> </item> <item><title>Make Better Decisions</title><link>https://hbr.org/podcast/2016/05/make-better-decisions</link><description>Therese Huston, Ph.D. and author of "How Women Decide," offers research-based tips for both men and women on how to make high quality, defensible decisions -- and sell them to your team.</description><guid isPermaLink="false">d3b4c2b011eb5298f9742d59c85e6b5f</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 12 May 2016 17:30:15 -0500</pubDate><itunes:title>Make Better Decisions</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Therese Huston, Ph.D. and author of "How Women Decide," offers research-based tips for both men and women on how to make high quality, defensible decisions -- and sell them to your team.</itunes:summary><itunes:subtitle /><itunes:episode>524</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>946</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/524__Make_Better_Decisions.mp3" length="17031315" type="audio/mpeg" /> </item> <item><title>Let Employees Be People</title><link>https://hbr.org/podcast/2016/05/let-employees-be-people</link><description>Robert Kegan and Lisa Lahey, both of Harvard, discuss what they've learned from studying radically transparent organizations where people at all levels of the hierarchy get candid feedback, show vulnerability, and grow on the job. Their book is "An Everyone Culture."</description><guid isPermaLink="false">9327b9b259df9fc1d95b9ea37bbed205</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 05 May 2016 18:16:18 -0500</pubDate><itunes:title>Let Employees Be People</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Robert Kegan and Lisa Lahey, both of Harvard, discuss what they've learned from studying radically transparent organizations where people at all levels of the hierarchy get candid feedback, show vulnerability, and grow on the job. Their book is "An Everyone Culture."</itunes:summary><itunes:subtitle /><itunes:episode>523</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1182</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/523__Let_Employees_Be_People.mp3" length="20801283" type="audio/mpeg" /> </item> <item><title>Isabel Allende on Fiction and Feminism</title><link>https://hbr.org/podcast/2016/04/isabel-allende-on-fiction-and-feminism</link><description>The bestselling author describes her creative process and explains why she was always determined to have a career.</description><guid isPermaLink="false">290d36bca5f76c1874a9107bb831fb12</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 28 Apr 2016 17:49:16 -0500</pubDate><itunes:title>Isabel Allende on Fiction and Feminism</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The bestselling author describes her creative process and explains why she was always determined to have a career.</itunes:summary><itunes:subtitle /><itunes:episode>522</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>530</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/522__Isabel_Allende_on_Fiction_and_Feminism.mp3" length="9026553" type="audio/mpeg" /> </item> <item><title>The Condensed May 2016 Issue</title><link>https://hbr.org/podcast/2016/04/the-condensed-may-2016-issue</link><description>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</description><guid isPermaLink="false">0642c30358eeec9a6f9f9e3901a5fcf8</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Fri, 22 Apr 2016 13:09:03 -0500</pubDate><itunes:title>The Condensed May 2016 Issue</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</itunes:summary><itunes:subtitle /><itunes:episode>521</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>605</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/521__The_Condensed_May_2016_Issue.mp3" length="10223996" type="audio/mpeg" /> </item> <item><title>Understanding Agile Management</title><link>https://hbr.org/podcast/2016/04/understanding-agile-management</link><description>Darrell Rigby of Bain and Jeff Sutherland of Scrum explain the rise of lean, iterative management tactics, and how to implement them yourself.</description><guid isPermaLink="false">5d0277aeeb7153514b57159de966b7a1</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Fri, 15 Apr 2016 10:43:49 -0500</pubDate><itunes:title>Understanding Agile Management</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Darrell Rigby of Bain and Jeff Sutherland of Scrum explain the rise of lean, iterative management tactics, and how to implement them yourself.</itunes:summary><itunes:subtitle /><itunes:episode>520</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1615</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/520__Understanding_Agile_Management.mp3" length="27738927" type="audio/mpeg" /> </item> <item><title>Smart Managers Don’t Compare People to the “Average”</title><link>https://hbr.org/podcast/2016/04/smart-managers-dont-compare-people-to-the-average</link><description>Todd Rose, the Director of the Mind, Brain, & Education program at the Harvard Graduate School of Education and the author of "The End of Average: How to Succeed in a World That Values Sameness," explains why we should stop using averages to understand individuals.</description><guid isPermaLink="false">aad372d26f5348cbdee9b608827c91ea</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 07 Apr 2016 16:43:55 -0500</pubDate><itunes:title>Smart Managers Don't Compare People to the "Average"</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Todd Rose, the Director of the Mind, Brain, & Education program at the Harvard Graduate School of Education and the author of "The End of Average: How to Succeed in a World That Values Sameness," explains why we should stop using averages to understand individuals.</itunes:summary><itunes:subtitle /><itunes:episode>519</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1272</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/519__Smart_Managers_Dont_Compare_People_to_the__Average_.mp3" length="22252917" type="audio/mpeg" /> </item> <item><title>Life’s Work: Dr. Ruth Westheimer</title><link>https://hbr.org/podcast/2016/03/lifes-work-dr-ruth-westheimer</link><description>Iconic relationship expert Dr. Ruth discusses what she's learned over a long career.</description><guid 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isPermaLink="false">1800fbc339eca669e8eeeb06de39fa44</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 24 Mar 2016 17:15:39 -0500</pubDate><itunes:title>How to Say No to More Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Karen Dillon, author of the "HBR Guide to Office Politics", explains how to gracefully decline excessive projects–and thankless tasks.</itunes:summary><itunes:subtitle /><itunes:episode>517</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>421</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/517__How_to_Say_No_to_More_Work.mp3" length="21438295" type="audio/mpeg" /> </item> <item><title>The Condensed April 2016 Issue</title><link>https://hbr.org/podcast/2016/03/the-condensed-april-2016-issue</link><description>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</description><guid isPermaLink="false">33a61b28433734c2a00c46304ce01a0f</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 22 Mar 2016 12:01:41 -0500</pubDate><itunes:title>The Condensed April 2016 Issue</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</itunes:summary><itunes:subtitle /><itunes:episode>516</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>609</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/516__The_Condensed_April_2016_Issue.mp3" length="10282163" type="audio/mpeg" /> </item> <item><title>Are Leaders Getting Too Emotional?</title><link>https://hbr.org/podcast/2016/03/are-leaders-getting-too-emotional</link><description>There's a lot of crying and shouting both in politics and at the office. Gautam Mukunda of Harvard Business School and Gianpiero Petriglieri of INSEAD help us try to make sense of it all.</description><guid isPermaLink="false">13189ece9a22b36d5bf87d9bff09916d</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 17 Mar 2016 17:15:46 -0500</pubDate><itunes:title>Are Leaders Getting Too Emotional?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>There's a lot of crying and shouting both in politics and at the office. Gautam Mukunda of Harvard Business School and Gianpiero Petriglieri of INSEAD help us try to make sense of it all.</itunes:summary><itunes:subtitle /><itunes:episode>515</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1734</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/515__Are_Leaders_Getting_Too_Emotional_.mp3" length="29637408" type="audio/mpeg" /> </item> <item><title>Your Coworkers Should Know Your Salary</title><link>https://hbr.org/podcast/2016/03/your-coworkers-should-know-your-salary</link><description>Pay transparency is actually a way better system than pay secrecy. David Burkus, professor at Oral Roberts University and author of "Under New Management," explains why.</description><guid isPermaLink="false">56566a8082665fb19cd9992561560447</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 10 Mar 2016 16:54:47 -0500</pubDate><itunes:title>Your Coworkers Should Know Your Salary</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Pay transparency is actually a way better system than pay secrecy. David Burkus, professor at Oral Roberts University and author of "Under New Management," explains why.</itunes:summary><itunes:subtitle /><itunes:episode>514</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1071</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/514__Your_Coworkers_Should_Know_Your_Salary.mp3" length="19036294" type="audio/mpeg" /> </item> <item><title>Talking About Race at Work</title><link>https://hbr.org/podcast/2016/03/talking-about-race-at-work</link><description>Kira Hudson Banks, Ph.D., is an Assistant Professor in the department of psychology at Saint Louis University, and a principal at consulting firm the Mouse and the Elephant. We spoke with her about why managers shouldn't wait for a controversy to start talking about race.</description><guid isPermaLink="false">a1ba48283c2f9ff17d6d6478a382fade</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 03 Mar 2016 17:42:26 -0500</pubDate><itunes:title>Talking About Race at Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Kira Hudson Banks, Ph.D., is an Assistant Professor in the department of psychology at Saint Louis University, and a principal at consulting firm the Mouse and the Elephant. We spoke with her about why managers shouldn't wait for a controversy to start talking about race.</itunes:summary><itunes:subtitle /><itunes:episode>513</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1342</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/513__Talking_About_Race_at_Work.mp3" length="23369257" type="audio/mpeg" /> </item> <item><title>The Art of the Interview</title><link>https://hbr.org/podcast/2016/02/the-art-of-the-interview</link><description>Job interviews can feel more like a stylized ritual than a normal conversation. Esquire writer and journalist Cal Fussman, who's interviewed scores of people from Mikhail Gorbachev to Jeff Bezos to Dr. Dre, gives us his advice, from how to build trust with a subject to getting an honest answer to a tough question.</description><guid isPermaLink="false">508e5bf7a706208216a45f91afe7058b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 25 Feb 2016 14:22:43 -0500</pubDate><itunes:title>The Art of the Interview</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Job interviews can feel more like a stylized ritual than a normal conversation. Esquire writer and journalist Cal Fussman, who's interviewed scores of people from Mikhail Gorbachev to Jeff Bezos to Dr. Dre, gives us his advice, from how to build trust with a subject to getting an honest answer to a tough question.</itunes:summary><itunes:subtitle /><itunes:episode>512</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1548</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/512__The_Art_of_the_Interview.mp3" length="26665701" type="audio/mpeg" /> </item> <item><title>The Condensed March 2016 Issue</title><link>https://hbr.org/podcast/2016/02/the-condensed-march-2016-issue</link><description>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</description><guid isPermaLink="false">4a6aaa19a9b74d877727c76ace7401a3</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Fri, 19 Feb 2016 10:37:32 -0500</pubDate><itunes:title>The Condensed March 2016 Issue</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</itunes:summary><itunes:subtitle /><itunes:episode>511</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>768</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/511_The_Condensed_March_2016_Issue.mp3" length="12827451" type="audio/mpeg" /> </item> <item><title>Closing the Strategy-Execution Gap</title><link>https://hbr.org/podcast/2016/02/closing-the-strategy-execution-gap</link><description>Paul Leinwand, co-author of the book "Strategy That Works," explains how successful companies solve this thorny problem.</description><guid isPermaLink="false">6139a20c643defab59751563bdcb0c46</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 18 Feb 2016 16:36:17 -0500</pubDate><itunes:title>Closing the Strategy-Execution Gap</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Paul Leinwand, co-author of the book "Strategy That Works," explains how successful companies solve this thorny problem.</itunes:summary><itunes:subtitle /><itunes:episode>510</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>931</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/510__Closing_the_Strategy-Execution_Gap.mp3" length="16790159" type="audio/mpeg" /> </item> <item><title>Be a Superboss</title><link>https://hbr.org/podcast/2016/02/be-a-superboss</link><description>Lorne Michaels, Bill Walsh, Alice Waters–all have had a disproportionate impact in their respective industries through their knack for collecting and inspiring great talent. We hear how they do it from Sydney Finkelstein, the Steven Roth Professor of Management in Dartmouth’s Tuck School of Business and the author of "Superbosses: How Exceptional Leaders Manage the Flow of Talent".</description><guid isPermaLink="false">d28014acff093ff2439bc8af1c3f9b35</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 11 Feb 2016 14:18:44 -0500</pubDate><itunes:title>Be a Superboss</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Lorne Michaels, Bill Walsh, Alice Waters–all have had a disproportionate impact in their respective industries through their knack for collecting and inspiring great talent. We hear how they do it from Sydney Finkelstein, the Steven Roth Professor of Management in Dartmouth’s Tuck School of Business and the author of "Superbosses: How Exceptional Leaders Manage the Flow of Talent".</itunes:summary><itunes:subtitle /><itunes:episode>509</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1134</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/509__Be_a_Superboss.mp3" length="20044794" type="audio/mpeg" /> </item> <item><title>How to Give Constructive Feedback</title><link>https://hbr.org/podcast/2016/02/how-to-give-constructive-feedback</link><description>Jack Zenger and Joseph Folkman have administered thousands of 360-degree assessments through their consulting firm, Zenger/Folkman. This has given them a wealth of information about who benefits from criticism, and how to deliver it.</description><guid isPermaLink="false">5f93f6ea0140dc92ea655196e51be183</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Fri, 05 Feb 2016 10:05:06 -0500</pubDate><itunes:title>How to Give Constructive Feedback</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jack Zenger and Joseph Folkman have administered thousands of 360-degree assessments through their consulting firm, Zenger/Folkman. This has given them a wealth of information about who benefits from criticism, and how to deliver it.</itunes:summary><itunes:subtitle /><itunes:episode>508</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1146</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/508_How_to_Give_Constructive_Feedback.mp3" length="18887909" type="audio/mpeg" /> </item> <item><title>Being Happier at Work</title><link>https://hbr.org/podcast/2016/01/being-happier-at-work</link><description>Emma Seppälä, Stanford researcher and author of "The Happiness Track," explains the proven benefits of a positive outlook; simple ways to increase your sense of well-being; and why it's not about being ecstatic or excited all the time.