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    Neeley, TsedalRemove Neeley, Tsedal →

    Page 1 of 21 Results →
    • 12 May 2022
    • Book

    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.

    • 22 Oct 2021
    • Research & Ideas

    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.

    • 14 Oct 2021
    • In Practice

    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.

    • 23 Mar 2021
    • Book

    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.

    • 09 Feb 2021
    • Cold Call Podcast

    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.

    • 06 Oct 2020
    • Sharpening Your Skills

    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.

    • 13 Jul 2020
    • Research & Ideas

    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.

    • 12 May 2020
    • Research & Ideas

    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.

    • 30 Mar 2020
    • Research & Ideas

    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.

    • 16 Nov 2017
    • Cold Call Podcast

    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.

    • 29 Aug 2017
    • Book

    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.

    • 27 Jun 2017
    • First Look

    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.

    • 07 Jul 2016
    • Cold Call Podcast

    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.

    • 10 Feb 2016
    • Sharpening Your Skills

    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.

    • 27 Jul 2015
    • Research & Ideas

    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.

    • 06 Oct 2014
    • Research & Ideas

    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.

    • 20 Jan 2014
    • Research & Ideas

    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.

    • 19 Mar 2012
    • HBS Case

    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.

    • 18 Apr 2011
    • Research & Ideas

    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.

    • 12 Nov 2009
    • Working Paper Summaries

    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.

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