Harvard Business Review Guides Ultimate Boxed Set (16 Books).

Contents
HBR Guide to Emotional Intelligence
	Contents
	Section One: What Is Emotional Intelligence?
		Chapter 1: Leading by Feel
		Chapter 2: Do You Lead with Emotional Intelligence?
	Section Two: Self-Awareness: Understand Your Emotions, Know Your Behaviors
		Chapter 3: You Can’t Manage Emotions Without Knowing What They Really Are
		Chapter 4: A Vocabulary for Your Emotions
		Chapter 5: Are You Sure You Show Respect?
	Section Three: Manage Your Emotions
		Chapter 6: Make Your Emotions Work for You
		Chapter 7: Defuse a Challenging Interaction
		Chapter 8: Stay Grounded in Stressful Moments
		Chapter 9: Recovering from an Emotional Outburst
	Section Four: Everyday Emotional Intelligence
		Chapter 10: Writing Resonant Emails
		Chapter 11: Running Powerful Meetings
		Chapter 12: Giving Difficult Feedback
		Chapter 13: Making Smart Decisions
		Chapter 14: An Emotional Strategy for Negotiations
		Chapter 15: Working Across Cultures
	Section Five: Dealing with Difficult People
		Chapter 16: Make Your Enemies Your Allies
		Chapter 17: How to Deal with a Passive-Aggressive Colleague
		Chapter 18: What to Do If You’re a Toxic Handler
	Section Six: Understand Empathy
		Chapter 19: What Is Empathy?
		Chapter 20: Beyond Empathy: The Power of Compassion
	Section Seven: Build Your Resilience
		Chapter 21: Resilience in the Moment
		Chapter 22: Cultivate Resilience in Tough Times
		Chapter 23: Practice Self-Compassion
		Chapter 24: Don’t Endure; Recharge
		Chapter 25: How Resilient Are You?
	Section Eight: Developing Emotional Intelligence on Your Team
		Chapter 26: How to Help Someone Develop Emotional Intelligence
		Chapter 27: Handling Emotional Outbursts on Your Team
		Chapter 28: How to Manage Your Emotional Culture
	Index
HBR Guide to Managing Up and Across
	Contents
	Section 1: Managing Up
		Managing Your Boss
		Winning Over Your New Boss
		Steps for Presenting Problems or Opportunities to Your Boss
		Manage Up with Your Mentor's Guidance
		Change the Way You Persuade
		Get to Know Your Boss's Boss
		How to Make Your Boss Look Good--Without Becoming a Sycophant
		Stop Being Micromanaged
		Dealing with Your Incompetent Boss
		Coping with a Conflict-Averse Boss
		How to Give Your Boss Feedback
		Managing Multiple Bosses
	Section 2: Managing Across
		What Makes a Leader?
		The Discipline of Teams
		Managing Remote Relationships
		A Smarter Way to Network
		How to Deal with Office Politics
		Make Your Enemies Your Allies
		The Necessary Art of Persuasion
		Three Ways Not to Persuade
		Harnessing the Science of Persuasion
		How to Get Your Colleague's Attention
		Collaborating Across Generations
		When the Direct Approach Backfires, Try Indirect Influence
	Index
HBR Guide to Finance Basics for Managers
	Contents
	Section 1: Finance Basics: Don't Be Afraid
		Finance Quiz
		The Key Financial Statements
		The Fundamental Laws of Business
	Section 2: Making Good Decisions--and Moving Those Numbers
		Using Statements to Measure Financial Health
		Grow Your Profits by Streamlining Your Business
		Working Your Assets to Boost Your Growth
		Profit Does Not Equal Cash (And You Need Both)
		Why Cash Matters
		Your Balance Sheet Levers
		What's Your Working Capital Model
? A Case Study
		Learn to Speak the Language of ROI
		Practical Tools for Managements Decisions
	Section 3: The Limits of Financial Data
		What the Financial Statements Don't Tell You
		The Five Traps of Performance Management
		Finance Quiz: How Much Have You Learned?
