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The best entrepreneurs balance brilliant business ideas with a rigorous commitment to serving their customers' needs. If you read nothing else on entrepreneurship and startups, read these 10 articles by experts in the field. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you build your company for enduring success. Leading experts and practitioners such as Clayton Christensen, Marc Andreessen, and Reid Hoffman provide the insights and advice that will inspire you to:Understand what makes entrepreneurial leaders tickKnow what matters in a great business planAdopt lean startup practices such as business model experimentationBe prepared for the race for scale in Silicon ValleyBetter understand the world of venture capital--and know what you'll get along with VC fundingTake an alternative approach to entrepreneurship: buy an existing business and run it as CEOThis collection of articles includes "Hiring an Entrepreneurial Leader," by Timothy Butler; "How to Write a Great Business Plan," by William A. Sahlman; "Why the Lean Start-Up Changes Everything," by Steve Blank; "The President of SRI Ventures on Bringing Siri to Life," by Norman Winarsky; "In Search of the Next Big Thing," an interview with Marc Andreessen by Adi Ignatius; "Six Myths About Venture Capitalists," by Diane Mulcahy; "Chobani's Founder on Growing a Start-Up Without Outside Investors," by Hamdi Ulukaya; "Network Effects Aren‿t Enough," by Andrei Hagiu and Simon Rothman; "Blitzscaling," an interview with Reid Hoffman by Tim Sullivan; "Buying Your Way into Entrepreneurship," by Richard S. Ruback and Royce Yudkoff; and "The Founder's Dilemma," by Noam Wasserman.

Will Africa be the world's next hub of manufacturing? China is answering in the affirmative and investing accordingly. This book dispels the notion that this crucial story is merely about China's exploitation of Africa's resources, illuminating deep questions about our own, Western approach to development, and the implications for the future of manufacturing.

Are you at the top of your gameor still trying to get there? Take your cues from the short, powerful 9 Things Successful People Do Differently, where the strategies and goals of the worlds most successful people are on displaybacked by research that shows exactly what has the biggest impact on performance. Heres a hint: accomplished people reach their goals because of what they do, not just who they are. Readers have called this a gem of a book. Get ready to accomplish your goals at last.

Empathy is credited as a factor in improved relationships and even better product development. But while it's easy to say "e;just put yourself in someone else's shoes,"e; the reality is that understanding the motivations and emotions of others often proves elusive.This book helps you understand what empathy is, why it's important, how to surmount the hurdles that make you less empathetic-and when too much empathy is just too much.This volume includes the work of:Daniel GolemanAnnie McKeeAdam WaytzThis collection of articles includes "e;What Is Empathy?"e; by Daniel Goleman; "e;Why Compassion Is a Better Managerial Tactic Than Toughness"e; by Emma Seppala; "e;What Great Listeners Actually Do"e; by Jack Zenger and Joseph Folkman; "e;Empathy Is Key to a Great Meeting"e; by Annie McKee; "e;It's Harder to Empathize with People If You've Been in Their Shoes"e; by Rachel Rutton, Mary-Hunter McDonnell, and Loran Nordgren; "e;Being Powerful Makes You Less Empathetic"e; by Lou Solomon; "e;A Process for Empathetic Product Design"e; by Jon Kolko; "e;How Facebook Uses Empathy to Keep User Data Safe"e; by Melissa Luu-Van; "e;The Limits of Empathy"e; by Adam Waytz; and "e;What the Dalai Lama Taught Daniel Goleman About Emotional Intelligence"e; an interview with Daniel Goleman by Andrea Ovans.How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

How do some people bounce back with vigor from daily setbacks, professional crises, or even intense personal trauma?This book reveals the key traits of those who emerge stronger from challenges, helps you train your brain to withstand the stresses of daily life, and presents an approach to an effective career reboot.This volume includes the work of:Daniel GolemanJeffrey A. SonnenfeldShawn AchorThis collection of articles includes "e;How Resilience Works,"e; by Diane Coutu; "e;Resilience for the Rest of Us,"e; by Daniel Goleman; "e;How to Evaluate, Manage, and Strengthen Your Resilience,"e; by David Kopans; "e;Find the Coaching in Criticism,"e; by Sheila Heen and Douglas Stone; "e;Firing Back: How Great Leaders Rebound After Career Disasters,"e; by Jeffrey A. Sonnenfeld and Andrew J. Ward; and "e;Resilience Is About How You Recharge, Not How You Endure,"e; by Shawn Achor and Michelle Gielan.How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

