The Secrets of Great Teamwork - Harvard Business Review

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The foundation of every great team is a direction that energizes, orients, and engages its members. Teams cannot be inspired if they don't know what they're ... Youhave1freearticlesleftthismonth. Youarereadingyourlastfreearticleforthismonth. Subscribeforunlimitedaccess. Createanaccounttoread2more. Collaborationandteams TheSecretsofGreatTeamwork Collaborationhasbecomemorecomplex,butsuccessstilldependsonthefundamentals. by MartineHaas and MarkMortensen by MartineHaas and MarkMortensen FromtheMagazine(June2016) ·Longread Artwork:JeffPerrott,RW13(FairGame),2010,oiloncanvas,MuseumofFineArts,Boston  Summary.    Overtheyears,asteamshavegrownmorediverse,dispersed,digital,anddynamic,collaborationhasbecomemorecomplex.Butthoughteamsfacenewchallenges,theirsuccessstilldependsonacoresetoffundamentals.AsJ.RichardHackman,whobeganresearchingteamsinthe1970s,discovered,whatmattersmostisn’tthepersonalitiesorbehavioroftheteammembers;it’swhetherateamhasacompellingdirection,astrongstructure,andasupportivecontext.Intheirownresearch,HaasandMortensenhavefoundthatteamsneedthosethree“enablingconditions”nowmorethanever.Buttheirworkalsorevealedthattoday’steamsareespeciallypronetotwocorrosiveproblems:“usversusthem”thinkingandincompleteinformation.Overcomingthosepitfallsrequiresanewenablingcondition:asharedmindset. Thisarticledetailswhatteamleadersshoulddotoestablishthefourfoundationsforsuccess.Forinstance,topromoteasharedmindset,leadersshouldfosteracommonidentityandcommonunderstandingamongteammembers,withtechniquessuchas“structuredunstructuredtime.”Theauthorsalsodescribehowtoevaluateateam’seffectiveness,providinganassessmentleaderscantaketoseewhat’sworkingandwherethere’sroomforimprovement. Tweet Post Share Save GetPDF BuyCopies Print IdeainBrief TheProblem Teamsaremorediverse,dispersed,digital,anddynamicthaneverbefore.Thesequalitiesmakecollaborationespeciallychallenging. TheAnalysis Mixingnewinsightswithafocusonthefundamentalsofteameffectivenessidentifiedbyorganizational-behaviorpioneerJ.RichardHackman,managersshouldworktoestablishtheconditionsthatwillenableteamstothrive. TheSolution Therightconditionsare acompellingdirection astrongstructure asupportivecontext,and asharedmindset Weaknessesintheseareasmaketeamsvulnerabletoproblems. Today’steamsaredifferentfromtheteamsofthepast:They’refarmorediverse,dispersed,digital,anddynamic(withfrequentchangesinmembership).Butwhileteamsfacenewhurdles,theirsuccessstillhingesonacoresetoffundamentalsforgroupcollaboration. ThebasicsofteameffectivenesswereidentifiedbyJ.RichardHackman,apioneerinthefieldoforganizationalbehaviorwhobeganstudyingteamsinthe1970s.Inmorethan40yearsofresearch,heuncoveredagroundbreakinginsight:Whatmattersmosttocollaborationisnotthepersonalities,attitudes,orbehavioralstylesofteammembers.Instead,whatteamsneedtothrivearecertain“enablingconditions.”Inourownstudies,we’vefoundthatthreeofHackman’sconditions—acompellingdirection,astrongstructure,andasupportivecontext—continuetobeparticularlycriticaltoteamsuccess.Infact,todaythosethreerequirementsdemandmoreattentionthanever.Butwe’vealsoseenthatmodernteamsarevulnerabletotwocorrosiveproblems—“usversusthem”thinkingandincompleteinformation.Overcomingthosepitfallsrequiresafourthcriticalcondition:asharedmindset. AbouttheResearch Overthepast15years,we’vestudiedteamsandgroupsinavarietyofcontemporarysettings.We’veconductedninelargeresearchprojectsinglobalorganizations,undertakingmorethan300interviewsand4,200surveyswithteamleadersandmanagers.Theteamsinvolvedworkedonprojectsinproductdevelopment,sales,operations,finance,R&D,seniormanagement,andmore,inawiderangeofindustries,includingsoftware,professionalservices,manufacturing,naturalresources,andconsumerproducts.Inaddition,wehaveconductedexecutiveeducationsessionsonteameffectivenessforthousandsofteamleadersandmembers;theirstoriesandexperienceshavealsoshapedourthinking. Thekeytakeawayforleadersisthis:Thoughteamsfaceanincreasinglycomplicatedsetofchallenges,arelativelysmallnumberoffactorshaveanoutsizedimpactontheirsuccess.Managerscanachievebigreturnsiftheyunderstandwhatthosefactorsareandfocusongettingthemright. TheEnablingConditions