Filter Results: (102) Arrow Down

Gino, FrancescaRemove Gino, Francesca →

Page 1 of 102 Results →

When Agreeing to Disagree Is a Good Beginning

by Clea Simon, Harvard Gazette

When conflict stems from honest and open listening, disagreement can be a good thing, say Francesca Gino and Julia Minson. But developing those skills requires patience and discipline.

Inclusive Leadership Advice: Get Comfortable With the Uncomfortable

by Francesca Gino

People tend to seek sameness, but they can teach themselves to relish in the differences of the human experience. Francesca Gino offers these three principles from improv to anyone who's trying to lead more inclusively.

Why People Crave Feedback—and Why We’re Afraid to Give It

by Michael Blanding

How am I doing? Research by Francesca Gino and colleagues shows just how badly employees want to know. Is it time for managers to get over their discomfort and get the conversation going at work?

A World of Difference: What Keeps Companies from Becoming More Inclusive

by Jen McFarland Flint

Inclusion can unlock excellence and innovation, but instincts and good intentions will never get you there. In this interview, Frances Frei and Francesca Gino explore the underlying factors that keep organizations from becoming more inclusive. Open for comment; 0 Comments.

Rituals at Work: Teams That Play Together Stay Together

by Kristen Senz

Rituals—even seemingly silly ones—help employees bond and add meaning to their work, says research by Michael Norton, Francesca Gino, and colleagues. After two years of pandemic disruption, who wouldn't welcome a workday pick-me-up? Open for comment; 0 Comments.

How Women Can Learn from Even Biased Feedback

by Francesca Gino

Gender bias often taints performance reviews, but applying three principles can help women gain meaningful insights, says Francesca Gino. Open for comment; 0 Comments.

What Pirates Can Teach Us About Leadership

by Francesca Gino

Despite his reputation for ruthlessness, Blackbeard ran a surprisingly progressive and equitable ship. Francesca Gino highlights three lessons for today's leaders from the golden age of piracy. Open for comment; 0 Comments.

When Your Nerves Get the Best of You, Change the Narrative

by Francesca Gino

Anxiety can hobble even the most confident leaders. Francesca Gino offers three strategies that she uses to turn nerve-wracking situations into meaningful experiences. Open for comment; 0 Comments.

Key to Doing Your Best at Work? Be Yourself

by Christina Pazzanese, Harvard Gazette

Hiding your quirks and opinions won't get you ahead. 'Badass' leaders bring their bold, authentic selves to work, without apology, says Francesca Gino. Open for comment; 0 Comments.

Using Empathy and Curiosity to Overcome Differences

Re: Francesca Gino

Bill Riddick, an African-American community leader and counselor, must find a way to bridge the divide between Black and white community leaders, who are on opposing sides of school integration in Durham, North Carolina, in 1971. Harvard Business School professor Francesca Gino and Jeffrey Huizinga explain how empathy and curiosity can foster understanding in divisive situations in their case, “Bill Riddick and the Durham S.O.S. Charrette.” Open for comment; 0 Comments.

How Leaders Can Navigate Politicized Conversations and Inspire Collaboration

by Kristen Senz

Francesca Gino discusses the psychology of conversation in politicized workplaces and how managers can improve their conversation styles to create high-quality collaboration. Open for comment; 0 Comments.

Is Happiness at Work Really Attainable?

Re: Francesca Gino

Francesca Gino discuss whether Henco Logistics' focus on employee happiness can endure through the Mexican company's rapid growth and leadership transition. Open for comment; 0 Comments.

Starbucks Commits to Raising Awareness of Racial Bias

Re: Francesca Gino & Katherine B. Coffman

After a highly publicized act of racial discrimination by a Starbucks employee the company revised store policies and employee training practices. Francesca Gino and Katherine Coffman discuss unconscious bias in corporate culture. Open for comment; 0 Comments.

Fighting the COVID Blues: Advice from Business Research

by Dina Gerdeman and Danielle Kost

Pandemic uncertainty doesn't have to spell doom. Happiness experts at Harvard Business School offer these research-based strategies for managing stress. Open for comment; 0 Comments.

Are Candor, Humility, and Trust Making a Comeback?

by James Heskett

SUMMING UP: Have core leadership values been declining in recent years? If so, how do we get them back? James Heskett's readers provide answers. Open for comment; 0 Comments.

Fostering Perceptions of Authenticity via Sensitive Self-Disclosure

by Li Jiang, Maryam Kouchaki, Francesca Gino, Reihane Boghrati, and Leslie John

By making sensitive self-disclosures, leaders can enhance how authentic their followers perceive them to be, leading to positive interpersonal outcomes and potentially organizational ones as well. Aside from the obvious costs of disclosing weaknesses, leaders may also reap surprising benefits from doing so.

Can an Organization Have Too Much 'Rebel Talent'?

by James Heskett

SUMMING UP: Staffing your organization with "rebel talent" can produce energy, loyalty, productivity, and creativity. But is there such a thing as too many rebels? asks James Heskett. Readers respond. Open for comment; 0 Comments.

These Aren't Beach Books, but Managers Should Read Them Anyway

by Sean Silverthorne

As you contemplate your summer reading, consider these recent books from Harvard Business School management scholars that can boost your career and improve on-the-ground management skills. Open for comment; 0 Comments.

Stuck in Commuter Hell? You Can Still Be Productive

by Dina Gerdeman

Commuters who listen to music or browse social media might be increasing their chance of a stressful workday. Research by Francesca Gino and colleagues offers better ways to cope with a bad commute. Open for comment; 0 Comments.

Ignore This Advice at Your Own Peril

by Dina Gerdeman

Refusing to act on advice from a respected colleague or mentor can backfire and damage your working relationship, a new study says. Hayley Blunden explains the career implications of seeking counsel from others. Open for comment; 0 Comments.