</description><guid isPermaLink="false">3f9c9e3c4d4c1f3bbbe49552c7968eea</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 28 Jan 2016 15:10:28 -0500</pubDate><itunes:title>Being Happier at Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Emma Seppälä, Stanford researcher and author of "The Happiness Track," explains the proven benefits of a positive outlook; simple ways to increase your sense of well-being; and why it's not about being ecstatic or excited all the time.</itunes:summary><itunes:subtitle /><itunes:episode>507</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>948</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/507__Being_Happier_at_Work.mp3" length="17059331" type="audio/mpeg" /> </item> <item><title>Stop Focusing on Your Strengths</title><link>https://hbr.org/podcast/2016/01/stop-focusing-on-your-strengths</link><description>Tomas Chamorro-Premuzic, professor at University College London and Columbia University and CEO of Hogan Assessments, explains how the fad for strengths-based coaching may actually be weakening us.</description><guid 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to deal with self-doubt (or help someone else manage theirs).</description><guid isPermaLink="false">351c321f4649a4c256ce1217000b0afd</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 14 Jan 2016 09:21:05 -0500</pubDate><itunes:title>Make Peace with Your Inner Critic</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Tara Mohr, author of Playing Big, explains how to deal with self-doubt (or help someone else manage theirs).</itunes:summary><itunes:subtitle /><itunes:episode>505</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>865</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/505__Make_Peace_with_Your_Inner_Critic.mp3" length="15734408" type="audio/mpeg" /> </item> <item><title>Achieve Your Goals (Finally)</title><link>https://hbr.org/podcast/2016/01/achieve-your-goals-finally</link><description>Heidi Grant Halvorson, author of "No One Understands You and What to Do About It" and "9 Things Successful People Do Differently," explains how to actually stick to your resolutions this year.'</description><guid isPermaLink="false">572935a99f7e730137399d8b05cde524</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Fri, 08 Jan 2016 09:21:05 -0500</pubDate><itunes:title>Achieve Your Goals (Finally)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Heidi Grant Halvorson, author of "No One Understands You and What to Do About It" and "9 Things Successful People Do Differently," explains how to actually stick to your resolutions this year.'</itunes:summary><itunes:subtitle /><itunes:episode>504</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1254</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/504__Achieve_Your_Goals_Finally.mp3" length="21965337" type="audio/mpeg" /> </item> <item><title>Marketing Lessons for Companies Big and Small</title><link>https://hbr.org/podcast/2015/12/marketing-lessons-for-companies-big-and-small</link><description>Denise Lee Yohn, author of "Extraordinary Experiences" and "What Great Brands Do," explains what we can learn from retail and restaurant brands</description><guid isPermaLink="false">75459d99cba940ebf1a73d55b839dd81</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Wed, 30 Dec 2015 11:45:27 -0500</pubDate><itunes:title>Marketing Lessons for Companies Big and Small</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Denise Lee Yohn, author of "Extraordinary Experiences" and "What Great Brands Do," explains what we can learn from retail and restaurant brands</itunes:summary><itunes:subtitle /><itunes:episode>503</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1012</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/503__Marketing_Lessons_for_Companies_Big_and_Small.mp3" length="18088783" type="audio/mpeg" /> </item> <item><title>The Condensed January-February 2016 Issue</title><link>https://hbr.org/podcast/2015/12/the-condensed-january-february-2016</link><description>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</description><guid isPermaLink="false">3620889975a1bd728333335181a23ef2</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Wed, 23 Dec 2015 15:29:12 -0500</pubDate><itunes:title>The Condensed January-February 2016 Issue</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</itunes:summary><itunes:subtitle /><itunes:episode>502</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>754</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/502__The_Condensed_January-February_2016_Issue.mp3" length="12602229" type="audio/mpeg" /> </item> <item><title>Life’s Work: Neil deGrasse Tyson</title><link>https://hbr.org/podcast/2015/12/lifes-work-neil-degrasse-tyson</link><description>In every issue, we feature a conversation with someone who's been wildly successful outside the traditional business world. This time, it's an astrophysicist.</description><guid isPermaLink="false">46da711bf7e65cf42a260560480f1c11</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 17 Dec 2015 16:37:48 -0500</pubDate><itunes:title>Life's Work: Neil deGrasse Tyson</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>In every issue, we feature a conversation with someone who's been wildly successful outside the traditional business world. This time, it's an astrophysicist.</itunes:summary><itunes:subtitle /><itunes:episode>501</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1032</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/501__Lifes_Work__Neil_deGrasse_Tyson.mp3" length="18410180" type="audio/mpeg" /> </item> <item><title>Becoming a More Authentic Leader</title><link>https://hbr.org/podcast/2015/12/becoming-a-more-authentic-leader</link><description>Bill George, Harvard Business School professor and author of "Discover Your True North," gives advice to both new and experienced leaders.</description><guid isPermaLink="false">d7d95d13549d21f72d742d5cfa39d892</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 10 Dec 2015 15:49:13 -0500</pubDate><itunes:title>Becoming a More Authentic Leader</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Bill George, Harvard Business School professor and author of "Discover Your True North," gives advice to both new and experienced leaders.</itunes:summary><itunes:subtitle /><itunes:episode>500</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>983</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/500__Becoming_a_More_Authentic_Leader.mp3" length="17625200" type="audio/mpeg" /> </item> <item><title>Accenture’s CEO on Leading Change</title><link>https://hbr.org/podcast/2015/12/accentures-ceo-on-leading-change</link><description>Pierre Nanterme discusses the forces changing consulting, and other knowledge-intensive industries.</description><guid isPermaLink="false">6b26db14d73126ecdcc6466743cfb3ce</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 03 Dec 2015 16:10:42 -0500</pubDate><itunes:title>Accenture's CEO on Leading Change</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Pierre Nanterme discusses the forces changing consulting, and other knowledge-intensive industries.</itunes:summary><itunes:subtitle /><itunes:episode>499</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>856</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/499__Accentures_CEO_on_Leading_Change.mp3" length="15597681" type="audio/mpeg" /> </item> <item><title>4 Types of Conflict and How to Manage Them</title><link>https://hbr.org/podcast/2015/11/4-types-of-conflict-and-how-to-manage-them</link><description>Amy Gallo, author of the "HBR Guide to Managing Conflict at Work," explains the options.</description><guid isPermaLink="false">14305b12582fb29758a3b969e4ed7952</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Wed, 25 Nov 2015 12:00:40 -0500</pubDate><itunes:title>4 Types of Conflict and How to Manage Them</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Gallo, author of the "HBR Guide to Managing Conflict at Work," explains the options.</itunes:summary><itunes:subtitle /><itunes:episode>498</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1141</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/498__4_Types_of_Conflict_and_How_to_Manage_Them.mp3" length="20153027" type="audio/mpeg" /> </item> <item><title>The Condensed December 2015 Issue</title><link>https://hbr.org/podcast/2015/11/the-condensed-december-2015-issue</link><description>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</description><guid isPermaLink="false">ffdf9e424e8965f77fb9da93962ba84f</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 24 Nov 2015 16:34:48 -0500</pubDate><itunes:title>The Condensed December 2015 Issue</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</itunes:summary><itunes:subtitle /><itunes:episode>497</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>837</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/497__The_Condensed_December_2015_Issue.mp3" length="15220682" type="audio/mpeg" /> </item> <item><title>Katie Couric on the Shifting Landscape of News</title><link>https://hbr.org/podcast/2015/11/katie-couric-on-the-shifting-landscape-of-news</link><description>The renowned American journalist talks with HBR senior editor Dan McGinn.</description><guid isPermaLink="false">0137799d1a97a7339710b84979a96ed6</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 19 Nov 2015 18:15:53 -0500</pubDate><itunes:title>Katie Couric on the Shifting Landscape of News</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The renowned American journalist talks with HBR senior editor Dan McGinn.</itunes:summary><itunes:subtitle /><itunes:episode>496</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>628</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/496__Katie_Couric_on_the_Shifting_Landscape_of_News.mp3" length="10590126" type="audio/mpeg" /> </item> <item><title>Slide Deck Presentations Don’t Have to Be Terrible</title><link>https://hbr.org/podcast/2015/11/slide-deck-presentations-dont-have-to-be-terrible</link><description>Evan Loomis and Evan Baehr, coauthors of "Get Backed," on how to win someone over with PowerPoint.</description><guid isPermaLink="false">423c1dbfef4f27964a463aa002ee792f</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Fri, 13 Nov 2015 19:34:50 -0500</pubDate><itunes:title>Slide Deck Presentations Don't Have to Be Terrible</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Evan Loomis and Evan Baehr, coauthors of "Get Backed," on how to win someone over with PowerPoint.</itunes:summary><itunes:subtitle /><itunes:episode>495</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1128</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/495__Slide_Deck_Presentations_Dont_Have_to_Be_Terrible.mp3" length="19948653" type="audio/mpeg" /> </item> <item><title>Simple Rules for Creating Great Places to Work</title><link>https://hbr.org/podcast/2015/11/simple-rules-for-creating-great-places-to-work</link><description>Gareth Jones, author of "Why Should Anyone Work Here?", explains the things managers know, but struggle to do.</description><guid isPermaLink="false">195cad1a827398f9ce1312d412b2fac2</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 05 Nov 2015 17:13:43 -0500</pubDate><itunes:title>Simple Rules for Creating Great Places to Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Gareth Jones, author of "Why Should Anyone Work Here?", explains the things managers know, but struggle to do.</itunes:summary><itunes:subtitle /><itunes:episode>494</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>846</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/494__Simple_Rules_for_Creating_Great_Places_to_Work.mp3" length="15425077" type="audio/mpeg" /> </item> <item><title>The Man Behind Siri Explains How to Start a Company</title><link>https://hbr.org/podcast/2015/10/the-man-behind-siri-explains-how-to-start-a-company</link><description>Norman Winarsky, coauthor of "If You Really Want to Change the World," on ventures that scale.</description><guid isPermaLink="false">61bfb217b0c3dab0c75795e21cba9b67</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Fri, 30 Oct 2015 20:04:12 -0500</pubDate><itunes:title>The Man Behind Siri Explains How to Start a Company</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Norman Winarsky, coauthor of "If You Really Want to Change the World," on ventures that scale.</itunes:summary><itunes:subtitle /><itunes:episode>493</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>969</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/493__The_Man_Behind_Siri_Explains_How_to_Start_a_Company.mp3" length="17406626" type="audio/mpeg" /> </item> <item><title>China and the Biggest Startup You’ve Probably Never Heard of</title><link>https://hbr.org/podcast/2015/10/china-and-the-biggest-startup-youve-probably-never-heard-of</link><description>Clay Shirky talks about Xiaomi, the subject of his new book, "Little Rice."</description><guid isPermaLink="false">bc5751b3d9a7738a5e35f320725b9a6d</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 22 Oct 2015 18:57:54 -0500</pubDate><itunes:title>China and the Biggest Startup You've Probably Never Heard of</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Clay Shirky talks about Xiaomi, the subject of his new book, "Little Rice."</itunes:summary><itunes:subtitle /><itunes:episode>492</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1446</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/492__China_and_the_Biggest_Startup_Youve_Probably_Never_Heard_of.mp3" length="25034809" type="audio/mpeg" /> </item> <item><title>What Makes Social Entrepreneurs Successful?</title><link>https://hbr.org/podcast/2015/10/what-makes-social-entrepreneurs-successful</link><description>Sally Osberg, president and CEO of the Skoll Foundation and author of "Getting Beyond Better" with Roger Martin.</description><guid isPermaLink="false">62c0b3302e41a33ba0f9312f02e38559</guid><media:thumbnail 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url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Wed, 07 Oct 2015 20:31:23 -0500</pubDate><itunes:title>Disrupt Your Career, and Yourself</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Whitney Johnson, author of "Disrupt Yourself," on taking the big risks we secretly want to.</itunes:summary><itunes:subtitle /><itunes:episode>489</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1089</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/489__Disrupt_Your_Career_and_Yourself.mp3" length="19325041" type="audio/mpeg" /> </item> <item><title>Why the Term “Thought Leader” Isn’t Gross</title><link>https://hbr.org/podcast/2015/10/why-the-term-thought-leader-isnt-gross</link><description>Dorie Clark, author of "Stand Out," on having more influence.</description><guid isPermaLink="false">df24b4fa576a6b0b8c52080ba4802f20</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 01 Oct 2015 19:29:36 -0500</pubDate><itunes:title>Why the Term "Thought Leader" Isn't Gross</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Dorie Clark, author of "Stand Out," on having more influence.</itunes:summary><itunes:subtitle /><itunes:episode>488</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1159</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/488__Why_the_Term__Thought_Leader__Isnt_Gross.mp3" length="20441836" type="audio/mpeg" /> </item> <item><title>Your Office’s Hidden Artists and How to Work with Them</title><link>https://hbr.org/podcast/2015/09/your-offices-hidden-artists-and-how-to-work-with-them</link><description>Kimberly Elsbach, author of the HBR article "Collaborating with Creative Peers," on collaborating better with a certain type of colleague.</description><guid 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time to develop our inner selves.</description><guid isPermaLink="false">76f464b39251374acae142598c3831c0</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 17 Sep 2015 16:37:47 -0500</pubDate><itunes:title>Build Your Character (at Least for a Day)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Tiffany Shlain, filmmaker, on why we need more time to develop our inner selves.</itunes:summary><itunes:subtitle /><itunes:episode>486</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>881</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/486__Build_Your_Character_at_Least_for_a_Day.mp3" length="15997258" type="audio/mpeg" /> </item> <item><title>The Creator of WordPress</title><link>https://hbr.org/podcast/2015/09/the-creator-of-wordpress</link><description>Matt Mullenweg, founder and CEO of Automattic, on growth, leadership, and mindfulness. </description><guid 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27 Aug 2015 18:10:22 -0500</pubDate><itunes:title>PepsiCo CEO Indra Nooyi on Design Thinking</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>How PepsiCo is harnessing the power of design.