What is the nature of human happiness, and how do we achieve it in the course of our professional lives? And is it even worth pursuing?This book explores answers to these questions with research into how happiness is measured, frameworks for personal behaviors, management techniques that build happiness in the workplace-and warnings that highlight where the happiness hype has been overblown.This volume includes the work of:Daniel GilbertAnnie McKeeGretchen SpreitzerTeresa M. AmabileThis collection of articles includes "e;Happiness Isn't the Absence of Negative Feelings"e; by Jennifer Moss; "e;Being Happy at Work Matters"e; by Annie McKee; "e;The Science Behind the Smile"e; an interview with Daniel Gilbert by Gardiner Morse; "e;The Power of Small Wins"e; by Teresa M. Amabile and Steven J. Kramer; "e;Creating Sustainable Performance"e; by Gretchen Spreitzer and Christine Porath; "e;The Research We've Ignored About Happiness at Work"e; by Andre Spice and Carl Cedarstrom; and "e;The Happiness Backlash"e; by Alison Beard.How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

Peter F. Drucker argues that what underlies the current malaise of so many large and successful organizations worldwide is that their theory of the business no longer works. The story is a familiar one: a company that was a superstar only yesterday finds itself stagnating and frustrated, in trouble and, often, in a seemingly unmanageable crisis. The root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the right things are being done-but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit reality. These are the assumptions that shape any organization's behavior, dictate its decisions about what to do and what not to do, and define what an organization considers meaningful results. These assumptions are what Drucker calls a company's theory of the business.The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world-and will have a direct impact on you today and for years to come.

Are your employees meeting their goals? Is their work improving over time? Understanding where your employees are succeeding-and falling short-is a pivotal part of ensuring you have the right talent to meet organizational objectives.In order to work with your people and effectively monitor their progress, you need a system in place. The HBR Guide to Performance Management provides a new multi-step, cyclical process to help you keep track of your employees' work, identify where they need to improve, and ensure they're growing with the organization.You'll learn to:Set clear employee goals that align with company objectivesMonitor progress and check in regularlyClose performance gapsUnderstand when to use performance analyticsCreate opportunities for growth, tailored to the individualOvercome and avoid burnout on your teamArm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

Managing the human side of workResearch by Daniel Goleman, a psychologist and coauthor of Primal Leadership, has shown that emotional intelligence is a more powerful determinant of good leadership than technical competence, IQ, or vision.Influencing those around us and supporting our own well-being requires us to be self-aware, know when and how to regulate our emotional reactions, and understand the emotional responses of those around us. No wonder emotional intelligence has become one of the crucial criteria in hiring and promotion.But luckily it's not just an innate trait: Emotional intelligence is composed of skills that all of us can learn and improve on. In this guide, you'll learn how to:Determine your emotional intelligence strengths and weaknessesUnderstand and manage your emotional reactionsDeal with difficult peopleMake smarter decisionsBounce back from tough timesHelp your team develop emotional intelligenceArm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

Ten years ago, world-renowned professors W. Chan Kim and Renee Mauborgne broke ground by introducing "e;blue ocean strategy,"e; a new model for discovering uncontested markets that are ripe for growth. In this bound version of their bestselling Harvard Business Review classic article, they apply their concepts and tools to what is perhaps the greatest challenge of leadership: closing the gulf between the potential and the realized talent and energy of employees. Research indicates that this gulf is vast: According to Gallup, 70% of workers are disengaged from their jobs. If companies could find a way to convert them into engaged employees, the results could be transformative. The trouble is, managers lack a clear understanding of what changes they could make to bring out the best in everyone. In this article, Kim and Mauborgne offer a solution to that problem: a systematic approach to uncovering, at each level of the organization, which leadership acts and activities will inspire employees to give their all, and a process for getting managers throughout the company to start doing them. Blue ocean leadership works because the managers' "e;customers"e;--that is, the people managers oversee and report to--are involved in identifying what's effective and what isn't. Moreover, the approach doesn't require leaders to alter who they are, just to undertake a different set of tasks. And that kind of change is much easier to implement and track than changes to values and mind-sets.The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world--and will have a direct impact on you today and for years to come.

