Performance management is changing. Adapt your approach along with it. For decades, performance management has been seen as an annual chore by managers and HR departments alike. But this process is changing, and there are ways to make it more effective at all levels of your organization. If you read nothing else on performance management in your organization, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you make your process more adaptable, conduct better feedback conversations, and encourage the growth of your employees. This book will inspire you to: Learn where current performance management processes are falling short Overcome organizational bias to evaluate performance fairly Sculpt employees' jobs to meet their skill sets and interests Boost collaboration by aligning goals across functions Use people analytics ethically and transparently Help your people identify and use their strengths This collection of articles includes "The Performance Management Revolution," by Peter Cappelli and Anna Tavis; "Reinventing Performance Management," by Marcus Buckingham and Ashley Goodall; "Getting 360-Degree Feedback Right," by Maury A. Peiperl; "The Set-Up-to-Fail Syndrome," by Jean-François Manzoni and Jean-Louis Barsoux; "Job Sculpting: The Art of Retaining Your Best People," by Timothy Butler and James Waldroop; "Performance Management Shouldn't Kill Collaboration," by Heidi K. Gardner and Ivan Matviak; "The Happy Tracked Employee," by Ben Waber; "Don't Let Metrics Undermine Your Business," by Michael Harris and Bill Tayler; "Numbers Take Us Only So Far," by Maxine Williams; "Managers Can't Do It All," by Diane Gherson and Lynda Gratton; and "Creating Sustainable Performance," by Gretchen Spreitzer and Christine Porath. HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever�changing business environment.

A practical guide to how we can positively adapt to a changing world, from the internationally bestselling authors of The 100-Year Life 'The London Business School professors Andrew J. Scott and Lynda Gratton have been predicting how society must adapt for years. Now they have a post-pandemic road map for us all' Sunday Times Smart new technologies. Longer, healthier lives. Human progress has risen to great heights, but at the same time it has prompted anxiety about where we're heading. Are our jobs under threat? If we live to 100, will we ever really stop working? And how will this change the way we love, manage and learn from others? One thing is clear: advances in technology have not been matched by the necessary innovation to our social structures. In our era of unprecedented change, we haven't yet discovered new ways of living. Drawing from the fields of economics and psychology, Andrew J. Scott and Lynda Gratton offer a simple framework based on three fundamental principles (Narrate, Explore and Relate) to give you the tools to navigate the challenges ahead. The New Long Life is the essential guide to a longer, smarter, happier life.

*A new edition of the international bestseller (a #1 bestseller in Japan), featuring a new preface*

Does the thought of working for 60 or 70 years fill you with dread? Or can you see the potential for a more stimulating future as a result of having so much extra time?

Many of us have been raised on the traditional notion of a three-stage approach to our working lives: education, followed by work and then retirement. But this well-established pathway is already beginning to collapse - life expectancy is rising, final-salary pensions are vanishing, and increasing numbers of people are juggling multiple careers. Whether you are 18, 45 or 60, you will need to do things very differently from previous generations and learn to structure your life in completely new ways.

The 100-Year Life is here to help.

Drawing on the unique pairing of their experience in psychology and economics, Lynda Gratton and Andrew J. Scott offer a broad-ranging analysis as well as a raft of solutions, showing how to rethink your finances, your education, your career and your relationships and create a fulfilling 100-year life.

· How can you fashion a career and life path that defines you and your values and creates a shifting balance between work and leisure?

· What are the most effective ways of boosting your physical and mental health over a longer and more dynamic lifespan?

· How can you make the most of your intangible assets - such as family and friends - as you build a productive, longer life?

· In a multiple-stage life how can you learn to make the transitions that will be so crucial and experiment with new ways of living, working and learning?

Shortlisted for the FT/McKinsey Business Book of the Year Award and featuring a new preface, The 100-Year Life is a wake-up call that describes what to expect and considers the choices and options that you will face. It is also fundamentally a call to action for individuals, politicians, firms and governments and offers the clearest demonstration that a 100-year life can be a wonderful and inspiring one.

This is an up-to-date survey of human resource strategies followed by major corporations. A team of researchers from the London Business School offer their assessment of current developments and policies. They cover such issues as different styles of HRM (`hard' and `soft'); performance management; career development; organizational culture; and the role of HR within the overall corporate strategy. The book features `leading edge' companies such as BP, Hewlett Packard, Glaxo, BT, Citibank, Kraft Jacob Suchard. Ideal for students and managers wanting to get to grips with current trends, and who want to separate the rhetoric from the reality.

