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Why Digital Is a State of Mind, Not Just a Skill Set

by Sean Silverthorne

You don't have to be a machine learning expert to manage a successful digital transformation. In fact, you only need 30 percent fluency in a handful of technical topics, say Tsedal Neeley and Paul Leonardi in their book, The Digital Mindset.

Want Hybrid Work to Succeed? Trust, Don’t Track, Employees

by Michael Blanding

Many companies want employees back at desks, but workers want more flexibility than ever. Tsedal Neeley offers three rules for senior managers trying to forge a new hybrid path. Open for comment; 0 Comments.

Reunited and It Feels (Not) So Good: Tips for Managing a Rocky Return

by Kristen Senz

For many companies, returning to the office has felt like a rollercoaster of worry, excitement, and uncertainty. Members of the Harvard Business School faculty offer advice to help managers restore calm. Open for comment; 0 Comments.

Succeeding in the New Work-from-Anywhere World

by Michael Blanding

Remote work is here to stay. Tsedal Neeley's Remote Work Revolution offers business leaders a blueprint for navigating the virtual workplace. Open for comment; 0 Comments.

Developing Resilience on the Path to Becoming a CEO

Re: Tsedal Neeley

As a Black female CEO, Shellye Archambeau is no stranger to adversity. Now she faces her most critical leadership decision. The software company she leads, MetricStream, is losing customers, hemorrhaging cash, and struggling to make payroll. Harvard Business School professor Tsedal Neeley discusses Archambeau’s leadership style and the importance of developing resilience, particularly when managing through a crisis, in her case, “Shellye Archambeau: Becoming a CEO.” Open for comment; 0 Comments.

18 Tips Managers Can Use to Lead Through COVID's Rising Waters

by Sean Silverthorne

Here are recent ideas for managing through the pandemic on the topics of people management, strategy, marketing, and organizational design. Open for comment; 0 Comments.

Merck CEO Ken Frazier Discusses a COVID Cure, Racism, and Why Leaders Need to Walk the Talk

by Staff

VIDEO: Ken Frazier, one of only four Black CEOs of Fortune 500 companies, speaks with Professor Tsedal Neeley about the search for a coronavirus vaccine, how racism at the workplace holds back America’s progress, and his own upbringing just one generation from slavery. Open for comment; 0 Comments.

It’s Time To Relaunch Your Remote Team

by Tsedal Neeley

Now that we have learned the basics of working from home, managers need to relaunch their teams, advises Tsedal Neeley. Open for comment; 0 Comments.

The New Rules for Remote Work: Pandemic Edition

by Dina Gerdeman

Welcome to the new world of remote work, where employees struggle to learn the rules, managers are unsure how to help them, and organizations get a glimpse into the future. Open for comment; 0 Comments.

Language and Globalization: The Mandate to Speak English at Rakuten

Re: Tsedal Neeley

Japan’s largest online retailer, Rakuten, is rapidly expanding into global markets and requiring all employees, where ever they are located, to conduct business in English. Tsedal Neeley discusses the strong connection between language and globalization. Open for comment; 0 Comments.

Using Language to Build a Global Company

by Sean Silverthorne

In her new book The Language of Global Success, Tsedal Neeley describes Japanese tech giant Rakuten's five-year effort to adopt English as its lingua franca of business. Open for comment; 0 Comments.

First Look at New Research and Ideas, June 27

Sean Silverthorne

Building Hyperloop One ... Leading Coca-Cola in Turkey ... Improving profit in the mobile-money market.

How to Fix a Broken Global Team

Re: Tsedal Neeley

On a Cold Call podcast, professor Tsedal Neeley discusses her recent case study about a manager charged with corralling a hugely diverse, underperforming group and leading it back to success on a global scale. Open for comment; 0 Comments.

Sharpening Your Skills: New Insights into Career Development

Re: Multiple Faculty

When is a job promotion a bad thing? Does networking leave an oily substance on your clothing? From our archives we look at career change in the twenty-first century, where researchers are offering fresh insights into our dynamic workplaces.

The ‘Promotion’ That Makes You Feel Bad

by Roberta Holland

Receiving an unexpected professional status bump doesn't always feel good, especially if it wasn't really earned. Companies need to be aware of potential problems with unearned status gain, and be ready with solutions, says Tsedal Neeley. Open for comment; 0 Comments.

Why Businesses Need a Language Strategy

Re: Tsedal Neeley

Organizations that effectively marry language strategy with their global talent management process gain a leg up on the competition, say Tsedal Neeley and Robert Steven Kaplan. Closed for comment; 0 Comments.

Language Wars Divide Global Companies

by Kim Girard

An increasing number of global firms adopt a primary language for business operations—usually English. The problem: The practice can surface dormant hostilities around culture and geography, reports Tsedal Neeley. Closed for comment; 0 Comments.

HBS Cases: Overcoming the Stress of ‘Englishnization’

by Kim Girard

CEOs of global companies increasingly mandate that their employees learn English. The problem: these workers can experience a loss of status and believe they aren't as effective in their learned language, says Assistant Professor Tsedal Neeley. Closed for comment; 0 Comments.

It’s Not Nagging: Why Persistent, Redundant Communication Works

by Kim Girard

Managers who inundate their teams with the same messages, over and over, via multiple media, need not feel bad about their persistence. In fact, this redundant communication works to get projects completed quickly, according to new research by Harvard Business School professor Tsedal B. Neeley and Northwestern University's Paul M. Leonardi and Elizabeth M. Gerber. Closed for comment; 0 Comments.

Walking Through Jelly: Language Proficiency, Emotions, and Disrupted Collaboration in Global Work

by Tsedal Neeley, Pamela J. Hinds & Catherine Durnell Cramton

As organizations increasingly globalize, individuals are required to collaborate with coworkers across international borders. Many organizations are mandating English as the lingua franca, or common language, regardless of the location of their headquarters, to facilitate collaboration across national and linguistic boundaries. What is the emotional impact of lingua franca adoption on native and nonnative speakers who work closely together and often across national boundaries? This study examines the communication experience for native and nonnative English speakers in an organization that mandates English as the lingua franca for everyday use, and the impact of the lingua franca on collaboration among globally distributed coworkers. HBS professor Tsedal Neeley and coauthors describe in detail how emotions and actions were intertwined and evolved recursively as coworkers attempted to release themselves from unwanted negative emotions and inadvertently acted in ways that transferred negative experiences to their distant coworkers. Their findings have implications for managers who are charged with overseeing internationally distributed projects. Key concepts include: Disparities in English language proficiency were a major challenge for workers in the study. These disparities not only disrupted information sharing, they often triggered a cycle of negative emotional responses that interfered with collaborative relationships on the teams. It is important that workers engage in perspective taking with the goal of understanding the experiences and constraints of their colleagues. Building awareness of the experiences of coworkers with different language backgrounds and proficiencies and empathizing with those experiences can circumvent the negative cycle. Closed for comment; 0 Comments.