外刊杂志馆QQ:2674618381WhyFeedbackFailsCriticizingpeopledoesn’thelpthemexcel.There’sabetterway.92140SellDirectorThroughAmazon?byTHALESTEIXEIRA135ManageYourMid-CareerCrisisbyKIERANSETIYA40TheFutureofLeadershipDevelopmentbyMIHNEAMOLDOVEANUandDASNARAYANDASHBR.ORGMarch–April2019smeg.comRefrigeratorFAB50©2019EYGMLimited.AllRightsReserved.EDNone.Incapitalallocation,isdatathemostvaluableresource?ThreequestionsCFOsandCEOsneedtoanswertooptimizetheirinvestmentdecision-making.Learnmoreatey.com/capitalallocationMarch–April201939SPOTLIGHTEDUCATINGTHENEXTGENERATIONOFLEADERS40TALENTMANAGEMENTTheFutureofLeadershipDevelopmentGapsintraditionalexecutiveeducationarecreatingroomforapproachesthataremoretailoredanddemocratic.MihneaMoldoveanuandDasNarayandas50MANAGINGYOURSELFLearnfromPeople,NotClassesWhomdoyouknow,andwhatcantheyteachyou?ReidHoffman,ChrisYeh,andBenCasnocha52MANAGINGPEOPLE“We’reGivingOwnershipofDevelopmenttoIndividuals”AroundtablewithchieflearningofficersContents“Asplatformschangethenatureoftalentdevelopment,leaderswillemergewiththeskillstodotherightthing,attherighttime.”PAGE40PhotographbyALEJANDROGUIJARROCOVERPHOTOGRAPHStephenLewisCOVERILLUSTRATIONZoharLazarHarvardBusinessReviewMarch–April20195March–April201992MANAGINGPEOPLETheFeedbackFallacyForyears,managershavebeenencouragedtopraiseandconstructivelycriticizejustabouteverythingtheiremployeesdo.Buttherearebetterwaystohelpemployeesthriveandexcel.MarcusBuckinghamandAshleyGoodall102OPERATIONSOperationalTransparencyMakeyourprocessesvisibletocustomersandyourcustomersvisibletoemployees.RyanW.Buell114LEADERSHIPHowtoLeadYourFellowRainmakersCollectively,dynamically—andverycarefullyLauraEmpson124MANAGINGORGANIZATIONSTheDual-PurposePlaybookWhatittakestodowellanddogoodatthesametimeJulieBattilana,Anne-ClairePache,MetinSengul,andMarissaKimsey57FEATURES58STRATEGYStrategyNeedsCreativityAnanalyticframeworkalonewon’treinventyourbusiness.AdamBrandenburger66MANAGINGCHANGETheCollaborationBlindSpotToomanymanagersignorethegreates...
