Position yourself for success.

Get more of the management ideas you want, from the authors you trust, with HBR's 10 Must Reads on Managing Yourself (Vol. 2). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you stay engaged, be productive, and continue to grow throughout your working life.

With insights from leading experts including Susan David, Joseph Badaracco, and Laura Morgan Roberts, this book will inspire you to:

• Identify your purpose and translate it into action
• Make time to learn—and stay relevant in a world of rapid change
• Turn your strengths into superpowers
• Spend more time on the work that matters
• Tackle even your toughest decisions with confidence
• Reduce burnout from collaboration
• Take a stand for yourself and for others

This collection of articles includes "From Purpose to Impact," by Nick Craig and Scott A. Snook; "Learning to Learn," by Erika Andersen; "Making Yourself Indispensable," by John H. Zenger, Joseph R. Folkman, and Scott K. Edinger; "Make Time for the Work That Matters," by Julian Birkinshaw and Jordan Cohen; "Collaboration Without Burnout," by Rob Cross, Scott Taylor, and Deb Zehner; "Emotional Agility," by Susan David and Christina Congleton; "How to Tackle Your Toughest Decisions," by Joseph L. Badaracco; "How Dual-Career Couples Make It Work," by Jennifer Petriglieri; "Cultivating Everyday Courage," by James R. Detert; "Be Your Own Best Advocate," by Deborah M. Kolb; "Building an Ethical Career," by Maryam Kouchaki and Isaac H. Smith; "When and How to Respond to Microaggressions," by Ella F. Washington, Alison Hall Birch, and Laura Morgan Roberts.

Advice for women from women for negotiating their own leadership careers

This is a practical guide for any woman dealing with a demanding role. Drawing on extensive interviews with women leaders, the authors isolate five key challenges: Intelligence; Backing; Resources; Buy-In; and Making a Difference. The three expert authors reveal what women have to teach us about the challenges and opportunities of leadership. As Tom Peters said of this book, "Women roar . . . . will help individual women negotiate what they need to success as leaders and help their firms support them in their efforts. That way we all win "Describes five key actions for leadership success: Drill Deep, Start from Strength, Assemble the Building Blocks, Gather Momentum, and Make Your MarkFilled with prescriptive advice and a wide range of approaches for helping women with leadership challengesLead authors wrote the "The ShadowNegotiation," which was then released in paperback as "Everyday Negotiation"

The book includes interviews with high-profile women leaders including Ann Moore (CEO of Time Inc.), Ann Mulcahy (CEO of Xerox), and Harvard's Rosabeth Moss Kanter.

Everyday Negotiation shows how to recognize the shadow negotiation— where the unspoken attitudes, hidden assumptions, and conflicting agendas that drive the bargaining process play out— and how to put that knowledge to work. Originally titled The Shadow Negotiation and named by Harvard Business Review as one the Ten Best Books of 2000, this best-selling book revealed how women could master the hidden agendas that determine bargaining success. Now, the new edition, Everyday Negotiation, broadens the scope and offers the same illuminating advice for both men and women. Everyday Negotiation lays out simple steps to

• Overcome acts of self-sabotage
• Increase your bargaining power
• Establish the terms of your advocacy and encourage a collaborative discussion
• Encourage a collaborative discussion
• Think about the negotiation process in a whole new way

Understand the context of negotiations to achieve better results Negotiation has always been at the heart of solving problems at work. Yet today, when people in organizations are asked to do more with less, be responsive 24/7, and manage in rapidly changing environments, negotiation is more essential than ever. What has been missed in much of the literature of the past 30 years is that negotiations in organizations always take place within a context of organizational culture, of prior negotiations, of power relationships that dictates which issues are negotiable and by whom. When we negotiate for new opportunities or increased flexibility, we never do it in a vacuum. We challenge the status quo and we build out the path for others to negotiate those issues after us. In this way, negotiating for ourselves at work can create small wins that can grow into something bigger, for ourselves and our organizations. Seen in this way, negotiation becomes a tool for addressing ineffective practices and outdated assumptions, and for creating change. Negotiating at Work offers practical advice for managing your own workplace negotiations: how to get opportunities, promotions, flexibility, buy-in, support, and credit for your work. It does so within the context of organizational dynamics, recognizing that to negotiate with someone who has more power adds a level of complexity. The is true when we negotiate with our superiors, and also true for individuals currently under represented in senior leadership roles, whose managers may not recognize certain issues as barriers or obstacles. Negotiating at Work is rooted in real-life cases of professionals from a wide range of industries and organizations, both national and international. * Strategies to get the other person to the table and engage in creative problem solving, even when they are reluctant to do so * Tips on how to recognize opportunities to negotiate, bolster your confidence prior to the negotiation, turn 'asks' into a negotiation, and advance negotiations that get "stuck" * A rich examination of research on negotiation, conflict management, and gender By using these strategies, you can negotiate successfully for your job and your career; in a larger field, you can also alter organizational practices and policies that impact others.