</itunes:summary><itunes:subtitle /><itunes:episode>482</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>768</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/482__PepsiCo_CEO_Indra_Nooyi_on_Design_Thinking.mp3" length="12843758" type="audio/mpeg" /> </item> <item><title>Salman Rushdie on Creativity and Criticism</title><link>https://hbr.org/podcast/2015/08/salman-rushdie-on-creativity-and-criticism</link><description>The acclaimed writer describes how he develops his novels, what he expects from reviewers, and why business people should still read fiction.</description><guid isPermaLink="false">4cbab5480d4b3835f77690988f5f175d</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 20 Aug 2015 12:00:51 -0500</pubDate><itunes:title>Salman Rushdie on Creativity and Criticism</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The acclaimed writer describes how he develops his novels, what he expects from reviewers, and why business people should still read fiction.</itunes:summary><itunes:subtitle /><itunes:episode>481</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1012</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/481__Salman_Rushdie_on_Creativity_and_Criticism.mp3" length="18082039" type="audio/mpeg" /> </item> <item><title>Become a Better Listener</title><link>https://hbr.org/podcast/2015/08/become-a-better-listener</link><description>Mark Goulston, psychiatrist and author of "Just Listen," explains how.</description><guid isPermaLink="false">8437734a7a8fdd35618a36fd97906d1e</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 13 Aug 2015 12:48:54 -0500</pubDate><itunes:title>Become a Better Listener</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Mark Goulston, psychiatrist and author of "Just Listen," explains how.</itunes:summary><itunes:subtitle /><itunes:episode>480</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1252</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/480__Become_a_Better_Listener.mp3" length="21934770" type="audio/mpeg" /> </item> <item><title>The Condensed September 2015 Issue</title><link>https://hbr.org/podcast/2015/08/the-condensed-september-2015-issue</link><description>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</description><guid isPermaLink="false">ddb0c61db009c079a1bab20340ea49a4</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Wed, 12 Aug 2015 16:28:35 -0500</pubDate><itunes:title>The Condensed September 2015 Issue</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</itunes:summary><itunes:subtitle /><itunes:episode>479</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1076</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/479__The_Condensed_September_2015_Issue.mp3" length="19106867" type="audio/mpeg" /> </item> <item><title>Building Healthy Teams</title><link>https://hbr.org/podcast/2015/08/building-healthy-teams</link><description>Mary Shapiro, author of the "HBR Guide to Leading Teams" and professor at Simmons, on dealing with conflict and other issues.</description><guid isPermaLink="false">109fafed4a76000d16c4b51f795b2383</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 06 Aug 2015 11:38:41 -0500</pubDate><itunes:title>Building Healthy Teams</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Mary Shapiro, author of the "HBR Guide to Leading Teams" and professor at Simmons, on dealing with conflict and other issues.</itunes:summary><itunes:subtitle /><itunes:episode>478</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1295</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/478__Building_Healthy_Teams.mp3" length="22613951" type="audio/mpeg" /> </item> <item><title>How Science and Tech Are Changing the Human Body</title><link>https://hbr.org/podcast/2015/07/how-science-and-tech-are-changing-the-human-body</link><description>Juan Enriquez and Steve Gullans explain how we're "evolving ourselves."</description><guid isPermaLink="false">bd10a3bbefa632351946c5e4e60559fc</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 30 Jul 2015 11:00:32 -0500</pubDate><itunes:title>How Science and Tech Are Changing the Human Body</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Juan Enriquez and Steve Gullans explain how we're "evolving ourselves."</itunes:summary><itunes:subtitle /><itunes:episode>477</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1381</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/477__How_Science_and_Tech_Are_Changing_the_Human_Body.mp3" length="23992824" type="audio/mpeg" /> </item> <item><title>The CEO of YP on Leading Digital Transformation</title><link>https://hbr.org/podcast/2015/07/the-ceo-of-yp-on-leading-digital-transformation</link><description>David Krantz, the CEO of YP (formerly the Yellow Pages), explains how they've reinvented their business.</description><guid isPermaLink="false">765b437c65ec9f5fb9fae630f9caee1b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 23 Jul 2015 16:35:50 -0500</pubDate><itunes:title>The CEO of YP on Leading Digital Transformation</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>David Krantz, the CEO of YP (formerly the Yellow Pages), explains how they've reinvented their business.</itunes:summary><itunes:subtitle /><itunes:episode>476</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1308</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/476__The_CEO_of_YP_on_Leading_Digital_Transformation.mp3" length="22832987" type="audio/mpeg" /> </item> <item><title>“Social Media-Savvy CEO” Is No Oxymoron</title><link>https://hbr.org/podcast/2015/07/social-media-savvy-ceo-is-no-oxymoron</link><description>Charlene Li, author of "The Engaged Leader," on why and how senior executives are diving into online networks.</description><guid isPermaLink="false">f494c8c7b772022e889e12e6dbb26ef9</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 16 Jul 2015 17:11:29 -0500</pubDate><itunes:title>"Social Media-Savvy CEO" Is No Oxymoron</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Charlene Li, author of "The Engaged Leader," on why and how senior executives are diving into online networks.</itunes:summary><itunes:subtitle /><itunes:episode>475</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1468</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/475___Social_Media-Savvy_CEO__Is_No_Oxymoron.mp3" length="25377096" type="audio/mpeg" /> </item> <item><title>Test-Taking Comes to the Office</title><link>https://hbr.org/podcast/2015/07/test-taking-comes-to-the-office</link><description>Tomas Chamorro-Premuzic, author of the HBR article "Ace the Assessment," explores the rising practice of using tests in hiring and promotion decisions.</description><guid isPermaLink="false">73034c69b7e5ce807884a2a83e97e90b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 09 Jul 2015 17:02:00 -0500</pubDate><itunes:title>Test-Taking Comes to the Office</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Tomas Chamorro-Premuzic, author of the HBR article "Ace the Assessment," explores the rising practice of using tests in hiring and promotion decisions.</itunes:summary><itunes:subtitle /><itunes:episode>474</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1006</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/474__Test-Taking_Comes_to_the_Office.mp3" length="17995093" type="audio/mpeg" /> </item> <item><title>Can HR Be Saved?</title><link>https://hbr.org/podcast/2015/07/can-hr-be-saved</link><description>Peter Cappelli, author of the HBR article, "Why We Love to Hate HR...and What HR Can Do About It," on perhaps the least popular function in business.</description><guid 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with editor-in-chief Adi Ignatius.</description><guid isPermaLink="false">746f4297a690db1ed3f6252d397e0b86</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 25 Jun 2015 10:00:24 -0500</pubDate><itunes:title>Michael Lynton on Surviving the Biggest Corporate Hack in History</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The CEO of Sony Pictures Entertainment discusses the crisis with editor-in-chief Adi Ignatius.</itunes:summary><itunes:subtitle /><itunes:episode>472</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>577</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/472__Michael_Lynton_on_Surviving_the_Biggest_Corporate_Hack_in_History.mp3" length="9777214" type="audio/mpeg" /> </item> <item><title>The Condensed July-August 2015 Issue</title><link>https://hbr.org/podcast/2015/06/the-condensed-july-august-2015-issue</link><description>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</description><guid isPermaLink="false">2324c7da1055da020aeeaf57aa085b25</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 23 Jun 2015 10:00:57 -0500</pubDate><itunes:title>The Condensed July-August 2015 Issue</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</itunes:summary><itunes:subtitle /><itunes:episode>471</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1156</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/471__The_Condensed_July-August_2015_Issue.mp3" length="19039579" type="audio/mpeg" /> </item> <item><title>Beating Digital Overload with Digital Tools</title><link>https://hbr.org/podcast/2015/06/beating-digital-overload-with-digital-tools</link><description>Alexandra Samuel, online engagement expert and author of "Work Smarter with Social Media," on the tools you should use--and the ones you could be ignoring.</description><guid isPermaLink="false">3cea7c8e18bfac3625ab19418c9ca218</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 18 Jun 2015 16:37:53 -0500</pubDate><itunes:title>Beating Digital Overload with Digital Tools</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Alexandra Samuel, online engagement expert and author of "Work Smarter with Social Media," on the tools you should use--and the ones you could be ignoring.</itunes:summary><itunes:subtitle /><itunes:episode>470</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1340</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/470__Beating_Digital_Overload_with_Digital_Tools.mp3" length="23329936" type="audio/mpeg" /> </item> <item><title>Are Robots Really Coming for Our Jobs?</title><link>https://hbr.org/podcast/2015/06/are-robots-really-coming-for-our-jobs</link><description>James Bessen, economist and former software executive, on what we can learn from 19th century mill workers about innovation, wages, and technology.</description><guid isPermaLink="false">97b222e50ea113cd968d1fd851274821</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 11 Jun 2015 16:50:30 -0500</pubDate><itunes:title>Are Robots Really Coming for Our Jobs?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>James Bessen, economist and former software executive, on what we can learn from 19th century mill workers about innovation, wages, and technology.</itunes:summary><itunes:subtitle /><itunes:episode>469</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1198</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/469__Are_Robots_Really_Coming_for_Our_Jobs_.mp3" length="21058742" type="audio/mpeg" /> </item> <item><title>George Mitchell on Effective Negotiation</title><link>https://hbr.org/podcast/2015/06/george-mitchell-on-effective-negotiation</link><description>The former U.S. Senate majority leader and U.S. envoy to Northern Ireland and the Middle East describes his approach to resolving disputes and fostering bipartisan compromise.</description><guid isPermaLink="false">22a57c548fcaa01d8327b993988de711</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 04 Jun 2015 10:31:38 -0500</pubDate><itunes:title>George Mitchell on Effective Negotiation</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The former U.S. Senate majority leader and U.S. envoy to Northern Ireland and the Middle East describes his approach to resolving disputes and fostering bipartisan compromise.</itunes:summary><itunes:subtitle /><itunes:episode>468</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1103</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/468__George_Mitchell_on_Effective_Negotiation.mp3" length="19539043" type="audio/mpeg" /> </item> <item><title>Evernote’s CEO on the New Ways We Work</title><link>https://hbr.org/podcast/2015/05/evernotes-ceo-on-the-new-ways-we-work</link><description>Phil Libin discusses the impact of technology--from Microsoft Word to wearables--on our collaboration and productivity.</description><guid isPermaLink="false">e5f2b79964530c641523242f291211f3</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 28 May 2015 16:42:21 -0500</pubDate><itunes:title>Evernote's CEO on the New Ways We Work</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Phil Libin discusses the impact of technology--from Microsoft Word to wearables--on our collaboration and productivity.</itunes:summary><itunes:subtitle /><itunes:episode>467</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1296</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/467__Evernotes_CEO_on_the_New_Ways_We_Work.mp3" length="22635283" type="audio/mpeg" /> </item> <item><title>Making Sense of Digital Disruption</title><link>https://hbr.org/podcast/2015/05/making-sense-of-digital-disruption</link><description>R. "Ray" Wang, author of "Disrupting Digital Business" on how business is transforming.</description><guid isPermaLink="false">0f2883e3a599498ed70676ddc3a8cb1f</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 21 May 2015 17:38:47 -0500</pubDate><itunes:title>Making Sense of Digital Disruption</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>R. "Ray" Wang, author of "Disrupting Digital Business" on how business is transforming.</itunes:summary><itunes:subtitle /><itunes:episode>466</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>895</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/466__Making_Sense_of_Digital_Disruption.mp3" length="16218351" type="audio/mpeg" /> </item> <item><title>The Condensed June 2015 Issue</title><link>https://hbr.org/podcast/2015/05/the-condensed-june-2015-issue</link><description>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</description><guid isPermaLink="false">fa13f283a5f9d151772cde812ad94fd3</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 19 May 2015 19:24:32 -0500</pubDate><itunes:title>The Condensed June 2015 Issue</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</itunes:summary><itunes:subtitle /><itunes:episode>465</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>416</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/465__The_Condensed_June_2015_Issue.mp3" length="20072766" type="audio/mpeg" /> </item> <item><title>Consumer Privacy in the Digital Age</title><link>https://hbr.org/podcast/2015/05/consumer-privacy-in-the-digital-age</link><description>Timothy Morey and Allison Schoop, both of frog, on designing customer data systems that promote transparency and trust.</description><guid isPermaLink="false">510bec23c4feb5aa7ee80dd39ae02c6f</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 14 May 2015 15:50:09 -0500</pubDate><itunes:title>Consumer Privacy in the Digital Age</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Timothy Morey and Allison Schoop, both of frog, on designing customer data systems that promote transparency and trust.</itunes:summary><itunes:subtitle /><itunes:episode>464</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1260</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/464__Consumer_Privacy_in_the_Digital_Age.mp3" length="22050137" type="audio/mpeg" /> </item> <item><title>Why We Pretend to Be Workaholics</title><link>https://hbr.org/podcast/2015/05/why-we-pretend-to-be-workaholics</link><description>Erin Reid of Boston University on why men (but not women) feign long working hours.</description><guid isPermaLink="false">88d186dcc56627f4802c68304f22ec0f</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 07 May 2015 12:00:35 -0500</pubDate><itunes:title>Why We Pretend to Be Workaholics</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Erin Reid of Boston University on why men (but not women) feign long working hours.</itunes:summary><itunes:subtitle /><itunes:episode>463</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1122</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/463__Why_We_Pretend_to_Be_Workaholics.mp3" length="19842474" type="audio/mpeg" /> </item> <item><title>Ethical CEOs Finish First</title><link>https://hbr.org/podcast/2015/04/ethical-ceos-finish-first</link><description>Fred Kiel, author of "Return on Character," explains his research on why being good benefits the bottom line.