Page 122 - Harvard Business Review, Sep/Oct 2018

HBR SURVEY RESULTS

Percentage of respondents who say they sacrifice short-term gain for long-term objectives:
15 % 47 % 29 % 8 1 %
%

ALWAYS OFTEN SOMETIMES RARELY NEVER
Source: “Are You a Compassionate Leader?” by Rasmus Hougaard et al.

better decisions—throughout all learner, you can try four to make sure behavioral change
the ranks in a workplace. things, say Plummer and happens as a result of the training.
Frans Beerling, partner, CaC Wilson. First, focus on a single I’ve also always believed that
Management topic for several months, taking time to reflect on and record
doing a deep dive instead of learning in a journal helps cement
The authors provide a nice spreading your attention over lessons. I’ll certainly add the four RECENTLY
foundation for the kinds of a variety of topics. Second, strategies listed in this article to my TRENDING
discussions we now have about put what you’re learning into coaching framework.
AI in business. The reimagining frameworks. Organizing it Libby Dishner, principal, Cresco ON HBR.ORG
of business processes that the into a structure will help you
authors prioritize can and should understand it more deeply. Strategy and Cresco Coaching & How Are You
Consulting
be informed by science and the Third, regularly synthesize Protecting Your
humanities. Those disciplines have what you’ve learned. When High Performers
a lot to say about how we would like you finish reading something, from Burnout?
people to behave in organizations. for example, ask yourself, BY MATT PLUMMER
The arrival of AI raises the question: “What are the key takeaways THE INDUSTRIAL ERA The Death of
How much individuality or humanity here?” And last, cycle between ENDED, AND SO WILL Supply Chain
is required in jobs right now? The information feasting and THE DIGITAL ERA Management
answer will surely vary considerably information fasting. It’s BY ALLAN LYALL
ET AL.
across organizations and job important that you have
functions and is also likely to shape seasons when you limit your HBR.ORG ARTICLE BY GREG SATELL, JULY 11 What to Do
When Your Boss
different expectations about AI in consumption of information Digital technology has Won’t Advocate
businesses. so that you can review, transformed our world, but if for You
Gary E. Riccio, founder, Nascent consider, and apply what you look closely, you can see BY NICHOLAS
PEARCE
Science & Technology the contours of its inevitable
you’ve already consumed.
My only addition to the authors’ descent into the mundane. As Leaders Focus
Too Much
digital applications mature, we
list would be the ability to succeed The key to retaining information need to push the frontiers of on Changing
is to apply what I call a relevance
by delegating. In addition to discovery. We need to prepare Policies, and
augmenting and enhancing the work filter. For example, there are entire for a new era of innovation, Not Enough on
websites devoted to teaching
of humans, AI can also identify and one in which technologies Changing Minds
take on boring, onerous tasks (such keyboard shortcuts for software. such as genomics, materials BY TONY SCHWARTZ
I have at some stage learned about
as negotiating mutually beneficial science, and robotics rise to GE’s Fall
meeting times and places). 60 by heart. But I use only about the fore. Has Been
nine or 10; because the rest aren’t
Warren Johnson, principal program relevant, I’ve not implemented Accelerated by
Two Problems.
manager, Microsoft I take the author’s point that the
the learning. The ones I do use, skill level required to work with Most Other Big
I use at least hourly (copy/paste, digital technology is falling and Companies Face
Them, Too.
undo, open start menu, open that digital applications are BY ROGER L. MARTIN
Windows Explorer, and so on).
BECOME A MORE There is no shortcut to learning. becoming fairly mature. However, Who Killed the
PRODUCTIVE LEARNER It needs to be intentional, it takes in the new era of innovation, I don’t GE Model?
think we can slow down or lose the
active concentration, and it must agility we’ve developed. I think we BY BENJAMIN
GOMES-CASSERES
HBR.ORG ARTICLE BY MATT PLUMMER AND be relevant to your needs—and need to spark the pioneering spirit.
JO WILSON, JUNE 5 therefore quickly implemented. The problems of the future may 3 Transitions
Even the Best
Today we consume more Matthew MacLachlan, head of be more grand, so we’ll need to Leaders Struggle
information than ever—but intercultural training, Learnlight develop solutions quickly. With
seem to retain less of it. To I’m a coach and prescribe group Anthony Downs, senior manager, BY CASSANDRA
FRANGOS
become a more productive coaching after training sessions technical services, Rio Tinto
SEPTEMBER-OCTOBER 2018 HARVARD BUSINESS REVIEW 21