Build trust-and create more value. Whether you're negotiating a salary, a deal with a supplier, or your workload, thoughtful preparation increases your confidence, resilience-and results. But it's not just numbers and strategies. Advocating for yourself, your team, and your business can feel personal, so you also need to manage the emotions that arise during the process. Next-Level Negotiating provides the research, advice, and practical tips you need to counter the harmful stereotypes about women and negotiation to communicate clearly who you are and what you need. Establish trust with your counterpart and face negotiations of any size with curiosity, creativity, and a collaborative mindset-all the essentials to successfully seal a deal. This book will inspire you to: Set a clear target-and imagine alternatives Consider your counterpart's context and perspective Manage the emotions in the room Strike a deal that works for you The HBR Women at Work Series spotlights the real challenges and opportunities women experience throughout their careers. With interviews from the popular podcast of the same name and related articles, stories, and research, these books provide inspiration and advice for taking on topics at work like inequity, advancement, and building community. Featuring detailed discussion guides, this series will help you spark important conversations about where we're at and how to move forward.

"Kolb and Bartunek's Hidden Conflict in Organizations picks up where earlier works left off. . . . They provide some much-needed conceptual elaboration and empirical detail--elaboration and detail that earlier contextualist perspectives have not provided. . . . Despite being an edited volume, this book is surprisingly well focused and delicious to consume. . . . In directing our attention to the usual darkened and easily overlooked corners of organizational strife, this book provides a particularly compelling documentation of the social contextualist thesis. By documenting how minimal most organizational actors' awareness of context is, coupled with active processes of denial, avoidance, and discounting, this book reminds us just how important it is to attend occasionally to the perceptual ground within which a figure is embedded. . . . The book does a beautiful job at articulating the importance of social context." --Negotiation Journal "What a timely and much needed volume for the field of conflict research! We believe wholeheartedly in the book's continuous theme about there being a 'hidden' side to conflict--a side which we feel is hidden to scholars, not to disputants or even practitioners. . . . The volume's contributors clearly illustrate that unexplored gaps exist between the 'conflict' studied by scholars and the multifaceted experience of those knee-deep in organizational conflict. . . . The reward for this focus is a richer and more dynamic picture of the experiences and functions of conflict in the organization. . . . This volume will and, indeed, should make us more aware of our own ways of constructing other's disputes and, hence, the field's current theories and prescriptions and proscriptions. This work will really have its impact when it significantly transforms our ways of studying and understanding conflict and eventually leads us to develop innovative and more effective ways for people to deal with (resolve or stimulate) their disputes in the workplace. We thank the editors and the authors for a wonderful beginning." --Journal of Organizational Behavior "Necessary reading for anyone interested in a comprehensive understanding of conflict theory. The dominant strength of this book is that it looks beyond the sometimes fraudulently tidy constructs of conflict theory to the messy and often irrational nature of social intercourse. . . . The succinct recapitulation of organizational theory that is relevant to conflict studies, and the extensive notes and bibliographical references in the book give the reader quick and effective access to the conflict resolution literature. The case-study approach makes the book attractive as supplementary reading." --Canadian Journal of Communication "Scholarly works that invite--or force--critical reexamination of assumptive frameworks are especially valuable. Hidden Conflict in Organizations is such a work. . . . The authors of the present volume go beyond early contributions, however, by providing much needed conceptual elaboration and empirical detail regarding precisely how conflicts remain hidden in organizations and the consequences of such 'hiddenness.'