	Glossary
	Index
HBR Guide to Performance Management
	Contents
	Introduction
	Section 1: Goal Setting
		Ch. 1: The Characteristics of Effective Goals
		Ch. 2: Define Employee Goals--and Decide How They're Measured
		Ch. 3: Collaborate with Your Employee to Create a Plan for Moving Forward
	Section 2: Ongoing Performance Management
		Ch. 4: Assessing Performance Isn't a Onetime Event
		Ch. 5: Make a Habit of Providing Feedback
		Ch. 6: Coach Your Employees to Close Performance Gaps
		Ch. 7: How to Keep Your Employees Motivated
	Section 3: Developing Employees
		Ch. 8: Understand Your Employee's Wants and Needs
		Ch. 9: Expand Your Employee's Skill Sets
		Ch. 10: Craft a Developmental Plan
		Ch 11: How to Develop Someone Who's Struggling
	Section 4: Formal Performance Reviews
		Ch. 12: The Case Against (and for) Annual Appraisals
		Ch. 13: Assess Performance, but Rethink Ratings
		Ch 14: How to Conduct the Review Conversation
		Ch. 15: Define New Goals for a New Cycle
	Section 5: Tough Topics
		Ch. 16: Responding to the Steady Worker
		Ch 17: Preventing Burnout on Your Team
		Ch. 18: Managing the Performance of Remote Employees
	Sources
	Index
HBR Guide to Project Management
	Contents
	Ch 1: The Four Phases of Project Management
	Ch 2: The Cast of Characters
	Phase 1: Planning
		Ch 3: A Written Charter
		Ch 4: Dealing with a Project's "Fuzzy Front End"
		Ch 5: Performing a Project Premortem
		Ch 6: Will Project Creep Cost You--or Create Value?
	Phase 2: Build-Up
		Ch 7: Setting Priorities Before Starting Your Project
		Ch 8: Boost Productivity with Time-Boxing
		Ch 9: Scheduling the Work
		Ch 10: HBR Case Study: A Rush to Failure?
		Ch 11: Getting Your Project Off on the Right Foot
		Ch 12: The Discipline of Teams
	Phase 3: Implementation
		Ch 13: Effective Project Meetings
		Ch 14: The Adaptive Approach to Project Management
		Ch 15: Why Good Projects Fail Anyway
		Ch 16: Monitoring and Controlling Your Project
		Ch 17: Managing People Problems on Your Team
		Ch 18: The Tools of Cooperation and Change
		Ch 19: Don't Throw Good Money (or Time) After Bad
	Phase 4: Closeout
		Chapter 20: Handing Off Authority and Control
		Ch 21: Capturing Lessons Learned
	Glossary
	Index
HBR Guide to Dealing with Conflict
	Contents
	Preface
	Introduction: A Practical Plan for Dealing with Conflict
	Section One: Preparing for Conflict Before It Happens
		Chapter 1: Types of Conflict
		Chapter 2: Your Options for Handling Conflict
		Chapter 3: Recognize Your Natural Tendency
	Section Two: Managing a Conflict
		Chapter 4: Assess the Situation
		Chapter 5: Get Ready for the Conversation
		Chapter 6: Have a Productive Conversation
	Section Three: Resolving a Conflict
		Chapter 7: Get to a Resolution and Make a Plan
		Chapter 8: Repair the Relationship
		Chapter 9: Navigate Common Situations
	Sources
	Featured Experts
	Index
	About the Author
HBR Guide to Delivering Effective Feedback
	Contents
	Section 1: Ongoing Feedback
		Ch 1: Giving Effective Feedback
		Ch 2: Sometimes Negative Feedback Is Best
		Ch 3: Giving Feedback That Sticks
		Ch 4: A Better Way to Deliver Bad News
		Ch 5: The Set-Up-to-Fail Syndrome
		Ch 6: How to Give Feedback That Helps People Grow
		Ch 7: Recognize Good Work in a Meaningful Way
	Section 2: Formal Performance Appraisals
		Ch 8: Delivering an Effective Performance Review
		Ch 9: Managing Performance When It's Hard to Measure
		Ch 10: Stop Worrying About Your Employee's Weaknesses
		Ch 11: How to Set and Support Employee Goals
		Ch 12: When to Grant a Promotion or Raise
		Ch 13: Tips for Record Keeping
	Section 3: Tough Topics
		Ch 14: How to Help an Underperformer
		Ch 15: Delivering Criticism to a Defensive Employee
		Ch 16: How to Give Star Performers Productive Feedback
		Ch 17: Prioritizing Feedback--Even When Time Is Short
		Ch 18: Navigating the Choppy Waters of Cross-Cultural Feedback
		Ch 19: How to Discuss Performance with Your Team
	Index
HBR Guide to Coaching Employees
	Contents
	Introduction: Why Coach
	Section 1: Preparing to Coach Your Employees
		Ch 1: Shift Your Thinking to Coach Effectively
		Ch 2: Set the Stage to Stimulate Growth
		Ch 3: Earn Your Employees' Trust
	Section 2: Coaching Your Employees
		Ch 4: Holding a Coaching Session
		Ch 5: Following Up After a Coaching Session
		Ch 6: Giving Feedback That Sticks
		Ch 7: Enlist Knowledge Coaches
