Career Development
PM career growth and interviews
Full ArticleCareer Development
Building a Personal Board of Directors
How to build a personal advisory board for career development. Your board should include a mentor (long-term advisor), a sponsor (advocates for you when you're not in the room), a connector (expands your network), a challenger (asks tough questions), and a cheerleader (provides emotional support). Practical framework for identifying and nurturing these relationships.
Harvard Business Review·7 min read·Jan 1, 2010
Full ArticleCareer Development
Minimum Viable Product: a guide
The MVP is the version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort.
Classic Articles·9 min read·Jun 1, 2009
Full ArticleCareer Development
The New User Story Backlog is a Map
Why a flat product backlog doesn't work and how user story mapping gives teams a shared understanding of the big picture while still breaking work into small deliverable pieces.
Classic Articles·16 min read·Jun 1, 2008
Full ArticleCareer Development
Overcoming Imposter Syndrome: Strategies for High-Achieving Professionals
Examines imposter syndrome—the persistent belief that one's success is undeserved—and its disproportionate impact on high achievers. Offers evidence-based strategies including reframing internal dialogue, collecting objective feedback, and understanding that the phenomenon is nearly universal among ambitious professionals.
Harvard Business Review·9 min read·May 1, 2008
Full ArticleCareer Development
Manage Your Energy, Not Your Time
Time is finite, but energy is renewable. Draws on performance science to show that managing four dimensions of energy (physical, emotional, mental, spiritual) produces sustained high performance. Wachovia Bank employees who followed the program outperformed a control group by 13% in revenue. Introduces energy rituals: 90-minute work blocks, midday workouts, gratitude practices.
Harvard Business Review·13 min read·Oct 1, 2007
Full ArticleCareer Development
How to Read a Paper: The Three-Pass Approach
A practical, efficient method for reading research papers. First pass (5-10 min): read title, abstract, introduction, headings, conclusions, scan references. Second pass (up to 1 hour): read with greater care, grasp content, note key figures. Third pass (4-5 hours): virtually re-implement the paper. Assigned in virtually every graduate research methods course.
Classic Articles·6 min read·Jul 1, 2007
Full ArticleCareer Development
Deliberate Practice: The Science of Getting Better at Anything
Expert performance comes not from innate talent or raw experience, but from deliberate practice: focused, effortful activities specifically designed to improve performance. Ericsson's research shows that experts across fields invest thousands of hours in structured practice with immediate feedback, pushing just beyond their comfort zone. Organizations can apply these principles by designing learning experiences that target specific weaknesses rather than simply repeating comfortable routines.
Harvard Business Review·16 min read·Jul 1, 2007
Full ArticleCareer Development
Discovering Your Authentic Leadership
Based on interviews with 125 leaders, this article argues that you don't need to be born with specific characteristics to lead. Instead, leadership emerges from understanding your life story, practicing self-awareness, and aligning your leadership with your values. A staple in MBA leadership courses.
Harvard Business Review·14 min read·Feb 1, 2007
Full ArticleCareer Development
The Pomodoro Technique: Focused Work in 25-Minute Intervals
Describes the Pomodoro Technique—working in focused 25-minute blocks separated by short breaks—as a method for combating procrastination and mental fatigue. Explains the psychology behind time-boxed work and how the technique trains sustained attention over time.
Classic Articles·8 min read·Jan 1, 2006
Full ArticleCareer Development
Managing Oneself
Peter Drucker's masterwork on self-management. Know your strengths (use feedback analysis), know how you perform (reader vs. listener, alone vs. team), know your values, know where you belong, and know what you can contribute. Required reading in virtually every MBA program and executive education course worldwide.
Harvard Business Review·16 min read·Jan 1, 2005
Full ArticleCareer Development
What Makes a Leader?
Daniel Goleman's groundbreaking article on emotional intelligence in leadership. Identifies five components of EI at work: self-awareness, self-regulation, motivation, empathy, and social skill. Argues that while IQ and technical skills are entry-level requirements, emotional intelligence is the sine qua non of leadership. Widely taught in MBA programs worldwide.
Harvard Business Review·18 min read·Jan 1, 2004
Full ArticleCareer Development
Negotiation: Getting to Yes Without Giving In
The principled negotiation method from Harvard's Program on Negotiation. Four key principles: separate people from the problem, focus on interests not positions, generate options for mutual gain, and insist on objective criteria. Also covers BATNA (Best Alternative to a Negotiated Agreement) as the true source of negotiating power. The foundation of every negotiation course taught worldwide.
Harvard Business Review·12 min read·Oct 1, 2003
Full ArticleCareer Development
The Power of Storytelling in Business and Leadership
Hollywood screenwriting guru Robert McKee on why stories are the most powerful tool for business communication. Traditional rhetoric (data, logic, argument) doesn't inspire action because it's intellectual. Stories engage emotions: they present a struggle between expectation and reality that creates suspense, insight, and identification. Covers the structure of a compelling business story.
Harvard Business Review·12 min read·Jun 1, 2003
Full ArticleCareer Development
Herzberg's Two-Factor Theory: Why Perks Don't Replace Purpose
Herzberg's landmark research distinguishes between hygiene factors (salary, conditions, policies) that prevent dissatisfaction and motivators (achievement, recognition, growth) that drive true engagement. Improving hygiene factors eliminates complaints but never creates satisfaction; only motivators achieve that. This distinction explains why lavish perks at tech companies often fail to improve retention when meaningful work and autonomy are absent.
Harvard Business Review·18 min read·Jan 1, 2003
Full ArticleCareer Development
Crucibles of Leadership
Bennis and Thomas explore how transformative experiences (crucibles) shape leaders. Through interviews with leaders across generations, they identify four essential skills: adaptive capacity, ability to engage others through shared meaning, a distinctive voice, and integrity. Widely used in leadership development seminars.
Harvard Business Review·12 min read·Sep 1, 2002
Full ArticleCareer Development
Getting Things Done: The Art of Stress-Free Productivity
David Allen's GTD methodology for personal productivity. The core insight: your mind is for having ideas, not holding them. Capture everything in a trusted system, clarify next actions, organize by context, reflect weekly, and engage with confidence. The five-step workflow that became the most widely adopted personal productivity system in the world.
Harvard Business Review·10 min read·Jan 1, 2001
Full ArticleCareer Development
Why Should Anyone Be Led by You?
Four qualities of inspirational leaders: they selectively show their weaknesses (revealing vulnerability builds trust), they rely heavily on intuition to gauge timing and action, they manage with tough empathy (caring intensely about employees while giving them what they need, not what they want), and they reveal their differences (capitalizing on what is unique about themselves).
Harvard Business Review·12 min read·Sep 1, 2000
Full ArticleCareer Development
Management Time: Who's Got the Monkey?
One of HBR's two best-selling reprints ever. Using the vivid monkey on your back metaphor, Oncken and Wass reveal why managers are always running out of time while subordinates run out of work — and provide five rules for effective delegation. Includes commentary by Stephen R. Covey.
Classic Articles·15 min read·Nov 1, 1999
PreviousPage 6 of 6