</description><guid isPermaLink="false">38cc6b6789031f6167cb1ebee56b3128</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 30 Apr 2015 13:06:35 -0500</pubDate><itunes:title>Ethical CEOs Finish First</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Fred Kiel, author of "Return on Character," explains his research on why being good benefits the bottom line.</itunes:summary><itunes:subtitle /><itunes:episode>462</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>612</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/462__Ethical_CEOs_Finish_First.mp3" length="10338493" type="audio/mpeg" /> </item> <item><title>Brian Grazer on the Power of Curiosity</title><link>https://hbr.org/podcast/2015/04/brian-grazer-on-the-power-of-curiosity</link><description>The Oscar-winning producer explains why a passion for learning--about other people and pursuits--has been the key to his success.</description><guid isPermaLink="false">d23e1e409c9d689b270990ade243d8f4</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 23 Apr 2015 12:40:11 -0500</pubDate><itunes:title>Brian Grazer on the Power of Curiosity</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The Oscar-winning producer explains why a passion for learning--about other people and pursuits--has been the key to his success.</itunes:summary><itunes:subtitle /><itunes:episode>461</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1070</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/461__Brian_Grazer_on_the_Power_of_Curiosity.mp3" length="19009872" type="audio/mpeg" /> </item> <item><title>Understand How People See You</title><link>https://hbr.org/podcast/2015/04/understand-how-people-see-you</link><description>Heidi Grant Halvorson, author of "No One Understands You and What to Do About It," explains the science of perception.</description><guid isPermaLink="false">479c11391f1957368aa550e0185b3376</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 16 Apr 2015 17:11:58 -0500</pubDate><itunes:title>Understand How People See You</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Heidi Grant Halvorson, author of "No One Understands You and What to Do About It," explains the science of perception.</itunes:summary><itunes:subtitle /><itunes:episode>460</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1435</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/460__Understand_How_People_See_You.mp3" length="24863832" type="audio/mpeg" /> </item> <item><title>The Condensed May 2015 Issue</title><link>https://hbr.org/podcast/2015/04/the-condensed-may-2015-issue</link><description>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</description><guid isPermaLink="false">a33586d4fc7f7bec31e573c9310086f1</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 14 Apr 2015 18:15:42 -0500</pubDate><itunes:title>The Condensed May 2015 Issue</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</itunes:summary><itunes:subtitle /><itunes:episode>459</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>938</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/459__The_Condensed_May_2015_Issue.mp3" length="16904216" type="audio/mpeg" /> </item> <item><title>Making Health Care More Consumer-Driven</title><link>https://hbr.org/podcast/2015/04/making-health-care-more-consumer-driven</link><description>Regina Herzlinger, Harvard Business School professor, talks about how to dismantle the barriers to innovation in care delivery.</description><guid isPermaLink="false">4dfb8eb15ecdf211497c2d054fa38972</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 09 Apr 2015 13:11:10 -0500</pubDate><itunes:title>Making Health Care More Consumer-Driven</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Regina Herzlinger, Harvard Business School professor, talks about how to dismantle the barriers to innovation in care delivery.</itunes:summary><itunes:subtitle /><itunes:episode>458</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>740</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/458__Making_Health_Care_More_Consumer-Driven.mp3" length="12380238" type="audio/mpeg" /> </item> <item><title>Case Study: Reinvent This Retailer</title><link>https://hbr.org/podcast/2015/04/case-study-reinvent-this-retailer</link><description>Hear this story based on real events at J.C. Penney. A discussion with contributor Jill Avery and editor Andy O'Connell follows.</description><guid isPermaLink="false">4ad0591d1be699a7c9ad59fb9ed22b27</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 02 Apr 2015 15:12:34 -0500</pubDate><itunes:title>Case Study: Reinvent This Retailer</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Hear this story based on real events at J.C. Penney. A discussion with contributor Jill Avery and editor Andy O'Connell follows.</itunes:summary><itunes:subtitle /><itunes:episode>457</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1510</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/457__Case_Study__Reinvent_This_Retailer.mp3" length="26051270" type="audio/mpeg" /> </item> <item><title>Your Brain’s Ideal Schedule</title><link>https://hbr.org/podcast/2015/03/your-brains-ideal-schedule</link><description>Ron Friedman, Ph.D., author of "The Best Place to Work," on how to structure your day to get the most done.</description><guid isPermaLink="false">9f3c073ed1bcebdaa5c2a2d68eb5f7e1</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 26 Mar 2015 16:19:32 -0500</pubDate><itunes:title>Your Brain's Ideal Schedule</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Ron Friedman, Ph.D., author of "The Best Place to Work," on how to structure your day to get the most done.</itunes:summary><itunes:subtitle /><itunes:episode>456</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1342</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/456__Your_Brains_Ideal_Schedule.mp3" length="23376732" type="audio/mpeg" /> </item> <item><title>Blue Ocean Strategy and Red Ocean Traps</title><link>https://hbr.org/podcast/2015/03/blue-ocean-strategy-and-red-ocean-traps</link><description>Renée Mauborgne of INSEAD explains how a landmark idea is evolving. She is coauthor, along with W. Chan Kim, of "Blue Ocean Strategy, Expanded Edition (2015)."</description><guid isPermaLink="false">c75ebf620c5591ac488317cc8ff4ac33</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 19 Mar 2015 16:51:07 -0500</pubDate><itunes:title>Blue Ocean Strategy and Red Ocean Traps</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Renée Mauborgne of INSEAD explains how a landmark idea is evolving. She is coauthor, along with W. Chan Kim, of "Blue Ocean Strategy, Expanded Edition (2015)."</itunes:summary><itunes:subtitle /><itunes:episode>455</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1215</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/455__Blue_Ocean_Strategy_and_Red_Ocean_Traps.mp3" length="21331251" type="audio/mpeg" /> </item> <item><title>The Condensed April 2015 Issue</title><link>https://hbr.org/podcast/2015/03/the-condensed-april-2015-issue</link><description>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</description><guid isPermaLink="false">846e9825d2db1d12cc83025e6b182e6f</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 17 Mar 2015 17:13:44 -0500</pubDate><itunes:title>The Condensed April 2015 Issue</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</itunes:summary><itunes:subtitle /><itunes:episode>454</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>729</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/454__The_Condensed_April_2015_Issue.mp3" length="12210120" type="audio/mpeg" /> </item> <item><title>Set Habits You’ll Actually Keep</title><link>https://hbr.org/podcast/2015/03/set-habits-youll-actually-keep</link><description>Gretchen Rubin, author of "Better than Before: Mastering the Habits of Our Everyday Lives," explains that you've got to know your habit-setting style.</description><guid isPermaLink="false">8415f165991c808cb8f77e9475589214</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 12 Mar 2015 16:47:15 -0500</pubDate><itunes:title>Set Habits You'll Actually Keep</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Gretchen Rubin, author of "Better than Before: Mastering the Habits of Our Everyday Lives," explains that you've got to know your habit-setting style.</itunes:summary><itunes:subtitle /><itunes:episode>453</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1550</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/453__Set_Habits_Youll_Actually_Keep.mp3" length="26695332" type="audio/mpeg" /> </item> <item><title>Goldie Hawn on Female Leadership</title><link>https://hbr.org/podcast/2015/03/goldie-hawn-on-female-leadership</link><description>The Hollywood icon explains why she moved from acting to producing and directing, then launched a foundation that teaches mindfulness to kids.</description><guid isPermaLink="false">72c762d6d9e46e096dfb1d232c30fcc4</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 05 Mar 2015 16:55:50 -0500</pubDate><itunes:title>Goldie Hawn on Female Leadership</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The Hollywood icon explains why she moved from acting to producing and directing, then launched a foundation that teaches mindfulness to kids.</itunes:summary><itunes:subtitle /><itunes:episode>452</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>839</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/452__Goldie_Hawn_on_Female_Leadership.mp3" length="13977254" type="audio/mpeg" /> </item> <item><title>Be Less Reactive and More Proactive</title><link>https://hbr.org/podcast/2015/02/be-less-reactive-and-more-proactive</link><description>Peter Bregman, author of "Four Seconds," on changing the way you lead.</description><guid isPermaLink="false">58e332ddd9174a1586f757bd8d0827a8</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 26 Feb 2015 17:01:24 -0500</pubDate><itunes:title>Be Less Reactive and More Proactive</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Peter Bregman, author of "Four Seconds," on changing the way you lead.</itunes:summary><itunes:subtitle /><itunes:episode>451</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1300</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/451__Be_Less_Reactive_and_More_Proactive.mp3" length="22697557" type="audio/mpeg" /> </item> <item><title>Marissa Mayer’s Yahoo</title><link>https://hbr.org/podcast/2015/02/marissa-mayers-yahoo</link><description>Nicholas Carlson, author of "Marissa Mayer and the Fight to Save Yahoo," on the CEO's management style.</description><guid isPermaLink="false">d93670b7d28279dd31e001e16aff0c35</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 19 Feb 2015 20:30:40 -0500</pubDate><itunes:title>Marissa Mayer's Yahoo</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Nicholas Carlson, author of "Marissa Mayer and the Fight to Save Yahoo," on the CEO's management style.</itunes:summary><itunes:subtitle /><itunes:episode>450</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1282</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/450__Marissa_Mayers_Yahoo.mp3" length="21050367" type="audio/mpeg" /> </item> <item><title>Why Leadership Feels Awkward</title><link>https://hbr.org/podcast/2015/02/why-leadership-feels-awkward</link><description>Herminia Ibarra, author of "Act Like a Leader, Think Like a Leader" and professor at INSEAD, on moving forward, even when it's not comfortable.</description><guid isPermaLink="false">eba397a5a28dd684ae6b787f817d318f</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 12 Feb 2015 19:15:08 -0500</pubDate><itunes:title>Why Leadership Feels Awkward</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Herminia Ibarra, author of "Act Like a Leader, Think Like a Leader" and professor at INSEAD, on moving forward, even when it's not comfortable.</itunes:summary><itunes:subtitle /><itunes:episode>449</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>878</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/449__Why_Leadership_Feels_Awkward.mp3" length="19885833" type="audio/mpeg" /> </item> <item><title>The Condensed March 2015 Issue</title><link>https://hbr.org/podcast/2015/02/the-condensed-march-2015-issue</link><description>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</description><guid isPermaLink="false">0155b6861ba267c16aae891a5cc7bf9e</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Wed, 11 Feb 2015 19:27:31 -0500</pubDate><itunes:title>The Condensed March 2015 Issue</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</itunes:summary><itunes:subtitle /><itunes:episode>448</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1241</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/448__The_Condensed_March_2015_Issue.mp3" length="20409193" type="audio/mpeg" /> </item> <item><title>GoDaddy’s CEO on Leading Change</title><link>https://hbr.org/podcast/2015/02/godaddys-ceo-on-leading-change</link><description>Blake Irving talks about the company's renewed focus on small businesses and bringing on a new leadership team.</description><guid isPermaLink="false">8713302cb41f2766e757ab6bdb1dd6ee</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 05 Feb 2015 17:19:43 -0500</pubDate><itunes:title>GoDaddy's CEO on Leading Change</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Blake Irving talks about the company's renewed focus on small businesses and bringing on a new leadership team.</itunes:summary><itunes:subtitle /><itunes:episode>447</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1050</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/447__GoDaddys_CEO_on_Leading_Change.mp3" length="18702281" type="audio/mpeg" /> </item> <item><title>Signs You’re Secretly Annoying Your Colleagues</title><link>https://hbr.org/podcast/2015/01/signs-youre-secretly-annoying-your-colleagues</link><description>Muriel Maignan Wilkins, coauthor of "Own the Room," on the flaws everyone's too polite to point out.</description><guid isPermaLink="false">07257a227b5a20768aa0898c61e8a7a7</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 29 Jan 2015 17:57:56 -0500</pubDate><itunes:title>Signs You're Secretly Annoying Your Colleagues</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Muriel Maignan Wilkins, coauthor of "Own the Room," on the flaws everyone's too polite to point out.</itunes:summary><itunes:subtitle /><itunes:episode>446</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1075</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/446__Signs_Youre_Secretly_Annoying_Your_Colleagues.mp3" length="19098103" type="audio/mpeg" /> </item> <item><title>Innovation Needs a System</title><link>https://hbr.org/podcast/2015/01/innovation-needs-a-system</link><description>David Duncan, senior partner at Innosight and coauthor of "Build an Innovation Engine in 90 Days," explains how to organize corporate creativity.</description><guid isPermaLink="false">000e4b8d380f6b04d731eafcc0dd2364</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 22 Jan 2015 15:22:37 -0500</pubDate><itunes:title>Innovation Needs a System</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>David Duncan, senior partner at Innosight and coauthor of "Build an Innovation Engine in 90 Days," explains how to organize corporate creativity.</itunes:summary><itunes:subtitle /><itunes:episode>445</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>920</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/445__Innovation_Needs_a_System.mp3" length="15264562" type="audio/mpeg" /> </item> <item><title>What Still Stifles Ambitious Women</title><link>https://hbr.org/podcast/2015/01/what-still-stifles-ambitious-women</link><description>Pamela Stone, professor at Hunter College, on the surprising findings from a massive study of MBAs.</description><guid isPermaLink="false">abaa724d47ff06627427c19801751d69</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 15 Jan 2015 10:00:35 -0500</pubDate><itunes:title>What Still Stifles Ambitious Women</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Pamela Stone, professor at Hunter College, on the surprising findings from a massive study of MBAs.</itunes:summary><itunes:subtitle /><itunes:episode>444</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1423</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/444__What_Still_Stifles_Ambitious_Women.mp3" length="24662800" type="audio/mpeg" /> </item> <item><title>How to Negotiate Better</title><link>https://hbr.org/podcast/2015/01/how-to-negotiate-better</link><description>Jeff Weiss, author of the "HBR Guide to Negotiating" and partner at Vantage Partners, explains how to prepare to be persuasive.</description><guid isPermaLink="false">d878bdee1b1116fda61cdc21699406e6</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 08 Jan 2015 16:49:38 -0500</pubDate><itunes:title>How to Negotiate Better</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jeff Weiss, author of the "HBR Guide to Negotiating" and partner at Vantage Partners, explains how to prepare to be persuasive.