		Ch 8: Coaching Effectively in Less Time
		Ch 9: Help People Help Themselves
		Ch 10: Avoid Common Coaching Mistakes
	Section 3: Customize Your Coaching
		Ch 11: Tailor Your Coaching to People's Learning Styles
		Ch 12: Coaching Your Stars, Steadies, and Strugglers
		Ch 13: Coaching Your Rookie Managers
		Ch 14: Coaching Rising Managers to Emotional Maturity
		Ch 15: Coaching Teams
	Index
HBR Guide to Getting the Right Work Done
	Contents
	Section 1: Get Started
		Ch. 1: You Can't Get It All Done
		Ch. 2: Nine Things Successful People Do Differently
		Ch. 3: Being More Productive
	Section 2: Prioritize Your Work
		Ch. 4: Get a Raise by Getting the Right Work Done
		Ch. 5: The Worth-Your-Time Test
		Ch. 6: Say Yes to Saying No
	Section 3: Organize Your Time
		Ch. 7: A Practical Plan for When You Feel Overwhelmed
		Ch. 8: Stop Procrastinating--Now
		Ch. 9: Don't Let Long-Term Projects Become Last-Minute Panic
		Ch. 10: Stop Multitasking
		Ch. 11: How to Stay Focused on What's Important
		Ch. 12: To-Do Lists That Work
		Ch. 13: How to Tackle Your To-Do List
		Ch. 14: Reward Yourself for Doing Dreaded Tasks
	Section 4: Delegate Effectively
		Ch. 15: Management Time
		Ch. 16: Levels of Delegation
	Section 5: Create Rituals
		Ch. 17: Ritual
		Ch. 18: Power Through  Your Day in 90-Minute Cycles
		Ch. 19: An 18-Minute Plan for Managing Your Day
		Ch. 20: Use a 10-Minute Diary to Stay on Track
	Section 6: Renew Your Energy
		Ch. 21: How to Accomplish More by Doing Less
		Ch. 22: Manage Your Energy, Not Your Time
		Ch. 23: Why Great Performers Sleep More
	Section 7: Take Control of Your E-mail
		Ch. 24: Simplify Your E-mail
		Ch. 25: Eight E-mail Overload Experiments
	Section 8: Maintain Your New Approach
		Ch. 26: Sustaining Your Productivity System
	Section 9: Explore Further
		Ch. 27: More Productivity Books to Explore
		Ch. 28: Productivity Apps and Tools
	Index
HBR Guide to Negotiating
	Contents
	Introduction
	Chapter 1: The Seven Elements Tool
	Section 1: Before You Get in the Room
		Chapter 2: Question Your Assumptions About the Negotiation
		Chapter 3: Prepare the Substance
		Chapter 4: Prepare the Process
		Chapter 5: Connect in Advance
	Section 2: In the Room
		Chapter 6: Begin the Negotiation
		Chapter 7: Create and Refine Your Options
		Chapter 8: Select the Right Outcome
		Chapter 9: Continuously Adapt Your Approach
	Section 3: The Common Challenges
		Chapter 10: Align Multiple Parties
		Chapter 11: Tame the Hard Bargainer
		Chapter 12: When Communication Breaks Down
		Chapter 13: When Emotions Get in the Way
	Section 4: Postgame
		Chapter 14: Wrap Up the Negotiation
		Chapter 15: Review What Happened
	Learn More
	Index
	About the Author
HBR Guide to Leading Teams
	Contents
	Introduction
	Section 1: Build Your Team's Infrastructure
		Chapter 1: Pull Together a Winning Team
		Chapter 2: Get to Know One Another
		Chapter 3: Establish Your Team's Goals
		Chapter 4: Agree on Individuals' Roles
		Chapter 5: Agree on Rules of Conduct
		Chapter 6: Set the Stage for Accountability
		Chapter 7: Commit to a Team Contract
	Section 2: Manage Your Team
		Chapter 8: Make Optimal Team 
Decisions
		Chapter 9: Hold People Accountable
		Chapter 10: Give People Recognition
		Chapter 11: Resolve Conflicts Constructively
		Chapter 12: Welcome New Members
		Chapter 13: Manage Outside the Team
	Section 3: Close Out Your Team
		Chapter 14: Deliver the Goods
		Chapter 15: Learn from Your Team's Experiences
	Appendix A: Rules Inventory
	Appendix B: Cultural Audit
	Appendix C: Team Contract
	Index
	About the Author
HBR Guide to Building Your Business Case
	Contents
	Introduction
	Section 1: Prepare
		Chapter 1: Know the Basics of Making a Case
		Chapter 2: Learn How Your Company Evaluates Cases
	Section 2: Get to Know Your Audience
		Chapter 3: Figure Out Who's Calling the Shots
		Chapter 4: Understand Your Audience's Objectives
	Section 3: Build the Case
		Chapter 5: Clarify the Need
		Chapter 6: Build a Cross-Functional Team
		Chapter 7: Consider Alternatives
		Chapter 8: Think Through the "How" at a High Level
	Section 4: Crunch the Numbers
		Chapter 9: Estimate Costs and Benefits
		Chapter 10: Calculate ROI
		Chapter 11: Account for Risks
	Section 5: Present Your Case and Move Forward
		Chapter 12: Prepare Your Document
		Chapter 13: Shop Your Case Around
		Chapter 14: Are You Ready to Present?