A leader's singular job is to get results. But even with all the leadership training programs and "e;expert"e; advice available, effective leadership still eludes many people and organizations. One reason, says Daniel Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Now, drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviors yield positive results. He outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future. The research indicates that leaders who get the best results don't rely on just one leadership style; they use most of the styles in any given week. Goleman details the types of business situations each style is best suited for, and he explains how leaders who lack one or more of these styles can expand their repertories. He maintains that with practice leaders can switch among leadership styles to produce powerful results, thus turning the art of leadership into a science.The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world-and will have a direct impact on you today and for years to come.

When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision-the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities-but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate. Psychologist and author Daniel Goleman first brought the term "e;emotional intelligence"e; to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with a 1998 classic Harvard Business Review article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he or she still won't be a great leader. The chief components of emotional intelligence-self-awareness, self-regulation, motivation, empathy, and social skill-can sound unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results.The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world-and will have a direct impact on you today and for years to come.

Conventional wisdom today says that to survive, companies must move beyond incremental, sustaining innovation and invest in some form of radical innovation. "e;Disrupt yourself or be disrupted!"e; is the relentless message company leaders hear. The Power of Little Ideas argues there's a "e;third way"e; that is neither sustaining nor disruptive. This low-risk, high-reward strategy is an approach to innovation that all company leaders should understand so that they recognize it when their competitors practice it, and apply it when it will give them a competitive advantage.This distinctive approach has three key elements:It consists of creating a family of complementary innovations around a product or service, all of which work together to make that product more appealing and competitive.The complementary innovations work together as a system to carry out a single strategy or purpose.Crucially, unlike disruptive or radical innovation, innovating around a key product does not change the central product in any fundamental way.In this powerful, practical book, Wharton professor David Robertson illustrates how many well-known companies, including CarMax, GoPro, LEGO, Gatorade, Disney, USAA, Novo Nordisk, and many others, used this approach to stave off competitive threats and achieve great success. He outlines the organizational practices that unintentionally torpedo this approach to innovation in many companies and shows how organizations can overcome those challenges.Aimed at leaders seeking strategies for sustained innovation, and at the quickly growing numbers of managers involved with creating new products, The Power of Little Ideas provides a logical, organic, and enduring third way to innovate.

When Business and Personal Values CollideDefining moments occur when managers face business decisions that trigger conflicts with their personal values. These moments test a persons commitment to those values and ultimately shape their character. But these are also the decisions that can make or break a career. Is there a thoughtful, yet pragmatic, way to make the right choice?Bestselling author Joseph Badaracco shows how to approach these dilemmas using three case examples that, when taken together, represent the escalating responsibilities and personal tests managers face as they advance in their careers. The first story presents a young manager whose choice will affect him only as an individual; the second, a department head whose decision will influence his organization; the third, a corporate executive whose actions will have much larger, societal ramifications. To guide the decision-making process, the book draws on the insights of four philosophersAristotle, Machiavelli, Nietzsche, and Jameswho offer distinctly practical, rather than theoretical, advice. Defining Moments is the ultimate managers guide for resolving issues of conflicting responsibility in practical ways.