</itunes:summary><itunes:subtitle /><itunes:episode>443</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1121</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/443__How_to_Negotiate_Better.mp3" length="19834524" type="audio/mpeg" /> </item> <item><title>Skills We Can Learn from Games</title><link>https://hbr.org/podcast/2014/12/skills-we-can-learn-from-games</link><description>Andrew Innes, game designer, product manager, and author of "What Board Games Can Teach Business."</description><guid isPermaLink="false">4b83453fcc30c2126e93db7c76e34bcb</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 30 Dec 2014 09:00:08 -0500</pubDate><itunes:title>Skills We Can Learn from Games</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Andrew Innes, game designer, product manager, and author of "What Board Games Can Teach Business."</itunes:summary><itunes:subtitle /><itunes:episode>442</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>746</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/442__Skills_We_Can_Learn_from_Games.mp3" length="12480122" type="audio/mpeg" /> </item> <item><title>The Condensed January-February 2015 Issue</title><link>https://hbr.org/podcast/2014/12/the-condensed-january-february-2015-issue</link><description>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</description><guid isPermaLink="false">fafba990e46d2a8dc8e755309ef7b313</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Fri, 19 Dec 2014 12:34:44 -0500</pubDate><itunes:title>The Condensed January-February 2015 Issue</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</itunes:summary><itunes:subtitle /><itunes:episode>441</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>952</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/441__The_Condensed_January-February_2015_Issue.mp3" length="15776160" type="audio/mpeg" /> </item> <item><title>What Makes Teams Smart (or Dumb)</title><link>https://hbr.org/podcast/2014/12/what-makes-teams-smart-or-dumb</link><description>Cass Sunstein, Harvard professor and author of "Wiser: Getting Beyond Groupthink to Make Groups Smarter."</description><guid isPermaLink="false">d723b55abe9e93858af2fd2215d4b019</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 18 Dec 2014 17:21:45 -0500</pubDate><itunes:title>What Makes Teams Smart (or Dumb)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Cass Sunstein, Harvard professor and author of "Wiser: Getting Beyond Groupthink to Make Groups Smarter."</itunes:summary><itunes:subtitle /><itunes:episode>440</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1102</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/440__What_Makes_Teams_Smart_or_Dumb.mp3" length="18176490" type="audio/mpeg" /> </item> <item><title>Communicate Better with Your Global Team</title><link>https://hbr.org/podcast/2014/12/communicate-better-with-your-global-team</link><description>Tsedal Neeley, Harvard Business School professor, explains how globally distributed teams can collaborate better together.</description><guid isPermaLink="false">f05485ac36810522f05d79273c0122fe</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 11 Dec 2014 11:47:12 -0500</pubDate><itunes:title>Communicate Better with Your Global Team</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Tsedal Neeley, Harvard Business School professor, explains how globally distributed teams can collaborate better together.</itunes:summary><itunes:subtitle /><itunes:episode>439</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1036</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/439__Communicate_Better_with_Your_Global_Team.mp3" length="18476592" type="audio/mpeg" /> </item> <item><title>Explaining Silicon Valley’s Success</title><link>https://hbr.org/podcast/2014/12/explaining-silicon-valleys-success</link><description>AnnaLee Saxenian, author of the classic book "Regional Advantage," still thinks the area's future is bright.</description><guid isPermaLink="false">62bd02d4937b8197dd1808c21b885a54</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 04 Dec 2014 18:22:35 -0500</pubDate><itunes:title>Explaining Silicon Valley's Success</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>AnnaLee Saxenian, author of the classic book "Regional Advantage," still thinks the area's future is bright.</itunes:summary><itunes:subtitle /><itunes:episode>438</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>857</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/438__Explaining_Silicon_Valleys_Success.mp3" length="14259380" type="audio/mpeg" /> </item> <item><title>Learning What Wiser Workers Know</title><link>https://hbr.org/podcast/2014/11/learning-what-wiser-workers-know</link><description>Dorothy Leonard, author of "Critical Knowledge Transfer" and Harvard Business School professor, on retaining organizational expertise.</description><guid isPermaLink="false">9bb99e03aed5b8599f1f055f2cf8cd73</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 25 Nov 2014 16:01:47 -0500</pubDate><itunes:title>Learning What Wiser Workers Know</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Dorothy Leonard, author of "Critical Knowledge Transfer" and Harvard Business School professor, on retaining organizational expertise.</itunes:summary><itunes:subtitle /><itunes:episode>437</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1122</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/437__Learning_What_Wiser_Workers_Know.mp3" length="19855431" type="audio/mpeg" /> </item> <item><title>Making Good Decisions</title><link>https://hbr.org/podcast/2014/11/making-good-decisions</link><description>Stanford's Ron Howard, one of the fathers of decision analysis, explains how it's done.</description><guid isPermaLink="false">e51a5d686c25bd237e96e0f3b5243de3</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 20 Nov 2014 18:56:03 -0500</pubDate><itunes:title>Making Good Decisions</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Stanford's Ron Howard, one of the fathers of decision analysis, explains how it's done.</itunes:summary><itunes:subtitle /><itunes:episode>436</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1034</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/436__Making_Good_Decisions.mp3" length="18443972" type="audio/mpeg" /> </item> <item><title>The Condensed December 2014 Issue</title><link>https://hbr.org/podcast/2014/11/the-condensed-december-2014-issue</link><description>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</description><guid isPermaLink="false">9c0e2a0f568d8205efcd0a21b9b2d466</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 18 Nov 2014 17:34:37 -0500</pubDate><itunes:title>The Condensed December 2014 Issue</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</itunes:summary><itunes:subtitle /><itunes:episode>435</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1217</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/435__The_Condensed_December_2014_Issue.mp3" length="20011750" type="audio/mpeg" /> </item> <item><title>Boris Johnson on Influence and Ambition</title><link>https://hbr.org/podcast/2014/11/boris-johnson-on-influence-and-ambition</link><description>The mayor of London explains why Churchill is a role model and whether his aspirations include the Prime Minister's office.</description><guid isPermaLink="false">4bddbc65739f000fea9f94f7bd439569</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 13 Nov 2014 12:00:04 -0500</pubDate><itunes:title>Boris Johnson on Influence and Ambition</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The mayor of London explains why Churchill is a role model and whether his aspirations include the Prime Minister's office.</itunes:summary><itunes:subtitle /><itunes:episode>434</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>717</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/434__Boris_Johnson_on_Influence_and_Ambition.mp3" length="12009476" type="audio/mpeg" /> </item> <item><title>How to Change Someone’s Behavior with Minimal Effort</title><link>https://hbr.org/podcast/2014/11/how-to-change-someones-behavior-with-minimal-effort</link><description>Steve J. Martin, coauthor of "The Small Big: Small Changes That Spark Big Influence," on the little things that persuade.</description><guid isPermaLink="false">48227acbd1620b83156144874249fa6f</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 06 Nov 2014 18:09:33 -0500</pubDate><itunes:title>How to Change Someone's Behavior with Minimal Effort</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Steve J. Martin, coauthor of "The Small Big: Small Changes That Spark Big Influence," on the little things that persuade.</itunes:summary><itunes:subtitle /><itunes:episode>433</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1014</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/433__How_to_Change_Someones_Behavior_with_Minimal_Effort.mp3" length="18120921" type="audio/mpeg" /> </item> <item><title>Is the Corporate Campus Dying?</title><link>https://hbr.org/podcast/2014/10/is-the-corporate-campus-dying</link><description>Jennifer Magnolfi, Founder & Principal Investigator at Programmable Habitats LLC, on how digital work, and the Internet of Things will fundamentally change the how we use the buildings and neighborhoods we work in.</description><guid isPermaLink="false">07fe8c929772102a18b127e6d3ec3ec9</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 30 Oct 2014 16:54:48 -0500</pubDate><itunes:title>Is the Corporate Campus Dying?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jennifer Magnolfi, Founder & Principal Investigator at Programmable Habitats LLC, on how digital work, and the Internet of Things will fundamentally change the how we use the buildings and neighborhoods we work in.</itunes:summary><itunes:subtitle /><itunes:episode>432</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>936</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/432__Is_the_Corporate_Campus_Dying_.mp3" length="15528717" type="audio/mpeg" /> </item> <item><title>Myths About Entrepreneurship</title><link>https://hbr.org/podcast/2014/10/myths-about-entrepreneurship</link><description>Linda Rottenberg, author of "Crazy Is a Compliment," on what it really takes to start a business.</description><guid isPermaLink="false">82b89ef43f4e6c966b49828c5caa1aed</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 23 Oct 2014 15:59:44 -0500</pubDate><itunes:title>Myths About Entrepreneurship</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Linda Rottenberg, author of "Crazy Is a Compliment," on what it really takes to start a business.</itunes:summary><itunes:subtitle /><itunes:episode>431</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1152</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/431__Myths_About_Entrepreneurship.mp3" length="20336498" type="audio/mpeg" /> </item> <item><title>Disrupting TV’s Status Quo</title><link>https://hbr.org/podcast/2014/10/disrupting-tvs-status-quo</link><description>Famed producer Norman Lear on developing groundbreaking sitcoms, managing creative partnerships and the lessons he wants to pass on to the next generation.</description><guid isPermaLink="false">8a58f564d8539a5b835b7b6ae9b8a112</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 16 Oct 2014 17:45:24 -0500</pubDate><itunes:title>Disrupting TV's Status Quo</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Famed producer Norman Lear on developing groundbreaking sitcoms, managing creative partnerships and the lessons he wants to pass on to the next generation.</itunes:summary><itunes:subtitle /><itunes:episode>430</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>588</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/430__Disrupting_TVs_Status_Quo.mp3" length="9958571" type="audio/mpeg" /> </item> <item><title>The Condensed November 2014 Issue</title><link>https://hbr.org/podcast/2014/10/the-condensed-november-2014-issue</link><description>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</description><guid isPermaLink="false">4ac5fb35e3948ced7516f1772d40b4ad</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 14 Oct 2014 17:27:25 -0500</pubDate><itunes:title>The Condensed November 2014 Issue</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</itunes:summary><itunes:subtitle /><itunes:episode>429</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1088</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/429__The_Condensed_November_2014_Issue.mp3" length="17954137" type="audio/mpeg" /> </item> <item><title>Focus More on Value Capture</title><link>https://hbr.org/podcast/2014/10/focus-more-on-value-capture</link><description>Stefan Michel, professor at IMD, says your business should rethink how it captures value, not just how it creates it.</description><guid isPermaLink="false">0f90c0dec411a66e980dd3c417d77745</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 09 Oct 2014 18:02:17 -0500</pubDate><itunes:title>Focus More on Value Capture</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Stefan Michel, professor at IMD, says your business should rethink how it captures value, not just how it creates it.</itunes:summary><itunes:subtitle /><itunes:episode>428</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>693</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/428__Focus_More_on_Value_Capture.mp3" length="11634588" type="audio/mpeg" /> </item> <item><title>Does Your Sales Team Know Your Strategy?</title><link>https://hbr.org/podcast/2014/10/does-your-sales-team-know-your-strategy</link><description>Frank Cespedes, HBS professor and author of "Aligning Strategy and Sales," explains how to get the front line on board.</description><guid isPermaLink="false">3612f3930a5fc2410bc329defb1dd6ab</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 02 Oct 2014 11:55:53 -0500</pubDate><itunes:title>Does Your Sales Team Know Your Strategy?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Frank Cespedes, HBS professor and author of "Aligning Strategy and Sales," explains how to get the front line on board.</itunes:summary><itunes:subtitle /><itunes:episode>427</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1181</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/427__Does_Your_Sales_Team_Know_Your_Strategy_.mp3" length="19442915" type="audio/mpeg" /> </item> <item><title>How Google Manages Talent</title><link>https://hbr.org/podcast/2014/09/how-google-manages-talent</link><description>Eric Schmidt, executive chairman, and Jonathan Rosenberg, former SVP of products, explain how the company manages their smart, creative team.</description><guid isPermaLink="false">324a255e02c4939671d3b79cd5275d0b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 25 Sep 2014 19:22:05 -0500</pubDate><itunes:title>How Google Manages Talent</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Eric Schmidt, executive chairman, and Jonathan Rosenberg, former SVP of products, explain how the company manages their smart, creative team.</itunes:summary><itunes:subtitle /><itunes:episode>426</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1068</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/426__How_Google_Manages_Talent.mp3" length="17630629" type="audio/mpeg" /> </item> <item><title>Fixing the College Grad Hiring Process</title><link>https://hbr.org/podcast/2014/09/fixing-the-college-grad-hiring-process</link><description>Sanjeev Agrawal, Collegefeed cofounder and CEO, explains what recruiters, new graduates, and college career centers need to do differently.</description><guid isPermaLink="false">beedbab18ea6b7646888dbdb8fcea448</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 18 Sep 2014 17:43:25 -0500</pubDate><itunes:title>Fixing the College Grad Hiring Process</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Sanjeev Agrawal, Collegefeed cofounder and CEO, explains what recruiters, new graduates, and college career centers need to do differently.</itunes:summary><itunes:subtitle /><itunes:episode>425</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1415</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/425__Fixing_the_College_Grad_Hiring_Process.mp3" length="23179468" type="audio/mpeg" /> </item> <item><title>How Silicon Valley Became Uncool</title><link>https://hbr.org/podcast/2014/09/how-silicon-valley-became-uncool</link><description>Walter Frick, HBR editor, explains why we valorize tech heroes from the past, but scoff at today's entrepreneurs.