. . . The conceptual contributions made by these diverse individual efforts become most obvious when they are viewed against the backdrop of mainstream conflict theory and research. . . . Hidden Conflict does a service by reminding us also of the many ways in which conflict is embedded in larger, more complex social contexts and cultures. . . . This is the kind of book that reminds you of the pleasures of subtlety and that prompts a more nuanced understanding of a phenomenon. Good scholarly works, like good poetry, often bring to light lacunae. They allow one to feel the textures and contours of a landscape that often escape the eye. This is such a book." --The Academy of Management Review "The book represents a thoughtful collection of recent research and provocative thinking about very different kinds of disputes, mostly covert and informal, and how they are managed or left to fester in very different kinds of organizational settings. . . . This is a unique contribution to the study of conflict in organizations. . . . The authors have made a major contribution to a vast body of knowledge and opened up new avenues for applied research. . . . The authors are to be lauded for raising our awareness of hidden conflicts, their pervasiveness, and destructiveness in organizations of all kinds. . . . If you are a student of conflict and are seeking a scholarly work, this book is for you. It . . . will broaden your perspective, tell you something you didn't know, and give you plenty to think about." --Personnel Psychology "This book lends a refreshing perspective on an old theme." --Stern's HR Management Review "This is a much needed and delightful book about the hidden side of organizational life. The wide variety of settings in which hidden conflicts are observed and the high quality of the authors and their writing makes this not only an important but eminently readable book." Edgar H. Schein, Sloan School of Management, Massachusetts Institute of Technology "The individual essays are excellent and well written. . . . Each of the essays, in addition to descriptive material, offers a useful theoretical framework for understanding informal dispute resolution. The essays would provide useful supplemental reading for a course in dispute resolution theory and also could be used as examples in a practice course." --The Alternative Newsletter Conflict is a persistent fact of organizational life. In the midst of daily activities, disputes arise over a host of work and other issues. In contrast to the findings in traditional studies of conflict in organizations, most organizational conflict never becomes public. Rather, it is expressed during routine social and work-related interactions among members, and occurs in ways that reflect the specific organizational structures and cultures in which the interactions are embedded. This examination richly details some of these less public forms of conflict, which may take the form of avoidance, toleration, gossip, and vengeance. A collection of ethnographic studies of conflict management, Hidden Conflict in Organizations illustrates the use of these behind-the-scenes approaches in a wide variety of organizational settings, including a police department, start-up biotechnology firm, and labor-management negotiation. The contributors make it clear that, far from being an occasional occurrence in organizations, conflict is embedded in their very fabric. They draw on theory developed in other fields--disputing in legal contexts, deconstruction of texts, and ideological critique, among others--to examine conflictual processes in organizations. Adding a new dimension to the study of organizational conflict, this volume looks at the frequency of conflict, shows how conflicts are "really" handled in organizations, and suggests that these conflicts can be better managed for organizational effectiveness.

A Guide for Taking Your Place at the Leadership Table

"Does she have the right stuff? That question follows women whenever they are promoted to visible leadership positions. Her Place at the Table lays out the pragmatic moves that can help any woman in business show she has the right stuff. I encourage all women with leadership aspirations to use this book as a guide."
-Patricia Fili-Krushel, executive vice president, Time Warner

"Women roar-they are the leaders we need in corporations today but there are still some barriers. This book will help individual women negotiate what they need to succeed as leaders and help their firms support them in their efforts. That way we all win!"
-Tom Peters, management consultant and author, Re-imagine! Business Excellence in a Disruptive Age

"This is an important book for any woman who wants to do good-for herself and for her organization."
-Ann Richards, former Governor of Texas

"Nothing is more vital for women than learning how to negotiate from our strengths. The authors know the hurdles women face-but, better still, they show how we can overcome them."
-Margaret Heffernan, CEO and author, The Naked Truth: A Working Woman's Manifesto on Business and What Really Matters

"Women leaders will want this book in their briefcases. It's got all the nuts-and-bolts strategies they need to succeed. Actually, men should read this book if they hope to keep up!"
-Betty Spence, president, National Association of Female Executives

For more information about Her Place at the Table or a group discussion guide, visit the authors' website - http: //www.herplaceatthetable.com