Rank #1: 480: Become a Better Listener
Mark Goulston, psychiatrist and author of "Just Listen," explains how.
Rank #2: 460: Understand How People See You
Heidi Grant Halvorson, author of "No One Understands You and What to Do About It," explains the science of perception.
Rank #3: 414: To Do Things Better, Stop Doing So Much
Greg McKeown, author of "Essentialism: The Disciplined Pursuit of Less," on the importance of being "absurdly selective" in how we use our time.
Rank #4: 489: Disrupt Your Career, and Yourself
Whitney Johnson, author of "Disrupt Yourself," on taking the big risks we secretly want to.
Rank #5: 375: What the Best Decision Makers Do
Ram Charan, coauthor of "Boards that Lead," talks about what he's learned in three decades of helping executives make tough decisions.
Rank #6: 456: Your Brain's Ideal Schedule
Ron Friedman, Ph.D., author of "The Best Place to Work," on how to structure your day to get the most done.
Rank #7: 443: How to Negotiate Better
Jeff Weiss, author of the "HBR Guide to Negotiating" and partner at Vantage Partners, explains how to prepare to be persuasive.
Rank #8: 498: 4 Types of Conflict and How to Manage Them
Amy Gallo, author of the "HBR Guide to Managing Conflict at Work," explains the options.
Rank #9: 468: George Mitchell on Effective Negotiation
The former U.S. Senate majority leader and U.S. envoy to Northern Ireland and the Middle East describes his approach to resolving disputes and fostering bipartisan compromise.
Rank #10: 463: Why We Pretend to Be Workaholics
Erin Reid of Boston University on why men (but not women) feign long working hours.
Rank #11: 426: How Google Manages Talent
Eric Schmidt, executive chairman, and Jonathan Rosenberg, former SVP of products, explain how the company manages their smart, creative team.
Rank #12: 453: Set Habits You'll Actually Keep
Gretchen Rubin, author of "Better than Before: Mastering the Habits of Our Everyday Lives," explains that you've got to know your habit-setting style.
Rank #13: 433: How to Change Someone's Behavior with Minimal Effort
Steve J. Martin, coauthor of "The Small Big: Small Changes That Spark Big Influence," on the little things that persuade.
Rank #14: 494: Simple Rules for Creating Great Places to Work
Gareth Jones, author of "Why Should Anyone Work Here?", explains the things managers know, but struggle to do.
Rank #15: 520: Understanding Agile Management
Darrell Rigby of Bain and Jeff Sutherland of Scrum explain the rise of lean, iterative management tactics, and how to implement them yourself.
Rank #16: 451: Be Less Reactive and More Proactive
Peter Bregman, author of "Four Seconds," on changing the way you lead.
Rank #17: 679: What Managers Get Wrong About Feedback
Marcus Buckingham, head of people and performance research at the ADP Research Institute, and Ashley Goodall, senior vice president of leadership and team intelligence at Cisco Systems, say that managers and organizations are overestimating the importance of critical feedback. They argue that, in focusing our efforts on correcting weaknesses and rounding people out, we lose the ability to get exceptional performance from them. Instead, we should focus on strengths and push everyone to shine in their own areas. To do that, companies need to rethink the way they review, pay, and promote their employees. Buckingham and Goodall are the authors of the book "Nine Lies About Work: A Freethinking Leader's Guide to the Real World" and the HBR article "The Feedback Fallacy."
Rank #18: 436: Making Good Decisions
Stanford's Ron Howard, one of the fathers of decision analysis, explains how it's done.
Rank #19: 578: 4 Behaviors of Top-Performing CEOs
Elena Botelho, partner at leadership advisory firm ghSmart, talks about the disconnect between the stereotype of the CEO and what research shows actually leads to high performance at that level. She says the image of the charismatic, tall male with a top university degree who’s a strategic visionary and makes great decisions under pressure is a pervasive one. However, research shows that four behaviors more consistently lead to high performance in the corner office: 1) deciding with speed and conviction 2) engaging for impact 3) adapting proactively 4) delivering reliably. Botelho is the co-author of the article “What Sets Successful CEOs Apart” in the May-June 2017 issue of Harvard Business Review.
Rank #20: 409: When to Go with Your Gut
Gerd Gigerenzer, director of the Max Planck Institute for Human Development, on how to know when simple rules and snap decisions will outperform analytical models.