</description><guid isPermaLink="false">a3e21967403762e72d98b1f12fdb57fa</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 11 Sep 2014 16:44:24 -0500</pubDate><itunes:title>How Silicon Valley Became Uncool</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Walter Frick, HBR editor, explains why we valorize tech heroes from the past, but scoff at today's entrepreneurs.</itunes:summary><itunes:subtitle /><itunes:episode>424</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>756</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/424__How_Silicon_Valley_Became_Uncool.mp3" length="12633515" type="audio/mpeg" /> </item> <item><title>The Condensed October 2014 Issue</title><link>https://hbr.org/podcast/2014/09/the-condensed-october-2014-issue</link><description>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</description><guid isPermaLink="false">92c5e403084ecea3c6161c33ac874649</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 09 Sep 2014 16:43:04 -0500</pubDate><itunes:title>The Condensed October 2014 Issue</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</itunes:summary><itunes:subtitle /><itunes:episode>423</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1468</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/423__The_Condensed_October_2014_Issue.mp3" length="24033770" type="audio/mpeg" /> </item> <item><title>The Fall of the Talent Economy?</title><link>https://hbr.org/podcast/2014/09/the-fall-of-the-talent-economy</link><description>Roger Martin, former dean of the Rotman School of Management, on why talent's powerful economic position is unsustainable.</description><guid isPermaLink="false">232151e8dfbdeaf126f8be724d1fb99b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 04 Sep 2014 16:58:19 -0500</pubDate><itunes:title>The Fall of the Talent Economy?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Roger Martin, former dean of the Rotman School of Management, on why talent's powerful economic position is unsustainable.</itunes:summary><itunes:subtitle /><itunes:episode>422</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1172</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/422__The_Fall_of_the_Talent_Economy_.mp3" length="19305815" type="audio/mpeg" /> </item> <item><title>Privacy’s Shrinking Future</title><link>https://hbr.org/podcast/2014/08/privacys-shrinking-future</link><description>Scott Berinato, senior editor at Harvard Business Review, on how companies benefit from transparency about customer data.</description><guid isPermaLink="false">297518ca78004abf3e87cd3861e2c56b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 28 Aug 2014 12:01:01 -0500</pubDate><itunes:title>Privacy’s Shrinking Future</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Scott Berinato, senior editor at Harvard Business Review, on how companies benefit from transparency about customer data.</itunes:summary><itunes:subtitle /><itunes:episode>421</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>987</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/421__Privacy_s_Shrinking_Future.mp3" length="16332482" type="audio/mpeg" /> </item> <item><title>How to Stop Corporate Inversions</title><link>https://hbr.org/podcast/2014/08/how-to-stop-corporate-inversions</link><description>Bill George and Mihir Desai, professors at Harvard Business School, explain why our corporate tax code is driving American business overseas.</description><guid isPermaLink="false">0d379e29529cda81d511c5b4df9d9100</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 21 Aug 2014 12:26:42 -0500</pubDate><itunes:title>How to Stop Corporate Inversions</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Bill George and Mihir Desai, professors at Harvard Business School, explain why our corporate tax code is driving American business overseas.</itunes:summary><itunes:subtitle /><itunes:episode>420</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>901</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/420__How_to_Stop_Corporate_Inversions.mp3" length="14958622" type="audio/mpeg" /> </item> <item><title>Prevent Employees from Leaking Data</title><link>https://hbr.org/podcast/2014/08/prevent-employees-from-leaking-data</link><description>David Upton and Sadie Creese, both of Oxford, explain why the scariest threats are from insiders.</description><guid isPermaLink="false">8338dcbbde04b7d988da05f8bc39c575</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 14 Aug 2014 17:16:47 -0500</pubDate><itunes:title>Prevent Employees from Leaking Data</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>David Upton and Sadie Creese, both of Oxford, explain why the scariest threats are from insiders.</itunes:summary><itunes:subtitle /><itunes:episode>419</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>928</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/419__Prevent_Employees_from_Leaking_Data.mp3" length="15399990" type="audio/mpeg" /> </item> <item><title>The Condensed September 2014 Issue</title><link>https://hbr.org/podcast/2014/08/the-condensed-september-2014-issue</link><description>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</description><guid isPermaLink="false">b187621cc6e4632e1098730564d1fe25</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 12 Aug 2014 17:07:07 -0500</pubDate><itunes:title>The Condensed September 2014 Issue</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</itunes:summary><itunes:subtitle /><itunes:episode>418</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1219</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/418__The_Condensed_September_2014_Issue.mp3" length="20044352" type="audio/mpeg" /> </item> <item><title>The Art of Managing Science</title><link>https://hbr.org/podcast/2014/08/the-art-of-managing-science</link><description>J. Craig Venter, the biologist who led the effort to sequence human DNA, on unlocking the human genome and the importance of building extraordinary teams for long-term results.</description><guid isPermaLink="false">1f620c58ad5fa044bfb755bde48773d9</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 07 Aug 2014 17:23:04 -0500</pubDate><itunes:title>The Art of Managing Science</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>J. Craig Venter, the biologist who led the effort to sequence human DNA, on unlocking the human genome and the importance of building extraordinary teams for long-term results.</itunes:summary><itunes:subtitle /><itunes:episode>417</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>829</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/417__The_Art_of_Managing_Science.mp3" length="13811737" type="audio/mpeg" /> </item> <item><title>The Dangers of Confidence</title><link>https://hbr.org/podcast/2014/07/the-dangers-of-confidence</link><description>Tomas Chamorro-Premuzic, professor at University College London, on how confidence masks incompetence.</description><guid isPermaLink="false">872d0a7ff4fe4cd14966bcc68fbf83b8</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 31 Jul 2014 16:54:41 -0500</pubDate><itunes:title>The Dangers of Confidence</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Tomas Chamorro-Premuzic, professor at University College London, on how confidence masks incompetence.</itunes:summary><itunes:subtitle /><itunes:episode>416</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1043</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/416__The_Dangers_of_Confidence.mp3" length="17391556" type="audio/mpeg" /> </item> <item><title>The Future of Talent Is Potential</title><link>https://hbr.org/podcast/2014/07/the-future-of-talent-is-potential</link><description>Linda Hill, Harvard Business School professor, and Claudio Fernández-Aráoz, senior adviser at Egon Zehnder, on the talent strategies that set up a company for long-term success.</description><guid isPermaLink="false">c0a8896e1c8f79bd4d959d39af40c7e7</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 24 Jul 2014 16:42:51 -0500</pubDate><itunes:title>The Future of Talent Is Potential</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Linda Hill, Harvard Business School professor, and Claudio Fernández-Aráoz, senior adviser at Egon Zehnder, on the talent strategies that set up a company for long-term success.</itunes:summary><itunes:subtitle /><itunes:episode>415</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1313</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/415__The_Future_of_Talent_Is_Potential.mp3" length="21546914" type="audio/mpeg" /> </item> <item><title>To Do Things Better, Stop Doing So Much</title><link>https://hbr.org/podcast/2014/07/to-do-things-better-stop-doing-so-much</link><description>Greg McKeown, author of "Essentialism: The Disciplined Pursuit of Less," on the importance of being "absurdly selective" in how we use our time.</description><guid isPermaLink="false">618676699c01290c0d41c2c2dd89a3ca</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 17 Jul 2014 18:17:25 -0500</pubDate><itunes:title>To Do Things Better, Stop Doing So Much</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Greg McKeown, author of "Essentialism: The Disciplined Pursuit of Less," on the importance of being "absurdly selective" in how we use our time.</itunes:summary><itunes:subtitle /><itunes:episode>414</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>950</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/414__To_Do_Things_Better_Stop_Doing_So_Much.mp3" length="15738123" type="audio/mpeg" /> </item> <item><title>Marc Andreessen and Jim Barksdale on How to Make Money</title><link>https://hbr.org/podcast/2014/07/marc-andreessen-and-jim-barksdale-on-how-to-make-money</link><description>The tech luminaries on bundling and unbundling in the digital age.</description><guid isPermaLink="false">5b8ccf6a14a80a4e838f2dc09a88edef</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 10 Jul 2014 17:29:01 -0500</pubDate><itunes:title>Marc Andreessen and Jim Barksdale on How to Make Money</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The tech luminaries on bundling and unbundling in the digital age.</itunes:summary><itunes:subtitle /><itunes:episode>413</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>912</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/413__Marc_Andreessen_and_Jim_Barksdale_on_How_to_Make_Money.mp3" length="15150488" type="audio/mpeg" /> </item> <item><title>The Fukushima Meltdown That Didn’t Happen</title><link>https://hbr.org/podcast/2014/07/the-fukushima-meltdown-that-didnt-happen</link><description>Charles Casto, recently retired from the Nuclear Regulatory Commission, on how smart leadership saved the second Fukushima power plant.</description><guid isPermaLink="false">7fab0ba901119f874fcba5651823664b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 03 Jul 2014 12:35:44 -0500</pubDate><itunes:title>The Fukushima Meltdown That Didn't Happen</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Charles Casto, recently retired from the Nuclear Regulatory Commission, on how smart leadership saved the second Fukushima power plant.</itunes:summary><itunes:subtitle /><itunes:episode>412</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>954</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/412__The_Fukushima_Meltdown_That_Didnt_Happen.mp3" length="15632382" type="audio/mpeg" /> </item> <item><title>Yang Yuanqing: The HBR Interview</title><link>https://hbr.org/podcast/2014/06/yang-yuanqing-the-hbr-interview</link><description>Lenovo's CEO on how the PC leader is poised to win in the "PC plus" world.</description><guid isPermaLink="false">5d2dec50f566eac5f9c69330afee50a8</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 26 Jun 2014 16:11:26 -0500</pubDate><itunes:title>Yang Yuanqing: The HBR Interview</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Lenovo's CEO on how the PC leader is poised to win in the "PC plus" world.</itunes:summary><itunes:subtitle /><itunes:episode>411</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>851</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/411__Yang_Yuanqing__The_HBR_Interview.mp3" length="17259487" type="audio/mpeg" /> </item> <item><title>The Condensed July-August 2014 Issue</title><link>https://hbr.org/podcast/2014/06/the-condensed-july-august-2014-issue</link><description>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</description><guid isPermaLink="false">984acb01d11f609d7bb477351e0bb70b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Tue, 24 Jun 2014 19:36:48 -0500</pubDate><itunes:title>The Condensed July-August 2014 Issue</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</itunes:summary><itunes:subtitle /><itunes:episode>410</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>956</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/410__The_CondensedJuly-August_2014_Issue.mp3" length="15845582" type="audio/mpeg" /> </item> <item><title>When to Go with Your Gut</title><link>https://hbr.org/podcast/2014/06/when-to-go-with-your-gut</link><description>Gerd Gigerenzer, director of the Max Planck Institute for Human Development, on how to know when simple rules and snap decisions will outperform analytical models.</description><guid isPermaLink="false">4b0cecf9aed57f3a314851acd8f65611</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 19 Jun 2014 14:37:24 -0500</pubDate><itunes:title>When to Go with Your Gut</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Gerd Gigerenzer, director of the Max Planck Institute for Human Development, on how to know when simple rules and snap decisions will outperform analytical models.</itunes:summary><itunes:subtitle /><itunes:episode>409</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>995</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/409__When_to_Go_with_Your_Gut.mp3" length="16462432" type="audio/mpeg" /> </item> <item><title>Succeeding Quietly in Our Recognition-Obsessed Culture</title><link>https://hbr.org/podcast/2014/06/succeeding-quietly-in-our-recognition-obsessed-culture</link><description>David Zweig, author of "Invisibles," on employees who value good work over self-promotion.</description><guid isPermaLink="false">e867e5e2e45ba13ebad3c3196c301ac9</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 12 Jun 2014 17:31:09 -0500</pubDate><itunes:title>Succeeding Quietly in Our Recognition-Obsessed Culture</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>David Zweig, author of "Invisibles," on employees who value good work over self-promotion.</itunes:summary><itunes:subtitle /><itunes:episode>408</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>742</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/408__Succeeding_Quietly_in_Our_Recognition-Obsessed_Culture.mp3" length="12417099" type="audio/mpeg" /> </item> <item><title>The Secret History of White-Collar Offices</title><link>https://hbr.org/podcast/2014/06/the-secret-history-of-white-collar-offices</link><description>Nikil Saval, editor at n+1, on how gender, politics, and unions have affected the American workplace since the Civil War.</description><guid isPermaLink="false">77160511016f742ba2e27f0edc2de2b1</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 05 Jun 2014 18:14:02 -0500</pubDate><itunes:title>The Secret History of White-Collar Offices</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Nikil Saval, editor at n+1, on how gender, politics, and unions have affected the American workplace since the Civil War.</itunes:summary><itunes:subtitle /><itunes:episode>407</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>911</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/407__The_Secret_History_of_White-Collar_Offices.mp3" length="15125816" type="audio/mpeg" /> </item> <item><title>Cross-Culture Work in a Global Economy</title><link>https://hbr.org/podcast/2014/05/cross-culture-work-in-a-global-economy</link><description>Erin Meyer, affiliate professor at INSEAD and author of "The Culture Map," on why memorizing a list of etiquette rules doesn't work.</description><guid isPermaLink="false">b678d14e1462cdaaeb155c1859509968</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 29 May 2014 17:18:21 -0500</pubDate><itunes:title>Cross-Culture Work in a Global Economy</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Erin Meyer, affiliate professor at INSEAD and author of "The Culture Map," on why memorizing a list of etiquette rules doesn't work.</itunes:summary><itunes:subtitle /><itunes:episode>406</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>887</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/406__Cross-Culture_Work_in_a_Global_Economy.mp3" length="14745051" type="audio/mpeg" /> </item> <item><title>How to Manage Wall Street</title><link>https://hbr.org/podcast/2014/05/how-to-manage-wall-street</link><description>Sam Palmisano, former CEO of IBM, on striking a balance between running a company for the long term and keeping investors happy.