A year's worth of management wisdom, all in one place. We've reviewed the ideas, insights, and best practices from the past year of Harvard Business Review to keep you up to date on the most cutting-edge, influential thinking driving business today. With authors from Satya Nadella to Lynda Gratton and company examples from Nestlé to TikTok, this volume brings the most current and important management conversations right to your fingertips. This book will inspire you to: Radically redefine the role of managers in your organization Integrate your ESG goals into your company's core business model Separate the hype from the reality of Web3 and identify opportunities for your business Navigate conflict and embrace mutual learning across generational differences Identify the soft skills needed in the C-suite—and build them Encourage all employees to develop the capabilities around digital transformation This collection of articles includes "Managers Can't Do It All," by Diane Gherson and Lynda Gratton; "What Is Web3?," by Thomas Stackpole; "Selling on TikTok and Taobao," by Thomas S. Robertson; "Managing in the Age of Outrage," by Karthik Ramanna; "The Five Stages of DEI Maturity," by Ella F. Washington; "The Essential Link Between ESG Targets and Financial Performance," by Mark R. Kramer and Marc W. Pfitzer; "Make the Most of Your One-on-One Meetings," by Steven G. Rogelberg; "Harnessing the Power of Age Diversity," by Megan W. Gerhardt, Josephine Nachemson-Ekwall, and Brandon Fogel; "The C-Suite Skills That Matter Most," by Raffaella Sadun, Joseph Fuller, Stephen Hansen, and PJ Neal; "Your Company Needs a Space Strategy. Now.," by Matthew Weinzierl, Prithwiraj (Raj) Choudhury, Tarun Khanna, Alan MacCormack, and Brendan Rosseau; and "Democratizing Transformation," by Marco Iansiti and Satya Nadella. HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever�changing business environment.

Most businesses face the choice of either competing on the 'low road' of cost, or the 'high road' of innovation and value. Much the same goes for national economies and the UK is no exception. But how do businesses - and the people who manage them - go beyond the policy prescription and the easy exhortation to make that shift, to manage change and go well beyond business as usual? This ground-breaking book - the combined insight of some of the best minds in management, grouped together in the Advanced Institute of Management Research - does just that. It presents a clear and crisp analysis of the context and the challenge; and offers managers a range of ideas on how to develop the competences, practices and values that can make a difference. It is essential reading for policy makers, analysts, academics, and managers to be who want to make a different future.

Performance management is changing. Adapt your approach along with it. For decades, performance management has been seen as an annual chore by managers and HR departments alike. But this process is changing, and there are ways to make it more effective at all levels of your organization. If you read nothing else on performance management in your organization, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you make your process more adaptable, conduct better feedback conversations, and encourage the growth of your employees. This book will inspire you to: Learn where current performance management processes are falling short Overcome organizational bias to evaluate performance fairly Sculpt employees' jobs to meet their skill sets and interests Boost collaboration by aligning goals across functions Use people analytics ethically and transparently Help your people identify and use their strengths This collection of articles includes "The Performance Management Revolution," by Peter Cappelli and Anna Tavis; "Reinventing Performance Management," by Marcus Buckingham and Ashley Goodall; "Getting 360-Degree Feedback Right," by Maury A. Peiperl; "The Set-Up-to-Fail Syndrome," by Jean-François Manzoni and Jean-Louis Barsoux; "Job Sculpting: The Art of Retaining Your Best People," by Timothy Butler and James Waldroop; "Performance Management Shouldn't Kill Collaboration," by Heidi K. Gardner and Ivan Matviak; "The Happy Tracked Employee," by Ben Waber; "Don't Let Metrics Undermine Your Business," by Michael Harris and Bill Tayler; "Numbers Take Us Only So Far," by Maxine Williams; "Managers Can't Do It All," by Diane Gherson and Lynda Gratton; and "Creating Sustainable Performance," by Gretchen Spreitzer and Christine Porath. HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever�changing business environment.

Most teams underperform. Yours can beat the odds. If you read nothing else on building better teams, read these 10 articles. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you assemble and steer teams that get results. Leading experts such as Jon Katzenbach, Teresa Amabile, and Tamara Erickson provide the insights and advice you need to: Boost team performance through mutual accountabilityMotivate large, diverse groups to tackle complex projectsIncrease your teams' emotional intelligencePrevent decision deadlockExtract results from a bunch of touchy superstarsFight constructively with top-management colleagues

NEW from the bestselling HBR's 10 Must Reads series. Most teams underperform. Yours can beat the odds. If you read nothing else on building better teams, read these 10 articles. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you assemble and steer teams that get results. Leading experts such as Jon Katzenbach, Teresa Amabile, and Tamara Erickson provide the insights and advice you need to: * Boost team performance through mutual accountability * Motivate large, diverse groups to tackle complex projects * Increase your teams' emotional intelligence * Prevent decision deadlock * Extract results from a bunch of touchy superstars * Fight constructively with top-management colleagues Looking for more Must Read articles from Harvard Business Review? Check out these titles in the popular series: HBR's 10 Must Reads: The Essentials HBR's 10 Must Reads on Communication HBR's 10 Must Reads on Collaboration HBR's 10 Must Reads on Innovation HBR's 10 Must Reads on Leadership HBR's 10 Must Reads on Making Smart Decisions HBR's 10 Must Reads on Managing Yourself HBR's 10 Must Reads on Strategic Marketing

Most businesses face the choice of either competing on the 'low road' of cost, or the 'high road' of innovation and value. Much the same goes for national economies and the UK is no exception. But how do businesses - and the people who manage them - go beyond the policy prescription and the easy exhortation to make that shift, to manage change and go well beyond business as usual?
This ground-breaking book - the combined insight of some of the best minds in management, grouped together in the Advanced Institute of Management Research - does just that. It presents a clear and crisp analysis of the context and the challenge; and offers managers a range of ideas on how to develop the competences, practices and values that can make a difference. It is essential reading for policy makers, analysts, academics, and managers to be who want to make a different future.

