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- All HBS Web (22)
- Faculty Publications (8)
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- All HBS Web (22)
- Faculty Publications (8)
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- October 2017 (Revised October 2020)
- Case
Coaching Makena Lane
By: Ethan Bernstein and Om Lala
Makena Lane has a gift for producing results, even in the challenging retail context of the 2010s, but she also has a knack for “ruffling some feathers” in the process. Recruited to a Fortune 500 grocery and pharmacy retailer after climbing to Associate Principal in... View Details
Keywords: Executive Coaching; Employee Promotions; Career Transition From Consulting To Operating Role; 360-degree Feedback; Retail; Organizational Behavior; Personal Strategy ＆ Style; Mentoring; Coaching; Talent and Talent Management; Growth and Development; Employees; Leadership Style; Leadership Development; Management Style; Performance Evaluation; Personal Development and Career; Retail Industry; Australia; Europe; Canada; South Africa; United States; Asia
Bernstein, Ethan, and Om Lala. "Coaching Makena Lane." Harvard Business School Case 418-031, October 2017. (Revised October 2020.)
- April 2008
- Teaching Note
A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care Products (Brief Case)
Teaching Note for 2177 View Details
Keywords: Organizational Behavior; Leadership, Personal Strategy ＆ Style; Human Resource Management; Career Advancement; Product Management; 360-degree Feedback; Relationship Management; Managing Difficult Interactions; Top Performers; Conflict Management; Leadership; Organizations; Personal Development and Career; Human Resources; Product Marketing
- July – August 2008
- Article
Making Diverse Teams Click
High interpersonal congruence-meaning alignment between team members' self-assessments and their appraisals of one another-improves the performance of diverse teams. And 360-degree feedback can help. View Details
Polzer, Jeffrey T. "Making Diverse Teams Click." HBS Centennial Issue Harvard Business Review 86, nos. 7/8 (July–August 2008): 20–21.
- February 2004 (Revised August 2004)
- Case
National Semiconductor's India Design Center
By: Jeffrey T. Polzer and Elizabeth Kind
The senior managers of the India Design Center used 360-degree feedback to develop their team competencies. Now, three new managers are about to join their management team, and Ashok Kumar, director of the center, must decide how to integrate the new managers in a way... View Details
Polzer, Jeffrey T., and Elizabeth Kind. "National Semiconductor's India Design Center." Harvard Business School Case 404-102, February 2004. (Revised August 2004.)
- September 2011
- Article
Taking Gender into Account: Theory and Design for Women's Leadership Development Programs
By: Robin J. Ely, Herminia Ibarra and Deborah Kolb
We conceptualize leadership development as identity work and show how subtle forms of gender bias in the culture and in organizations interfere with the identity work of women leaders. Based on this insight, we revisit traditional approaches to standard leadership... View Details
Keywords: Programs; Prejudice and Bias; Leadership Development; Identity; Organizational Culture; Gender
Ely, Robin J., Herminia Ibarra, and Deborah Kolb. "Taking Gender into Account: Theory and Design for Women's Leadership Development Programs." Academy of Management Learning & Education 10, no. 3 (September 2011): 474–493. (Winner, Academy of Management Learning and Education, Decade Award, 2021.)
- January 15, 2015
- Article
Surviving in a Family Business When You're Not Part of the Family
By: Josh Baron and Rob Lachenauer
Navigating office politics in a family-owned business can be challenging for non-family executives. Based on experience with various business families worldwide, this article offers strategies for success:
Play in your room: Non-family executives should... View Details
Play in your room: Non-family executives should... View Details
Keywords: Family Business; Family and Family Relationships; Employees; Problems and Challenges; Talent and Talent Management
Baron, Josh, and Rob Lachenauer. "Surviving in a Family Business When You're Not Part of the Family." Harvard Business Review (website) (January 15, 2015).
- June 2013
- Case
Ron Ventura at Mitchell Memorial Hospital
By: Frank V. Cespedes and Heide Abelli
Mitchell Memorial Hospital is a 750-bed regional academic medical center in Ohio. Andy Prescott, Chief of the Cardiovascular Center, is reviewing the performance evaluations of his star vascular surgeon Ron Ventura. The evaluations, the result of a 360-degree... View Details
Keywords: Performance Expectations; Conflict Management; Behavior; Groups and Teams; Organizational Culture; Resignation and Termination; Health Care and Treatment; Performance Evaluation; Health Industry; Ohio
Cespedes, Frank V., and Heide Abelli. "Ron Ventura at Mitchell Memorial Hospital." Harvard Business School Brief Case 913-572, June 2013.
- 14 Feb 2022
- Research & Ideas
Curiosity, Not Coding: 6 Skills Leaders Need in the Digital Age
their actions. They must learn to see their decisions and actions as working hypotheses that they can only validate by collecting feedback on their impact as expeditiously as possible. Leaders will be blindsided if they rely only on their... View Details
- 03 Jul 2013
- What Do You Think?
What Are the Limits of Transparency?
everyone's questions. We inverted the pyramid of the organization and made reverse accountability a reality." That's not all. Nayar makes his own 360-degree feedback open to 50,000 employees, and 3,800... View Details
Keywords: by James Heskett
- 26 Apr 2022
- Book
What Does Your Business Stand For? Why Building Trust Starts with Purpose
founders “had no hierarchy between themselves, committed to consensus-based decision-making and agreed that clear communication should be a core value of their start-up, going as far as to conduct regular 360-degree reviews of one... View Details
Keywords: by Ranjay Gulati
- 18 Jun 2014
- Research & Ideas
Leading Innovation is the Art of Creating ‘Collective Genius’
transparency, adding 360-degree reviews for all employees and 360-degree feedback of his own work—he promised to resign if his own review dropped to a certain level. He set up... View Details
Keywords: by Kim Girard
- 02 Sep 2008
- First Look
First Look: September 3, 2008
congruence. Performance appraisals with 360-degree feedback improves congruence and collaboration, opens communication when feedback is discussed by the team, and provides an... View Details
Keywords: Sean Silverthorne
- 11 Jul 2005
- Research & Ideas
The New International Style of Management
At Dell Beijing, Andy Klump (HBS MBA '03) was excelling at his job—selling computer hardware and services solutions to multinationals—when the company's 360-degree performance-review process underwent a change. As part of the new... View Details
Keywords: by Garry Emmons
- 19 Mar 2006
- Research & Ideas
Do I Dare Say Something?
worked with, many employees suggested that (a) "openness to input from below" should become a key component of each leader's 360-degree performance evaluation and (b) a cut-off score be set for this component, such that those... View Details
Keywords: by Sarah Jane Gilbert
- 06 Dec 2011
- First Look
First Look: Dec. 6
popular developmental tools, such as 360-degree feedback and networking; reinterpret them through the lens of women's experiences in organizations; and revise them in order to meet the particular challenges... View Details
Keywords: Sean Silverthorne