</description><guid isPermaLink="false">45ddca248c730cec0b0c278bfce6e52b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 22 May 2014 19:33:42 -0500</pubDate><itunes:title>How to Manage Wall Street</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Sam Palmisano, former CEO of IBM, on striking a balance between running a company for the long term and keeping investors happy.</itunes:summary><itunes:subtitle /><itunes:episode>405</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>681</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/405__How_to_Manage_Wall_Street.mp3" length="11435637" type="audio/mpeg" /> </item> <item><title>Taking Business Back from Wall Street</title><link>https://hbr.org/podcast/2014/05/taking-business-back-from-wall-street</link><description>Gautam Mukunda, HBS professor, on the dangers of managing companies for shareholders.</description><guid isPermaLink="false">76c6c7fa1164d4dc33be4c7f6cd28da3</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 15 May 2014 16:10:37 -0500</pubDate><itunes:title>Taking Business Back from Wall Street</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Gautam Mukunda, HBS professor, on the dangers of managing companies for shareholders.</itunes:summary><itunes:subtitle /><itunes:episode>404</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>599</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/404__Taking_Business_Back_from_Wall_Street.mp3" length="10132453" type="audio/mpeg" /> </item> <item><title>Time Is a Company’s Most Valuable Resource</title><link>https://hbr.org/podcast/2014/05/time-is-a-companys-most-valuable-resource</link><description>Michael Mankins, partner at Bain & Company, on how to get the most out of meetings.</description><guid isPermaLink="false">9b5a2c5e587fb1ee1f7b4c701334d9fc</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 08 May 2014 18:39:28 -0500</pubDate><itunes:title>Time Is a Company's Most Valuable Resource</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Michael Mankins, partner at Bain & Company, on how to get the most out of meetings.</itunes:summary><itunes:subtitle /><itunes:episode>403</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>664</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/403__Time_Is_a_Companys_Most_Valuable_Resource.mp3" length="11173594" type="audio/mpeg" /> </item> <item><title>Ruth Reichl on Challenging Career Moves</title><link>https://hbr.org/podcast/2014/05/ruth-reichl-on-challenging-career-moves</link><description>The renowned author and former editor of Gourmet talks about the magazine's closure and her recent transition to fiction writing.</description><guid isPermaLink="false">813d7095829c47ba6b9da6f82d798e46</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 01 May 2014 19:48:00 -0500</pubDate><itunes:title>Ruth Reichl on Challenging Career Moves</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The renowned author and former editor of Gourmet talks about the magazine's closure and her recent transition to fiction writing.</itunes:summary><itunes:subtitle /><itunes:episode>402</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>868</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/402__Ruth_Reichl_on_Challenging_Career_Moves.mp3" length="14429911" type="audio/mpeg" /> </item> <item><title>Social Physics Can Change Your Company (and the World)</title><link>https://hbr.org/podcast/2014/04/social-physics-can-change-your-company-and-the-world</link><description>Sandy Pentland, MIT professor, on how big data is revealing the science behind how we work together, based on his book "Social Physics: How Good Ideas Spread."</description><guid isPermaLink="false">168d9c0737e290b4ef32aba5d3ea6a8a</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 24 Apr 2014 19:45:53 -0500</pubDate><itunes:title>Social Physics Can Change Your Company (and the World)</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Sandy Pentland, MIT professor, on how big data is revealing the science behind how we work together, based on his book "Social Physics: How Good Ideas Spread."</itunes:summary><itunes:subtitle /><itunes:episode>401</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>844</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/401__Social_Physics_Can_Change_Your_Company_and_the_World.mp3" length="14045822" type="audio/mpeg" /> </item> <item><title>Best of the IdeaCast</title><link>https://hbr.org/podcast/2014/04/best-of-the-ideacast</link><description>Featuring Jeff Bezos, Howard Schultz, Francis Ford Coppola, Maya Angelou, Nancy Koehn, Rob Goffee, Gareth Jones, Cathy Davidson, and Mark Blyth.</description><guid isPermaLink="false">03b6d8b4b183c966814942dce061f2fe</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 17 Apr 2014 20:43:39 -0500</pubDate><itunes:title>Best of the IdeaCast</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Featuring Jeff Bezos, Howard Schultz, Francis Ford Coppola, Maya Angelou, Nancy Koehn, Rob Goffee, Gareth Jones, Cathy Davidson, and Mark Blyth.</itunes:summary><itunes:subtitle /><itunes:episode>400</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1456</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/400__Best_of_the_IdeaCast.mp3" length="23841497" type="audio/mpeg" /> </item> <item><title>How Companies Can Embrace Speed</title><link>https://hbr.org/podcast/2014/04/how-companies-can-embrace-spee</link><description>John Kotter, author of "Accelerate," on how slow-footed organizations can get faster.</description><guid isPermaLink="false">e90914c0b779358992d1297329085df9</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 10 Apr 2014 17:02:17 -0500</pubDate><itunes:title>How Companies Can Embrace Speed</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>John Kotter, author of "Accelerate," on how slow-footed organizations can get faster.</itunes:summary><itunes:subtitle /><itunes:episode>399</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>896</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/399__How_Companies_Can_Embrace_Speed.mp3" length="14885897" type="audio/mpeg" /> </item> <item><title>How Unusual CEOs Drive Value</title><link>https://hbr.org/podcast/2014/04/how-unusual-ceos-drive-value</link><description>William Thorndike, investor and author of "The Outsiders," looks at some less-known but more effective executives.</description><guid isPermaLink="false">f30c0c03e667268fb4df38b41d4af953</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 03 Apr 2014 15:53:09 -0500</pubDate><itunes:title>How Unusual CEOs Drive Value</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>William Thorndike, investor and author of "The Outsiders," looks at some less-known but more effective executives.</itunes:summary><itunes:subtitle /><itunes:episode>398</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>673</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/398__How_Unusual_CEOs_Drive_Value.mp3" length="11312342" type="audio/mpeg" /> </item> <item><title>Are You the “Real You” in the Office?</title><link>https://hbr.org/podcast/2014/03/are-you-the-real-you-in-the-of</link><description>Harvard's Robert Kegan on companies that do really personal development.</description><guid isPermaLink="false">03c4df5913e237cb222dab438b5830f5</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 27 Mar 2014 17:45:57 -0500</pubDate><itunes:title>Are You the "Real You" in the Office?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Harvard's Robert Kegan on companies that do really personal development.</itunes:summary><itunes:subtitle /><itunes:episode>397</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>988</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/397__Are_You_the__Real_You__in_the_Office_.mp3" length="16358373" type="audio/mpeg" /> </item> <item><title>Identify Your Primary Customer</title><link>https://hbr.org/podcast/2014/03/identify-your-primary-customer</link><description>Robert Simons, Harvard Business School professor, says companies still struggle to choose the right customer.</description><guid isPermaLink="false">b375f9a807940c7a689abee4eee52890</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 20 Mar 2014 17:54:11 -0500</pubDate><itunes:title>Identify Your Primary Customer</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Robert Simons, Harvard Business School professor, says companies still struggle to choose the right customer.</itunes:summary><itunes:subtitle /><itunes:episode>396</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>782</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/396__Identify_Your_Primary_Customer.mp3" length="13060250" type="audio/mpeg" /> </item> <item><title>Our Bizarre Fascination with Stories of Doom</title><link>https://hbr.org/podcast/2014/03/our-bizarre-fascination-with-s</link><description>Andrew O'Connell, HBR editor, explains why we find tales of disaster so compelling.</description><guid isPermaLink="false">38ff40ede32fd6604e73832f97c10ecd</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 13 Mar 2014 17:32:00 -0500</pubDate><itunes:title>Our Bizarre Fascination with Stories of Doom</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Andrew O'Connell, HBR editor, explains why we find tales of disaster so compelling.</itunes:summary><itunes:subtitle /><itunes:episode>395</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>793</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/395__Our_BizarreFascination_with_Stories_of_Doom.mp3" length="13231261" type="audio/mpeg" /> </item> <item><title>Is Work-Family Conflict Reaching a Tipping Point?</title><link>https://hbr.org/podcast/2014/03/is-work-family-conflict-reachi</link><description>Stewart D. Friedman, Wharton professor and author of "Baby Bust," presents new research.</description><guid isPermaLink="false">5c947a6dbe28895c074eb70ba5488051</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 06 Mar 2014 18:59:57 -0500</pubDate><itunes:title>Is Work-Family Conflict Reaching a Tipping Point?</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Stewart D. Friedman, Wharton professor and author of "Baby Bust," presents new research.</itunes:summary><itunes:subtitle /><itunes:episode>394</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>929</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/394__IsWork-Family_Conflict_Reaching_a_Tipping_Point_.mp3" length="15410453" type="audio/mpeg" /> </item> <item><title>Why So Many Emerging Giants Flame Out</title><link>https://hbr.org/podcast/2014/02/why-so-many-emerging-giants-fl</link><description>John Jullens of Booz & Company says multinationals from China and other emerging markets must learn to innovate and manage quality while remaining nimble.</description><guid isPermaLink="false">b25f305f1b7f75dbf74144577184dbda</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 27 Feb 2014 18:09:23 -0500</pubDate><itunes:title>Why So Many Emerging Giants Flame Out</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>John Jullens of Booz & Company says multinationals from China and other emerging markets must learn to innovate and manage quality while remaining nimble.</itunes:summary><itunes:subtitle /><itunes:episode>393</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>826</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/393__Why_So_Many_Emerging_Giants_Flame_Out.mp3" length="13762428" type="audio/mpeg" /> </item> <item><title>We Need Economic Forecasters Even Though We Can’t Trust Them</title><link>https://hbr.org/podcast/2014/02/we-need-economic-forecasters-e</link><description>Walter Friedman, director of the Business History Initiative at Harvard Business School, on the pioneers of market prediction.</description><guid isPermaLink="false">611fc8c7a51b16b79e0b0583ad69a677</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 20 Feb 2014 16:52:59 -0500</pubDate><itunes:title>We Need Economic Forecasters Even Though We Can't Trust Them</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Walter Friedman, director of the Business History Initiative at Harvard Business School, on the pioneers of market prediction.</itunes:summary><itunes:subtitle /><itunes:episode>392</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>805</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/392__We_Need_Economic_Forecasters_Even_Though_We_Cant_Trust_Them.mp3" length="13425576" type="audio/mpeg" /> </item> <item><title>How the U.S. Can Regain its Edge</title><link>https://hbr.org/podcast/2014/02/how-the-u-s-can-regain-its-edge</link><description>Richard Haass, president of the Council on Foreign Relations, says the U.S. can remain a global leader only if it addresses issues at home.</description><guid isPermaLink="false">d450951d345fe25e52f1edfa96ef4722</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 13 Feb 2014 17:58:17 -0500</pubDate><itunes:title>How the U.S. Can Regain its Edge</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Richard Haass, president of the Council on Foreign Relations, says the U.S. can remain a global leader only if it addresses issues at home.</itunes:summary><itunes:subtitle /><itunes:episode>391</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>932</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/391__How_the_U.S._Can_Regain_its_Edge.mp3" length="15464353" type="audio/mpeg" /> </item> <item><title>John Cleese Has a Serious Side</title><link>https://hbr.org/podcast/2014/02/john-cleese-has-a-serious-side</link><description>The iconic comedian speaks with HBR's Adi Ignatius about work, life, and, yes, comedy.</description><guid isPermaLink="false">8ebe52a8788b805ad7f65500c1703c0a</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 06 Feb 2014 18:00:03 -0500</pubDate><itunes:title>John Cleese Has a Serious Side</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The iconic comedian speaks with HBR's Adi Ignatius about work, life, and, yes, comedy.</itunes:summary><itunes:subtitle /><itunes:episode>390</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1016</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/390__John_Cleese_Has_a_Serious_Side.mp3" length="16800567" type="audio/mpeg" /> </item> <item><title>Getting Excellence to Spread</title><link>https://hbr.org/podcast/2014/01/getting-excellence-to-spread</link><description>Bob Sutton, Stanford University professor, talks about his book, "Scaling Up Excellence: Getting to More Without Settling for Less" (coauthored by Huggy Rao).</description><guid isPermaLink="false">927ad21d14c0f2cb710424ab109c8e57</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 30 Jan 2014 15:58:18 -0500</pubDate><itunes:title>Getting Excellence to Spread</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Bob Sutton, Stanford University professor, talks about his book, "Scaling Up Excellence: Getting to More Without Settling for Less" (coauthored by Huggy Rao).</itunes:summary><itunes:subtitle /><itunes:episode>389</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>823</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/389__Getting_Excellence_to_Spread.mp3" length="13714354" type="audio/mpeg" /> </item> <item><title>Building the Agile Workforce</title><link>https://hbr.org/podcast/2014/01/building-the-agile-workforce</link><description>Jeffrey Joerres, CEO of ManpowerGroup, on finding the talent you need in an unpredictable world.</description><guid isPermaLink="false">c6536ab6805cc1d097f41268fed805fb</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 23 Jan 2014 16:37:13 -0500</pubDate><itunes:title>Building the Agile Workforce</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Jeffrey Joerres, CEO of ManpowerGroup, on finding the talent you need in an unpredictable world.</itunes:summary><itunes:subtitle /><itunes:episode>388</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>953</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/388__Building_the_Agile_Workforce.mp3" length="15790775" type="audio/mpeg" /> </item> <item><title>Salman Khan on the Online Learning Revolution</title><link>https://hbr.org/podcast/2014/01/salman-khan-on-the-online-lear</link><description>The founder of the Khan Academy talks with HBR senior editor Alison Beard.</description><guid isPermaLink="false">d84fcee1932788e7e2bce6700a3c8656</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 16 Jan 2014 18:22:29 -0500</pubDate><itunes:title>Salman Khan on the Online Learning Revolution</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The founder of the Khan Academy talks with HBR senior editor Alison Beard.