This is an up to date survey of human resource strategies followed by major corporations. A team of researchers from the London Business School offer their assessment of current developments and policies. They cover such issues as different styles of HRM (`hard' and `soft'); performance management; career development; organizational culture; and the role of HR within the overall corporate strategy. The book features `leading edge' companies such as BP, Hewlett Packard, Glaxo, BT, Citibank, Kraft Jacob Suchard. Ideal for students and managers wanting to get to grips with current trends, and who want to separate the rhetoric from the reality.

We are experiencing the greatest global shift in the world of work for a century. So, how do we make the most of this unique opportunity and radically redesign the way we work - forever? Professor Lynda Gratton is the global thought-leader on the future of work. Based on thirty years of research into the technological, demographic, cultural and societal trends that are shaping work, and building on what we learnt through our experiences of the global pandemic, Lynda Gratton presents her innovative four step framework for redesigning work that will help you: Understand the challenges your business is facing Reimagine creative, new approaches and processes Model and Test these within your organisation Act and Create based on contemporary, data-led feedback Whether you're leading a small team or running a multinational, this is the time to make lasting change and equip your business for the future. Redesigning Work is the definitive book on how to transform your organisation and make hybrid working work for you. It will help your team embrace change, increase productivity and thrive in our new, more flexible working world.

Climate change. Income inequality. World poverty.

"Who can solve these global problems? Corporations."

Never before have corporations been so large, so wealthy, so powerful, and so rich in human creativity and endeavor. Organizational change expert Professor Lynda Gratton shows that it is now critical that these corporations step up to play a more positive role in the world by building inner resilience, actively anchoring themselves in their communities and supply chains, and leveraging their unique capabilities to address complex global challenges such as climate change and youth unemployment.

In "The Key," Gratton maps out how bringing resilience to a fragile world starts with what happens inside a corporation--when intelligence and wisdom are amplified, emotional vitality enhanced, and social connections harnessed. She explains how corporations can leverage this inner resilience to help solve global problems and how a corporation's unique innovative, scaling and mobilizing, and alliance building capabilities--are some of the tools for combating global ills.

Both realistic and optimistic, "The Key" is a practical guide that provides the rationale, strategies, and tools you need to not only spearhead resilience for your own company but also how to use this resilience to contribute to the betterment of the world. Building on her unique research base, Gratton provides insights from more than 20 companies from across the world including Vodafone, Unilever, Tata Consulting Services, and Natura to illustrate the very real benefits of aligning organizational interests with those of the world.

"To create a good future," Gratton writes, "it is crucial that those who lead corporations become increasingly transparent about their actions and intentions and see themselves as part of the wider world they inhabit."

The world's business leaders must make a decision: Either connect your company's interests with those of the world at large--or watch these separate interests crash into each other. You have the resources to save the world. Gratton provides "The Key." Praise for "The Key"

""The Key" offers a novel perspective on the emerging role of corporations in society. Leadership expert Lynda Gratton offers practical insights for unlocking the hidden resources in organizations and using them to bring resilience to a fragile world."
--Adam Grant, Wharton Professor and bestselling author of "Give and Take"

"Gratton has again given us a lens into a brighter future. With prescience and insight, she has offered a way to resolve some of the most serious challenges of our complex world. Her ideas are a call to arms and a commitment to action that will benefit individuals, organizations, and communities."
--Dave Ulrich, Professor, Ross School of Business, University of Michigan and Partner, the RBL Group

"Contrary to Hollywood stereotypes, big corporations can be a force for good. "The Key" helps to explain why that is so and how business leaders can be part of the vanguard."
--Gavin Patterson, CEO, BT Group

"In this important book, Gratton shows how companies can both build resilience for the future and make a positive difference in the world."
--Martin Gilbert, CEO, Aberdeen Asset Management

"In order to achieve ongoing growth, executive leaders must not only reinvent themselves and their businesses but must also continually ask what role their corporation will play as a force for the common good. "The Key" shows, in a groundbreaking way, how the bridge between the two can be built."
--Robert Kovach, PhD, Global Executive Talent, Cisco

"This inspiring book takes the discussion about corporate social responsibility to a new level by clearly describing what it takes for leaders and employees to collectively make the corporation a force for good in the world."
--Diana C. Robertson, Professor of Legal Studies and Business Ethics, The Wharton School, University of Pennsylvania