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There Are Two Types of Performance — but Most Organizations Only Focus on One

Harvard Business

Every step of the process was measured, and real-time metrics were easily accessible. But Bernstein and his team observed that when managers were not watching, employees secretly developed and shared better ways of doing the work. Metrics emphasized speed. We rebuilt performance metrics to track impact, not to apply pressure.

Metrics 134
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How to Build Great Data Products

Harvard Business

The lifecycle of a so-called “data product” mirrors standard product development: identifying the opportunity to solve a core user need, building an initial version, and then evaluating its impact and iterating. Data products are a team sport. Develop the data-savvy of product and business groups.

Data 122
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People Favor Naturals Over Strivers — Even Though They Say Otherwise

Harvard Business

One musician was described as having inborn ability (the “natural”), whereas the other musician was described as having worked hard to develop her ability (the “striver”). The profiles were randomly generated, so any potential alignment between objective metrics (e.g.,

Talent 119
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When You Agree to a Networking Meeting But Don’t Know What You’re Going to Talk About

Harvard Business

For instance, if they love sports, perhaps you can invite them to join you for a game in the future; if they want to meet more people in the consulting industry, you could loop back next month with an offer to join you and a friend who’s a consultant for lunch. .”

Meeting 132
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Five Tips for Managers of Newly Dispersed Teams

Johanna Rothman

If you're creating products of any kind—especially software products—you've got a team sport. Successful software product development is about how well the team learns together. As a manager, while you might have a bunch of metrics, most of those measures don't help you manage. ( What the card represents is progress.

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How to Support Employees’ Learning Goals While Getting Day-to-Day Stuff Done

Harvard Business

But I’ve learned key lessons to help managers turn lofty goals — such as making learning and development a central pillar of the workday — into real actions that mitigate damage to, and even help strengthen, the bottom line. Get top-level guidance and metrics. Here’s how. There will always be some tension.

How To 73
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Marketers Need to Stop Focusing on Loyalty and Start Thinking About Relevance

Harvard Business

Car-rental giant Hertz has worked to develop a “Just in Time” approach to delivering highly relevant offers at the exact moment when the customer is evaluating deals across the channels they prefer, whether it is through call-center agents, counter terminals, handheld devices, or the Hertz web site. Under Armour, Inc.

Marketing 134