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Blog Profile / Anthony Tjan


URL :http://blogs.hbr.org/tjan/
Filed Under:Business & Finance / Venture Capital
Posts on Regator:32
Posts / Week:0.1
Archived Since:January 21, 2010

Blog Post Archive

The Indispensable Power of Story

Learning to communicate in a way that connects with others.

Becoming a Better Judge of People

Ten questions to help you understand the "why" and "how" behind a person.

Have the Courage to Be Direct

It's time to get past the human tendency to avoid conflict-causing topics.

The Most Important Job Interview Question

You're not just judging them; they're deciding whether to work for you.

The Power of Subtraction

Don't be afraid to cut back on your priorities, your people, and even your customers.

Can Entrepreneurs Be Made?

It takes guts to launch a business, and guts can be learned.

Great Businesses Don't Start With a Plan

You want to start a business. So you need a plan, right? No. Not really. As part of the research for a book I’m co-authoring — Heart, Smarts, Guts, and Luck, due out in August from HBR Press — my colleagues and I interviewed and surveyed...Show More Summary

Don't Send That Email. Pick up the Phone!

Around this time last year, I wrote about how we need to get back to allowing conversation to occur without texting, emailing, browsing, Tweeting, Facebooking, or doing whatever else zeros and ones can do these days on smart phones, iPads, notebooks, etc. Show More Summary

Listen to Your Frontline Employees

A basic prerequisite for business success is to know — really know — your customers. There’s a variety of traditional research methods aimed at better understanding customers: usage analysis, conjoint analysis, cluster analysis, roundtables, panels. Show More Summary

How Leaders Lose Their Luck

While researching our forthcoming book — Heart, Smarts, Guts, and Luck — my co-authors and I made a fascinating discovery: a surprising number of company founders and business-builders attribute much of their success to luck. AlmostShow More Summary

Business Needs More Judo, Less Karate

Consider two hypothetical restaurants: type one and type two. Restaurant type one: Imagine yourself wandering the streets of a new city. You could be on Ocean Drive in South Beach, or Piazza Navona in Rome. You’re thinking about dinner, and you come across a restaurant conveniently located on a busy stretch of street. Show More Summary

Make Time for Time

“Donner du temps au temps,” the late French President François Mitterrand used to say. “Give time for time.” The notion being that you need to make time in order to appreciate the ultimate gift we have been given: time on this earth....Show More Summary

The Challenge of the Average Employee

Most businesses have a normal distribution of talent — a limited number, say top 10 percent, of high potential, rock star performers, a bottom decile of underperformers, and a thick middle of 80 percent of folks who get the day-to-day stuff done. Show More Summary

The Power of Nuance of the Heart

In the wake of his recent retirement, much has been written about Steve Job’s peerless leadership and how he transformed not just his company, Apple, but the way we interact and live with media and technology. However long Apple manages...Show More Summary

It's Time to Fire Some of Your Customers

As we move into volatile times (again), business leaders more than ever need to maniacally focus on the few customers that matter most to them — and spend much less time on the rest. The customer may always be right, but not every customer is right for you. Show More Summary

Keeping Great People with Three Kinds of Mentors

To attract and retain great people, several things need to coalesce. From the extrinsic reward of a salary to the more nuanced (and more important) intrinsic reward of people feeling that they have a meaningful role, it requires thought and a proactive approach to keep talent once you’ve got it. Show More Summary

Learning Optimism with the 24×3 Rule

One of my greatest mentors was the late Jay Chiat of TBWA Chiat Day, an iconoclast in the field of advertising with a constant imagination for possibilities in business and life. Jay embodied the three traits of a “lucky attitude” that I described in my last post: humility, intellectual curiosity, and optimism. Show More Summary

Strategy on One Page

My partner Mats Lederhausen, formerly worldwide head of strategy for McDonald’s, introduced me to “Strategy Trees.” The concept is, like most useful things, deceptively simple. It forces you to get at the heart of what you are trying to achieve. Show More Summary

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