		Chapter 15: Make Your Pitch
		Chapter 16: Get to a Decision
		Chapter 17: What Next?
	Appendix A: Common Mistakes
	Appendix B: How to Give a Killer Presentation
	Glossary
	Index
	About the Authors
HBR Guide to Better Business Writing
	Contents
	Introduction
	Section 1: Delivering the Goods Quickly and Clearly
		Ch 1: Know why you're writing
		Ch 2: Understand your readers
		Ch 3: Divide the writing process into four separate tasks
		Ch 4: Before writing in earnest, jot down your three main points--in complete sentences
		Ch 5: Write in full--rapidly
		Ch 6: Improve what you've written
		Ch 7: Use graphics to illustrate and clarify
	Section 2: Developing Your Skills
		Ch 8: Be relentlessly clear
		Ch 9: Learn to summarize--accurately
		Ch 10: Waste no words
		Ch 11: Be plain-spoken: Avoid bizspeak
		Ch 12: Use chronology when giving a factual account
		Ch 13: Be a stickler for continuity
		Ch 14: Learn the basics of correct grammar
		Ch 15: Get feedback on your drafts from your colleagues
	Section 3: Avoiding the Quirks That Turn Readers Off
		Ch 16: Don't anesthetize your readers
		Ch 17: Watch your tone
	Section 4: Common Forms of Business Writing
		Ch 18: E-mails
		Ch 19: Business Letters
		Ch 20: Memos and Reports
		Ch 21: Performance Appraisals
	Appendix A: A Checklist for the Four Stages of Writing
	Appendix B: A Dozen Grammatical Rules You Absolutely Need to Know
	Appendix C: A Dozen Punctuation Rules You Absolutely Need to Know
	Appendix D: Common Usage Gaffes
	Appendix E: Some Dos and Don'ts of Business-Writing Etiquette
	Appendix F: A Primer of Good Usage
	Desk References
	Index
	Acknowledgments
	About the Author
HBR Guide to Persuasive Presentations
	Contents
	Introduction
	Section 1: Audience
		Understand the Audience's Power
		Segment the Audience
		Present Clearly and Concisely to Senior Executives
		Get to Know Your Audience
		Define How You'll Change the Audience
		Find Common Ground
	Section 2: Message
		Define Your Big Idea
		Generate Content to Support the Big Idea
		Anticipate Resistance
		Amplify Your Message Through Contrast
		Build an Effective Call to Action
		Choose Your Best Ideas
		Organize Your Thoughts
		Balance Analytical and Emotional Appeal
		Lose the Jargon
		Craft Sound Bites
	Section 3: Story
		Apply Storytelling Principles
		Create a Solid Structure
		Craft the Beginning
		Develop the Middle
		Make the Ending Powerful
		Add Emotional Texture
		Use Metaphors as Your Glue
		Create Something They'll Always Remember
	Section 4: Media
		Choose the Right Vehicle for Your Message
		Make the Most of Slide Software
		Determine the Right Length for Your Presentation
		Persuade Beyond the Stage
		Share the Stage
	Section 5: Slides
		Think Like a Designer
		Create Slides People Can "Get" in Three Seconds
		Choose the Right Type of Slide
		Storyboard One Idea per Slide
		Avoid Visual Cliches
		Arrange Slide Elements with Care
		Clarify the Data
		Turn Words into Diagrams
		Use the Right Number of Slides
		Know When to Animate
	Section 6: Delivery
		Rehearse Your Material Well
		Know the Venue and Schedule
		Anticipate Technology Glitches
		Manage Your Stage Fright
		Set the Right Tone for Your Talk
		Be Yourself
		Communicate with Your Body
		Communicate with Your Voice
		Make Your Stories Come to Life
		Work Effectively with Your Interpreter
		Get the Most out of Your Q&A
		Build Trust with a Remote Audience
		Keep Remote Listeners Interested
		Keep Your Remote Presentation Running Smoothly
	Section 7: Impact
		Build Relationships Through Social Media
		Spread Your Ideas with Social Media
		Gauge Whether You've Connected with People
		Follow Up After Your Talk
	Index
	About the Author
HBR Guide to Data Analytics Basics for Managers
	Contents
	Introduction
	Section 1: Getting Started
		Chapter 1: Keep Up with Your Quants
		Ch 2: A Simple Exercise to Help You Think Like a Data Scientist
	Section 2: Gather the Right Information
		Ch 3: Do You Need All That Data?