A Practical Guide in Five StepsMost executives will lead or be a part of a reorganization effort (a reorg) at some point in their careers. And with good reasonreorgs are one of the best ways for companies to unlock latent value, especially in a changing business environment.But everyone hates them.No other management practice creates more anxiety and fear among employees or does more to distract them from their day-to-day jobs. As a result, reorgs can be incredibly expensive in terms of senior-management time and attention, and most of them fail on multiple dimensions. Its no wonder companies treat a reorg as a mysterious process and outsource it to people who dont understand the business. It doesnt have to be this way.Stephen Heidari-Robinson and Suzanne Heywood, former leaders in McKinseys Organization Practice, present a practical guide for successfully planning and implementing a reorg in five stepsdemystifying and accelerating the process at the same time. Based on their twenty-five years of combined experience managing reorgs and on McKinsey research with over 2,500 executives involved in them, the authors distill what they and their McKinsey colleagues have been practicing as an art into a science that executives can replicatein companies or business units large or small. It isnt rocket science and it isnt bogged down by a lot of organizational theory: the five steps give people a simple, logical process to follow, making it easier for everyoneboth the leaders and the employees who ultimately determine a reorgs success or failureto commit themselves to and succeed in the new organization.

The best of Peter F. Drucker's articles on management, all in one place.That "e;management"e; exists as a concept, a practice, and a profession is largely due to the thinking of Peter F. Drucker. For nearly half a century, he inspired and educated managers-and powerfully shaped the nature of business-with his iconic articles in Harvard Business Review.Through the lens of Drucker's broad vision, this volume presents an opportunity to trace the great shifts in organizations in the late twentieth and early twenty-first centuries-from manufacturing to knowledge work, from career-length employee tenures to short-term contract relationships, from command-and-control structures to flatter organizations that call for new leadership techniques.These articles also offer a firm and practical grasp of the role of the manager and the executive today-their responsibilities, their relationships, their decisions, and detailed processes that can make their work more effective.A celebrated thinker at his best, in this volume Drucker paints a clear and comprehensive picture of management thinking and practice-both as it is and as it will be.This collection of articles includes: "e;What Makes an Effective Executive,"e; "e;The Theory of the Business,"e; "e;Managing for Business Effectiveness,"e; "e;The Effective Decision,"e; "e;How to Make People Decisions,"e; "e;They're Not Employees, They're People,"e; "e;The New Productivity Challenge,"e; "e;What Business Can Learn from Nonprofits,"e; "e;The New Society of Organizations,"e; and "e;Managing Oneself."e;

Pork dorks. Craftsters. American Girl fans. Despite their different tastes, these eclectic diehards have a lot in common: theyre obsessed about a specific brand, product, or category. They pursue their passions with fervor, and theyre extremely knowledgeable about the things they love. They arent average consumerstheyre superconsumers.Although small in number, superconsumers can have an outsized impact on a companys bottom line. Representing 10% of total consumers, they can drive between 30% to 70% of sales, and theyre usually willing to spend considerably more than the average consumer. And because theyre so engaged and passionate, they can offer invaluable advice to managers looking to improve their products, change their business models, energize their cultures, and attract new customers.In Superconsumers, growth strategy expert Eddie Yoon lays out a simple but extremely effective framework that has helped companies of all types and sizes achieve more sustainable growth: hell show you how to find, listen to, and engage with your most passionate and profitable consumers, and then tailor your decisions to meet their wants and needs. Along the way, hell let you into the minds and homes of superconsumers of all kinds, revealing what makes them tick and why theyre willing to spend so much more than other consumers.Rich with data and case studies of companies that have implemented superconsumer strategies with great success, Superconsumers is a fun, practical, and inspiring guide for anyone interested in making their best customers even better.

Take the stress out of giving feedback.To help your employees meet their goals and fulfill their potential, you need to provide them with regular feedback. But the prospect of sharing potentially negative news can be overwhelming. How do you construct your message so that it's not only well received but also expressed in a way that encourages change?Whether you're commending exemplary work or addressing problem behavior, the HBR Guide to Delivering Effective Feedback provides you with practical advice and tips to transform any performance discussion-from weekly check-ins to annual reviews-into an opportunity for growth and development. You'll learn to:Establish trust with your direct reportsAssess their performance fairlyEmphasize improvement, even in criticismReact calmly to a defensive feedback recipientRecognize and motivate star performersCreate individualized development plansArm yourself with the advice you need to succeed on the job, from a source you trust. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.