Weekly Hotlist: How To Punish Leadership Negligence

We recently changed our email address to noreply@email.hbr.org. To ensure that you continue to receive messages from us, please add our new address to your address book, trusted sender list, or company white list. Learn how »

Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   AUTHORS   |   STORE RSS   |   Mobile How To Punish Leadership Negligence Michael Watkins Here's a plan for holding corporate executives accountable. INTERNET The Google Rule Michael Schrage The 60 seconds that could make or break your next meeting. Read more. MANAGING YOURSELF How (and Why) to Stop Multitasking Peter Bregman Focusing on one thing at a time will make you more productive and less stressed. Read more. BRANDING Brands and the Dark Side of Social Media John Deighton Positioning brands in an era when brickbats get forwarded more often than bouquets. Read more. Hiring the Right Leaders HBR Article Collection Between 30% and 50% of all executive hires end in firing or resignation. The cost to organizations? Morale and productivity plummet and market value erodes. Why the revolving door? Many companies make serious mistakes when evaluating and selecting new leaders. Learn how not to. MORALE Restore Trust with Employees? Forget About It Tammy Erickson It's time to reset corporations' and individuals' expectations of the social contract at work. Read more. CORPORATE SOCIAL RESPONSIBILITY Businesses Aren't Charities, and We Don't Want Them to Be The HBR Debate The dangers of applying the wrong frame to the wrong companies when evaluating CSR efforts. Read more. CAREER PLANNING The Fallacy of the Golden Parachute Dan McGinn A new memoir suggests money doesn't ease the sting of a layoff. Read more. GENERATIONAL ISSUES Do We Get Gen "Why"? Vineet Nayar If we did, we wouldn't tend to undervalue it. Read more. CONFLICT Three Ways to Capitalize on Creative Tension Amy Jen Su and Muriel Maignan Wilkins Personality differences don't have to lead to conflict. Read more. ADVERTISEMENT MOST READ A Two-Step Plan for Changing Your Bad Habits Two Rules for a Successful Presentation The Productivity Myth For Real Productivity, Less is Truly More The Right Way to Fight COMMENT OF THE WEEK "It is unfortunate that whether in banking or drilling, a major catastrophe needs to happen before companies get serious about managing risk." posted by ANDY JOIN THE DISCUSSION ADVERTISEMENT HBR Online Trial Access HBR's in-depth business archives FREE for 14 days. Register today » UNSUBSCRIBE   |   UPDATE YOUR PROFILE   |   MORE EMAIL NEWSLETTERS   |   PRIVACY POLICY Was this email forwarded to you? If so, sign up to start receiving your own copy. ABOUT THIS MAILING LIST You have received this message because you subscribed to the "Weekly Hotlist" email newsletter from Harvard Business Review. If at any point you wish to remove yourself from this list, change your email address, or sign up for other email newsletters and alerts, please visit the Harvard Business Review Email Newsletter Preference Center. Copyright © 2010 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)