</itunes:summary><itunes:subtitle /><itunes:episode>387</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>878</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/387__Salman_Khan_on_the_Online_Learning_Revolution.mp3" length="14590831" type="audio/mpeg" /> </item> <item><title>The Management Style of Robert Gates</title><link>https://hbr.org/podcast/2014/01/the-management-style-of-robert</link><description>The former Secretary of Defense talks with HBR editor-in-chief Adi Ignatius about his new book, "Duty: Memoirs of a Secretary at War."</description><guid isPermaLink="false">0ee0bc857ca4f299181477250392b161</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Mon, 13 Jan 2014 09:00:24 -0500</pubDate><itunes:title>The Management Style of Robert Gates</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The former Secretary of Defense talks with HBR editor-in-chief Adi Ignatius about his new book, "Duty: Memoirs of a Secretary at War."</itunes:summary><itunes:subtitle /><itunes:episode>386</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1126</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/386__The_Management_Style_of_Robert_Gates.mp3" length="18554329" type="audio/mpeg" /> </item> <item><title>Nomadic Leaders Need Roots</title><link>https://hbr.org/podcast/2014/01/nomadic-leaders-need-roots</link><description>Gianpiero Petriglieri, professor at INSEAD, on the new global elite.</description><guid isPermaLink="false">2c8d84b73283a395da6bace8eba6470d</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 02 Jan 2014 12:00:44 -0500</pubDate><itunes:title>Nomadic Leaders Need Roots</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Gianpiero Petriglieri, professor at INSEAD, on the new global elite.</itunes:summary><itunes:subtitle /><itunes:episode>385</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>973</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/385__Nomadic_Leaders_Need_Roots.mp3" length="16108004" type="audio/mpeg" /> </item> <item><title>The Condensed January-February 2014 Magazine</title><link>https://hbr.org/podcast/2013/12/the-condensed-january-february</link><description>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</description><guid isPermaLink="false">d4eec36eef914f66081b6ab2d7d1719d</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 26 Dec 2013 12:00:28 -0500</pubDate><itunes:title>The Condensed January-February 2014 Magazine</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Amy Bernstein, editor of HBR, offers executive summaries of the major features.</itunes:summary><itunes:subtitle /><itunes:episode>384</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1569</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/384__The_Condensed_January-February_2014_Magazine.mp3" length="25650449" type="audio/mpeg" /> </item> <item><title>The Management Myths Hurting Your Business</title><link>https://hbr.org/podcast/2013/12/the-management-myths-hurting-y</link><description>Freek Vermeulen of London Business School explains how best practices become bad practices.</description><guid isPermaLink="false">7e4c87ca5222176e027d0f3aee8103d9</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 19 Dec 2013 10:44:44 -0500</pubDate><itunes:title>The Management Myths Hurting Your Business</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Freek Vermeulen of London Business School explains how best practices become bad practices.</itunes:summary><itunes:subtitle /><itunes:episode>383</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>807</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/383__The_Management_Myths_Hurting_Your_Business.mp3" length="13302252" type="audio/mpeg" /> </item> <item><title>The Economics of Online Dating</title><link>https://hbr.org/podcast/2013/12/the-economics-of-online-dating</link><description>Paul Oyer, Stanford economist and the author of "Everything I Ever Needed to Know About Economics I Learned from Online Dating," explains the marketplace of online love.</description><guid isPermaLink="false">7710c499281b60df675707714f48b0a7</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 12 Dec 2013 11:25:13 -0500</pubDate><itunes:title>The Economics of Online Dating</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Paul Oyer, Stanford economist and the author of "Everything I Ever Needed to Know About Economics I Learned from Online Dating," explains the marketplace of online love.</itunes:summary><itunes:subtitle /><itunes:episode>382</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>814</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/382__The_Economics_of_Online_Dating.mp3" length="13574757" type="audio/mpeg" /> </item> <item><title>Reduce Stress with Mindfulness</title><link>https://hbr.org/podcast/2013/12/reduce-stress-with-mindfulness</link><description>Maria Gonzalez, author of "Mindful Leadership," explains how to minimize stress -- not just manage it. Contains a brief guided breathing exercise.</description><guid isPermaLink="false">bf569edc4df9b2e1062c9bd46c4be485</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 05 Dec 2013 09:00:22 -0500</pubDate><itunes:title>Reduce Stress with Mindfulness</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Maria Gonzalez, author of "Mindful Leadership," explains how to minimize stress -- not just manage it. Contains a brief guided breathing exercise.</itunes:summary><itunes:subtitle /><itunes:episode>381</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1002</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/381__Reduce_Stress_with_Mindfulness.mp3" length="16582810" type="audio/mpeg" /> </item> <item><title>The Big Benefits of a Little Thanks</title><link>https://hbr.org/podcast/2013/11/the-big-benefits-of-a-little-t</link><description>Francesca Gino and Adam Grant, of Harvard Business School and Wharton, respectively, discuss their research on gratitude and generosity.</description><guid isPermaLink="false">93d6ad5b41dc96680adc8413e3cd6cd3</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Wed, 27 Nov 2013 09:00:44 -0500</pubDate><itunes:title>The Big Benefits of a Little Thanks</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Francesca Gino and Adam Grant, of Harvard Business School and Wharton, respectively, discuss their research on gratitude and generosity.</itunes:summary><itunes:subtitle /><itunes:episode>380</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>886</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/380__The_Big_Benefits_of_a_Little_Thanks.mp3" length="14723732" type="audio/mpeg" /> </item> <item><title>Improving Management at Google</title><link>https://hbr.org/podcast/2013/11/improving-management-at-google</link><description>Eric Clayberg, Google software-engineering manager, talks with Harvard Business School professor David Garvin about the feedback and training that he and others at the company receive through Project Oxygen.</description><guid isPermaLink="false">06081609457e8cdf7bc589012819416d</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 21 Nov 2013 10:55:14 -0500</pubDate><itunes:title>Improving Management at Google</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Eric Clayberg, Google software-engineering manager, talks with Harvard Business School professor David Garvin about the feedback and training that he and others at the company receive through Project Oxygen.</itunes:summary><itunes:subtitle /><itunes:episode>379</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>917</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/379__Improving_Management_at_Google.mp3" length="15209396" type="audio/mpeg" /> </item> <item><title>Get a Dysfunctional Team Back on Track</title><link>https://hbr.org/podcast/2013/11/get-a-dysfunctional-team-back</link><description>Roger Schwarz, author of "Smart Leaders, Smarter Teams," explains how to build trust and accountability on your team.</description><guid isPermaLink="false">aa52b0ff539bdaee3158f82fb49a038a</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 14 Nov 2013 15:02:30 -0500</pubDate><itunes:title>Get a Dysfunctional Team Back on Track</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Roger Schwarz, author of "Smart Leaders, Smarter Teams," explains how to build trust and accountability on your team.</itunes:summary><itunes:subtitle /><itunes:episode>378</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1121</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/378__Get_a_Dysfunctional_Team_Back_on_Track.mp3" length="18483278" type="audio/mpeg" /> </item> <item><title>Editors’ Picks of the Week</title><link>https://hbr.org/podcast/2013/11/editors-picks-of-the-week</link><description>HBR editors read top posts from HBR.org.</description><guid isPermaLink="false">6ba751ee32e7f73e2c2737874dc1bfb1</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 07 Nov 2013 17:57:43 -0500</pubDate><itunes:title>Editors' Picks of the Week</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>HBR editors read top posts from HBR.org.</itunes:summary><itunes:subtitle /><itunes:episode>377</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1019</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/377__Editors_Picks_of_the_Week.mp3" length="16853643" type="audio/mpeg" /> </item> <item><title>Feeling Conflicted? Get Out of Your Own Way</title><link>https://hbr.org/podcast/2013/10/feeling-conflicted-get-out-of</link><description>Erica Ariel Fox, who teaches negotiation at Harvard Law School, discusses how to resolve inner conflict to lead wisely and live well.</description><guid isPermaLink="false">27c0b689d10afac50fe26e81e3b31558</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 31 Oct 2013 16:29:34 -0500</pubDate><itunes:title>Feeling Conflicted? Get Out of Your Own Way</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Erica Ariel Fox, who teaches negotiation at Harvard Law School, discusses how to resolve inner conflict to lead wisely and live well.</itunes:summary><itunes:subtitle /><itunes:episode>376</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>958</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/376__Feeling_Conflicted__Get_Out_of_Your_Own_Way.mp3" length="15876890" type="audio/mpeg" /> </item> <item><title>What the Best Decision Makers Do</title><link>https://hbr.org/podcast/2013/10/what-the-best-decision-makers</link><description>Ram Charan, coauthor of "Boards that Lead," talks about what he's learned in three decades of helping executives make tough decisions.</description><guid isPermaLink="false">ca0f40ad5af7545c36bc19a1e6757fd0</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 24 Oct 2013 18:29:45 -0500</pubDate><itunes:title>What the Best Decision Makers Do</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Ram Charan, coauthor of "Boards that Lead," talks about what he's learned in three decades of helping executives make tough decisions.</itunes:summary><itunes:subtitle /><itunes:episode>375</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>804</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/375__What_the_Best_Decision_Makers_Do.mp3" length="13404650" type="audio/mpeg" /> </item> <item><title>Scott Adams on Whether Management Really Matters</title><link>https://hbr.org/podcast/2013/10/scott-adams-on-whether-managem</link><description>The Dilbert creator talks with HBR senior editor Dan McGinn.</description><guid isPermaLink="false">57be170935a020180432c7d2bc00ac9b</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 17 Oct 2013 17:17:57 -0500</pubDate><itunes:title>Scott Adams on Whether Management Really Matters</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The Dilbert creator talks with HBR senior editor Dan McGinn.</itunes:summary><itunes:subtitle /><itunes:episode>374</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>823</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/374__Scott_Adams_on_Whether_Management_Really_Matters.mp3" length="13706015" type="audio/mpeg" /> </item> <item><title>Christine Lagarde on the World Economy and the IMF’s Future</title><link>https://hbr.org/podcast/2013/10/christine-lagarde-on-the-world</link><description>The managing director of the International Monetary Fund talks with HBR editor in chief Adi Ignatius.</description><guid isPermaLink="false">afe5268fcd783fb6e6d85b3a4ad3e8ec</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 10 Oct 2013 19:19:14 -0500</pubDate><itunes:title>Christine Lagarde on the World Economy and the IMF's Future</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The managing director of the International Monetary Fund talks with HBR editor in chief Adi Ignatius.</itunes:summary><itunes:subtitle /><itunes:episode>373</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1095</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/373__Christine_Lagarde_on_the_World_Economy_and_the_IMFs_Future.mp3" length="18065758" type="audio/mpeg" /> </item> <item><title>How Goldman Sachs Drifted</title><link>https://hbr.org/podcast/2013/10/how-goldman-sachs-drifted</link><description>Steven G. Mandis of Columbia Business School discusses his book, "What Happened to Goldman Sachs: An Insider's Story of Organizational Drift and Its Unintended Consequences."</description><guid isPermaLink="false">439837c156ac888d6db60ccb160a1682</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 03 Oct 2013 18:43:11 -0500</pubDate><itunes:title>How Goldman Sachs Drifted</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Steven G. Mandis of Columbia Business School discusses his book, "What Happened to Goldman Sachs: An Insider's Story of Organizational Drift and Its Unintended Consequences."</itunes:summary><itunes:subtitle /><itunes:episode>372</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>788</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/372__How_Goldman_Sachs_Drifted.mp3" length="13155539" type="audio/mpeg" /> </item> <item><title>Lead Authentically, Without Oversharing</title><link>https://hbr.org/podcast/2013/09/lead-authentically-without-ove</link><description>Lisa Rosh, assistant professor of management at the Sy Syms School of Business at Yeshiva University, explains how to build trust through skillful self-disclosure.</description><guid isPermaLink="false">25dac0cb75aef3678d5d7ea849f302f2</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 26 Sep 2013 17:03:05 -0500</pubDate><itunes:title>Lead Authentically, Without Oversharing</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>Lisa Rosh, assistant professor of management at the Sy Syms School of Business at Yeshiva University, explains how to build trust through skillful self-disclosure.</itunes:summary><itunes:subtitle /><itunes:episode>371</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>738</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/371__Lead_Authentically_Without_Oversharing.mp3" length="12355997" type="audio/mpeg" /> </item> <item><title>Clay Christensen and Dominic Barton on Consulting’s Disruption</title><link>https://hbr.org/podcast/2013/09/clay-christensen-and-dominic-b</link><description>The HBS sage and McKinsey head discuss how to stay on top in a rapidly changing industry.</description><guid isPermaLink="false">acacb967f9904cc31bcfb4ac68b48979</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 19 Sep 2013 17:53:21 -0500</pubDate><itunes:title>Clay Christensen and Dominic Barton on Consulting's Disruption</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>The HBS sage and McKinsey head discuss how to stay on top in a rapidly changing industry.</itunes:summary><itunes:subtitle /><itunes:episode>370</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>1600</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/370__Clay_Christensen_and_Dominic_Barton_on_Consultings_Disruption.mp3" length="26142895" type="audio/mpeg" /> </item> <item><title>Leading Across Sectors</title><link>https://hbr.org/podcast/2013/09/leading-across-sectors</link><description>William D. Eggers and Paul Macmillan, authors of "The Solution Revolution," discuss why "triple-strength" leaders are the best problem solvers.</description><guid isPermaLink="false">c3d3415b5f489b6301e591e13a74fb94</guid><media:thumbnail url="https://hbr.org/resources/images/podcasts/1400-hbr-ideacast-lg-3.jpg" /><pubDate>Thu, 12 Sep 2013 20:12:49 -0500</pubDate><itunes:title>Leading Across Sectors</itunes:title><itunes:explicit>false</itunes:explicit><itunes:summary>William D. Eggers and Paul Macmillan, authors of "The Solution Revolution," discuss why "triple-strength" leaders are the best problem solvers.</itunes:summary><itunes:subtitle /><itunes:episode>369</itunes:episode><itunes:episodeType>full</itunes:episodeType><itunes:duration>984</itunes:duration><enclosure url="https://audio.hbr.org/ideacast/369__Leading_Across_Sectors.mp3" length="16294828" type="audio/mpeg" /> </item> </channel></rss>