		Ch 4: How to Ask Your Data Scientists for Data and Analytics
		Ch 5: How to Design a Business Experiment
		Ch 6: Know the Difference Between Your Data and Your Metrics
		Ch 7: The Fundamentals of A/B Testing
		Ch 8: Can Your Data Be Trusted?
	Section 3: Analyze the Data
		Chapter 9: A Predictive Analytics Primer
		Ch 10: Understanding Regression Analysis
		Ch 11: When to Act On a Correlation, and When Not To
		Ch 12: Can Machine Learning Solve Your Business Problem?
		Ch 13: A Refresher on Statistical Significance
		Ch 14: Linear Thinking in a Nonlinear World
		Ch 15: Pitfalls of Data-Driven Decisions
		Ch 16: Don't Let Your Analytics Cheat the Truth
	Section 4: Communicate Your Findings
		Ch 17: Data Is Worthless If You Don't Communicate It
		Ch 18: When Data Visualization Works--and When It Doesn't
		Ch 19: how to Make Charts That Pop and Persuade
		Ch 20: Why It's So Hard for Us to Communicate Uncertainty
		Ch 21: Responding to Someone Who Challenges Your Data
		Ch 22: Decisions Don't Start with Data
	Appendix: Data Scientist: The Sexiest Job of the 21st Century
	Index
HBR Guide to Making Every Meeting Matter
	Contents
	Preface: The Condensed Guide to Running Meetings
	Section One: Prepare
		Chapter 1: Do You Really Need to Hold That Meeting?
		Chapter 2: Stop Calling Every Conversation a "Meeting"
		Chapter 3: If You Can't Say What Your Meeting Will Accomplish, You Shouldn't Have It
		Chapter 4: How to Design an Agenda for an Effective Meeting
		Chapter 5: The Key to Shorter, Better Meetings
		Chapter 6: The 50-Minute Meeting
		Chapter 7: The Magic of 30-Minutes Meetings
		Chapter 8: Meetings Need a Shot Clock
		Chapter 9: Are There Too Many People in Your Meeting?
	Section Two: Conduct
		Chapter 10: Before a Meeting, Tell Your Team That Silence Denotes Consent
		Chapter 11: Establish Ground Rules
		Chapter 12: Reach Group Decisions During Meetings
		Chapter 13: The Right Way to Cut People Off in Meetings
		Chapter 14: Dealing with People Who Derail Meetings
		Chapter 15: Refocus a Meeting After Someone Interrupts
	Section Three: Participate
		Chapter 16: Polite Ways to Decline a Meeting Invitation
		Chapter 17: How to Interject in a Meeting
		Chapter 18: Stuck in a Meeting from Hell? Here's What to Do
		Chapter 19: 7 Ways to Stop a Meeting from Dragging On
		Chapter 20: When Your Boss is Terrible at Leading Meetings
	Section Four: Close and Follow Up
		Chapter 21: The Right Way to End a Meeting
		Chapter 22: Don't End a Meeting Without Doing These 3 Things
	Section Five: Specific Types of Meetings
		Chapter 23: What Everyone Should Know About Running Virtual Meetings
		Chapter 24: How to Run a Great Virtual Meeting
		Chapter 25: Conduct a Meeting of People from Different Cultures
		Chapter 26: Making Global Meetings Work
		Chapter 27: Give Your Standing Meetings a Makeover
		Chapter 28: How to Do Walking Meetings Right
		Chapter 29: Stand-Up Meetings Don't Work for Everybody
		Chapter 30: Leadership Summits That Work
	Appendix A: Meeting Preparation Checklist
	Appendix B: Sample Agendas
	Appendix C: Meeting Follow-Up Checklist
	Appendix D: Sample Follow-Up Memo
	Appendix E: Digital Tools to Make Your Next Meeting More Productive
	Index