Let’sexploreingreaterdetailhowtocreateaclimatethathelpsdiverse,dispersed,digital,dynamicteams—whatweliketocall4-Dteams—attainhighperformance. Compellingdirection. Thefoundationofeverygreatteamisadirectionthatenergizes,orients,andengagesitsmembers.Teamscannotbeinspirediftheydon’tknowwhatthey’reworkingtowardanddon’thaveexplicitgoals.Thosegoalsshouldbechallenging(modestonesdon’tmotivate)butnotsodifficultthattheteambecomesdispirited.Theyalsomustbeconsequential:Peoplehavetocareaboutachievingagoal,whetherbecausetheystandtogainextrinsicrewards,likerecognition,pay,andpromotions;orintrinsicrewards,suchassatisfactionandasenseofmeaning. On4-Dteams,directionisespeciallycrucialbecauseit’seasyforfar-flungmembersfromdissimilarbackgroundstoholddifferentviewsofthegroup’spurpose.Consideroneglobalteamwestudied.Allthemembersagreedthatservingtheirclientwastheirgoal,butwhatthatmeantvariedacrosslocations.MembersinNorwayequateditwithprovidingaproductoftheabsolutehighestquality—nomatterwhatthecost.TheircolleaguesintheUK,however,feltthatiftheclientneededasolutionthatwasonly75%accurate,thelessprecisesolutionwouldbetterservethatclient.Solvingthistensionrequiredafrankdiscussiontoreachconsensusonhowtheteamasawholedefineditsobjectives. Strongstructure. Teamsalsoneedtherightmixandnumberofmembers,optimallydesignedtasksandprocesses,andnormsthatdiscouragedestructivebehaviorandpromotepositivedynamics. High-performingteamsincludememberswithabalanceofskills.Everyindividualdoesn’thavetopossesssuperlativetechnicalandsocialskills,buttheteamoverallneedsahealthydoseofboth.Diversityinknowledge,views,andperspectives,aswellasinage,gender,andrace,canhelpteamsbemorecreativeandavoidgroupthink. Teammembersfromdiversebackgroundsofteninterpretagroup’sgoalsdifferently. Thisisoneareawhere4-Dteamsoftenhaveanadvantage.InresearchweconductedattheWorldBank,wefoundthatteamsbenefitedfromhavingablendofcosmopolitanandlocalmembers—thatis,peoplewhohavelivedinmultiplecountriesandspeakmultiplelanguages,andpeoplewithdeeprootsintheareathey’reworkingin.Cosmopolitanmembersbringtechnicalknowledgeandskillsandexpertisethatapplyinmanysituations,whilelocalsbringcountryknowledgeandinsightintoanarea’spolitics,culture,andtastes.Inoneofthebank’steams,thiscombinationprovedcriticaltothesuccessofaprojectupgradinganurbansluminWestAfrica.Alocalmemberpointedoutthatamicrocreditschememightbenecessarytohelpresidentspayforthenewwaterandsanitationservicesplannedbytheteam,whileacosmopolitanmembersharedvaluableinformationaboutproblemsfacedintryingtoimplementsuchprogramsinothercountries.Takingbothperspectivesintoaccount,theteamcameupwithamoresustainabledesignforitsproject. Addingmembersisofcourseonewaytoensurethatateamhastherequisiteskillsanddiversity,butincreasedsizecomeswithcosts.Largerteamsaremorevulnerabletopoorcommunication,fragmentation,andfreeriding(duetoalackofaccountability).Intheexecutivesessionswelead,wefrequentlyhearmanagerslamentthatteamsbecomebloatedasglobalexpertsarepulledinandmoremembersarerecruitedtoincreasebuy-infromdifferentlocations,divisions,orfunctions.Teamleadersmustbevigilantaboutaddingmembersonlywhennecessary.Theaimshouldbetoincludetheminimumnumber—andnomore.Onemanagertoldusthatanytimeshereceivesarequesttoaddateammember,sheaskswhatuniquevaluethatpersonwillbringtothegroupand,incaseswheretheteamisalreadyatcapacity,whichcurrentmemberwillbereleased. Teamassignmentsshouldbedesignedwithequalcare.Noteverytaskhastobehighlycreativeorinspiring;manyrequireacertainamountofdrudgery.Butleaderscanmakeanytaskmoremotivatingbyensuringthattheteamisresponsibleforasignificantpieceofworkfrombeginningtoend,thattheteammembershavealotofautonomyinmanagingthatwork,andthattheteamreceivesperformancefeedbackonit. With4-Dteams,peopleindifferentlocationsoftenhandledifferentcomponentsofatask,whichraiseschallenges.ConsiderasoftwaredesignteambasedinSantaClara,California,thatsendschunksofcodetoitscounterpartsinBangalore,India,toreviseovernight.Such24/7developmentiscommonasfirmsseektousetimezonedifferencestotheiradvantage.Butinonesuchteamwespokewith,thatdivisionoflaborwasdemotivating,becauseitlefttheIndianteammemberswithapoorsenseofhowthepiecesofcodefittogetherandwithlittlecontroloverwhattheydidandhow.Moreover,thedevelopersinBangaloregotfeedbackonlywhenwhattheysentbackdidn’tfit.Repartitioningtheworktogivethemownershipoveranentiremoduledramaticallyincreasedtheirmotivationandengagementandimprovedthequality,quantity,andefficiencyoftheirwork. Destructivedynamicscanalsounderminecollaborativeefforts.We’veallseenteammemberswithholdinformation,pressurepeopletoconform,avoidresponsibility,castblame,andsoon.Teamscanreducethepotentialfordysfunctionbyestablishingclearnorms—rulesthatspelloutasmallnumberofthingsmembersmustalwaysdo(suchasarriveatmeetingsontimeandgiveeveryoneaturntospeak)andasmallnumbertheymustneverdo(suchasinterrupt).Instillingsuchnormsisespeciallyimportantwhenteammembersoperateacrossdifferentnational,regional,ororganizationalcultures(andmaynotsharethesameviewof,forexample,theimportanceofpunctuality).Andinteamswhosemembershipisfluid,explicitlyreiteratingnormsatregularintervalsiskey. Supportivecontext. Havingtherightsupportisthethirdconditionthatenablesteameffectiveness.Thisincludesmaintainingarewardsystemthatreinforcesgoodperformance,aninformationsystemthatprovidesaccesstothedataneededforthework,andaneducationalsystemthatofferstraining,andlast—butnotleast—securingthematerialresourcesrequiredtodothejob,suchasfundingandtechnologicalassistance.Whilenoteamevergetseverythingitwants,leaderscanheadoffalotofproblemsbytakingthetimetogettheessentialpiecesinplacefromthestart. Ensuringasupportivecontextisoftendifficultforteamsthataregeographicallydistributedanddigitallydependent,becausetheresourcesavailabletomembersmayvaryalot.ConsidertheexperienceofJim,wholedanewproduct-developmentteamatGeneralMillsthatfocusedonconsumergoodsfortheMexicanmarket.WhileJimwasbasedintheUnitedStates,inMinnesota,somemembersofhisteamwerepartofawhollyownedsubsidiaryinMexico.Theteamstruggledtomeetitsdeadlines,whichcausedfriction.ButwhenJimhadtheopportunitytovisithisMexicanteammembers,herealizedhowpoortheirITwasandhowstrappedtheywereforbothcapitalandpeople—particularlyincomparisonwiththeheadquartersstaff.InthatonevisitJim’sfrustrationturnedtoadmirationforhowmuchhisMexicancolleagueswereabletoaccomplishwithsolittle,andherealizedthattheproblemshe’dassumedwereduetoaclashbetweencultureswereactuallytheresultofdifferencesinresources. Sharedmindset. Establishingthefirstthreeenablingconditionswillpavethewayforteamsuccess,asHackmanandhiscolleaguesshowed.Butourresearchindicatesthattoday’steamsneedsomethingmore.Distanceanddiversity,aswellasdigitalcommunicationandchangingmembership,makethemespeciallypronetotheproblemsof“usversusthem”thinkingandincompleteinformation.Thesolutiontobothisdevelopingasharedmindsetamongteammembers—somethingteamleaderscandobyfosteringacommonidentityandcommonunderstanding. Inthepastteamstypicallyconsistedofastablesetoffairlyhomogeneousmemberswhoworkedface-to-faceandtendedtohaveasimilarmindset.Butthat’snolongerthecase,andteamsnowoftenperceivethemselvesnotasonecohesivegroupbutasseveralsmallersubgroups.Thisisanaturalhumanresponse:Ourbrainsusecognitiveshortcutstomakesenseofourincreasinglycomplicatedworld,andonewaytodealwiththecomplexityofa4-Dteamistolumppeopleintocategories.Butwealsoareinclinedtoviewourownsubgroup—whetherit’sourfunction,ourunit,ourregion,orourculture—morepositivelythanothers,andthathabitoftencreatestensionandhinderscollaboration. Theteam’sproblemswereduetodifferencesinresources,nottoaculturalclash. ThiswasthechallengefacingAlec,themanagerofanengineeringteamatITTtaskedwithprovidingsoftwaresolutionsforhigh-endradiocommunications.HisteamwassplitbetweenTexasandNewJersey,andthetwogroupsviewedeachotherwithskepticismandapprehension.Differingtimezones,regionalcultures,andevenaccentsallreinforcedtheirdissimilarities,andAlecstruggledtokeepallmembersuptospeedonstrategies,priorities,androles.Thesituationgotsobadthatduringateamvisittoacustomer,membersfromthetwoofficesevenoptedtostayinseparatehotels.Inanefforttounitetheteam,Alectookeveryoneouttodinner,onlytofindthetwogroupssittingatoppositeendsofthetable. Incompleteinformationislikewisemoreprevalentin4-Dteams.Veryoften,certainteammembershaveimportantinformationthatothersdonot,becausetheyareexpertsinspecializedareasorbecausemembersaregeographicallydispersed,new,orboth.Thatinformationwon’tprovidemuchvalueifitisn’tcommunicatedtotherestoftheteam.Afterall,sharedknowledgeisthecornerstoneofeffectivecollaboration;itgivesagroupaframeofreference,allowsthegrouptointerpretsituationsanddecisionscorrectly,helpspeopleunderstandoneanotherbetter,andgreatlyincreasesefficiency. Digitaldependenceoftenimpedesinformationexchange,however.Inface-to-faceteams,participantscanrelyonnonverbalandcontextualcuestoprovideinsightintowhat’sgoingon.Whenwewalkintoanin-personmeeting,forexample,wecanimmediatelysensetheindividualandcollectivemoodsofthepeopleintheroom—informationthatweuse(consciouslyornot)totailorsubsequentinteractions.Havingtorelyondigitalcommunicationerodesthetransmissionofthiscrucialtypeofintelligence. SomeeffectsofincompleteinformationcametolightduringarecentexecutiveeducationsessionatTakedaPharmaceuticalsinJapan.Theaudiencewassplitroughly50/50betweenemployeesbasedinJapanandthosebasedintheUnitedStates.OneoftheU.S.managerstooktheopportunitytoaskaboutsomethingthathadpuzzledhim.Takeda’s“sharethepain”strategyfordealingwithtimezonedifferencesalternatedtheschedulingofconferencecallsbetweenlatenightsinAmericaandlatenightsinAsia,andhewonderedwhyhisJapanesecolleaguesseemedtotaketheirlate-nightcallsintheoffice,whileheandhisU.S.colleaguesalwaystookthemathome.HisJapanesecolleagues’responsesrevealedavarietyofmotivationsforthischoice—desireforwork/lifeseparation,aneedtorunlanguagequestionsbycoworkers,andthelackofhomeofficespaceinatypicalOsakaapartment.Buttheresultwasthesame:ThoughTakedaexecutiveshadintendedto“sharethepain,”theyhadnot.TheAmericanslefttheofficeatanormalhour,haddinnerwiththeirfamilies,andheldcallsinthecomfortoftheirhomes,whiletheirJapanesecolleaguesstayedintheoffice,missedtimewiththeirfamilies,andhopedcallsendedbeforethelasttrainhome.Inthiscase,however,theincompleteinformationwasn’taboutthetask;itwasaboutsomethingequallycritical:howtheJapanesemembersoftheteamexperiencedtheirworkandtheirrelationshipswithdistantteammembers. Fortunately,therearemanywaysteamleaderscanactivelyfosterasharedidentityandsharedunderstandingandbreakdownthebarrierstocooperationandinformationexchange.Onepowerfulapproachistoensurethateachsubgroupfeelsvaluedforitscontributionstowardtheteam’soverallgoals. ReturningtoAlec,themanageroftheteamwhosesubgroupsbookedseparatehotels:WhilehisdinnerstartedwiththeTexascolleaguesatoneendofthetableandtheNewJerseycolleaguesattheother,byitsclosesignshademergedthattheteamwaschippingawayatitsinternalwall.Overthefollowingweeks,Alecstressedtheimportantrolesmembersfromthetwoofficesplayedinachievingtheteam’sexcitingandengaginggoal—designingnewsoftwareforremotelymonitoringhardware.Heemphasizedthatbothsubteamscontributednecessaryskillsandpointedoutthattheydependedoneachotherforsuccess.Tobuildmorebridges,hebroughtthewholeteamtogetherseveralmoretimesoverthenextfewmonths,creatingsharedexperiencesandcommonreferencepointsandstories.Becauseofhispersistentefforts,teammembersstartedtoviewtheteamnotas“usandthem”butas“we.” Youcanprimeteamsforsuccessbyfocusingonthefourfundamentals. Manyparticipantsinourfieldresearchandexecutiveeducationsessionspromotesharedunderstandingthroughapracticecalled“structuredunstructuredtime”—thatis,timeblockedoffinthescheduletotalkaboutmattersnotdirectlyrelatedtothetaskathand.Oftenthisisdonebyreservingthefirst10minutesofteamwidemeetingsforopendiscussion.Theideaistoprovideanopportunityformemberstoconverseaboutwhateveraspectsofworkordailylifetheychoose,suchasofficepoliticsorfamilyorpersonalevents.Thishelpspeopledevelopamorecompletepictureofdistantcolleagues,theirwork,andtheirenvironment.However,teamleadersmustmakethediscussion’spurposeandnormsclearorelseface10minutesofawkwardnessaseveryonewaitsforsomeonetospeak. Oneteamwecameacrosshadarelatedtactic:Itsmembersinitially“met”overdesktopvideoandgaveoneanothervirtualtoursoftheirworkspaces.Bysimplypanningthecameraaroundtheroom,theywereabletoshowtheirremotecolleaguestheirworkenvironment—includingthingsthatwerelikelytodistractordisruptthem,suchascloselyseatedcoworkersinanopen-planspaceoranearbyphotocopier.Afterthetourstheteammembersfoundthattheywerebetterabletointerpretandunderstanddistantcolleagues’attitudesandbehaviors. EvaluatingYourTeam Togetherthefourenablingconditionsformarecipeforbuildinganeffectiveteamfromscratch.Butevenifyouinheritanexistingteam,youcansetthestageforitssuccessbyfocusingonthefourfundamentals. Howwillyouknowifyoureffortsareworking?Hackmanproposedevaluatingteameffectivenessonthreecriteria:output,collaborativeability,andmembers’individualdevelopment.Wehavefoundthatthesecriteriaapplyaswellaseverandadvisethatleadersusethemtocalibratetheirteamsovertime.Theidealapproachcombinesregularlight-touchmonitoringforpreventivemaintenanceandlessfrequentbutdeepercheckswhenproblemsarise. Forongoingmonitoring,werecommendasimpleandquicktemperaturecheck:Everyfewmonths,rateyourteamoneachofthefourenablingconditionsandalsoonthethreecriteriaofteameffectiveness. Lookinparticularatthelowest-scoredconditionandlowest-scoredeffectivenesscriteria,andconsiderhowthey’reconnected.Theresultswillshowwhereyourteamisontrackaswellaswhereproblemsmaybebrewing. DoesYourTeamMeasureUp? Toseehowyourteamisdoing,evaluateitonthethreeclassiccriteriaofteameffectiveness.Thenlookathowwellitmeetsthefourconditionsthatdrivethesuccessofteamsinadiverse,dispersed,digital,dynamicbusiness.Underperformanceonthecriteriaandweaknessesintheconditionsareusuallylinked.Understandingtheconnectionsbetweenthemcanhelpyourteamidentifywaystoimprove. Onascaleof1(worst)to5(best),rateyourteamonthesecriteria: Output Areourcustomershappywithouroutput—withitsquality,quantity,anddelivery? CollaborativeAbility Doourteam’sdynamicshelpusworkwelltogether? IndividualDevelopment Areindividualteammembersimprovingtheirknowledge,skills,andabilities? Thenscoreyourteamonthefollowingaspectsoftheconditionsforeffectiveness: CompellingDirection Dowehaveacommongoalthatisclear,challenging(butnotimpossible),andconsequential? StrongStructure Dowehavetherightnumberandmixofmembers? Arepeopleresponsiblefortasksfrombeginningtoend? Dowehaveclearnormsforacceptableconduct? SupportiveContext Dowehavetheresources,information,andtrainingweneed? Arethereappropriaterewardsforsuccess? SharedMindset Dotheteammembershaveastrongcommonidentity? Dowereadilyshareinformationwithoneanotherandunderstandoneanother’sconstraintsandcontext? Thisassessmentdrawsontheseminalresearchoftheorganizational-behaviorexpertJ.RichardHackman.YoucanfindmoreofhisinsightsinLeadingTeams:SettingtheStageforGreatPerformance(HarvardBusinessSchoolPublishing,2002). Ifyouneedadeeperdiagnosis—perhapsinthefaceofpoorperformanceoracrisis—blockoutanhourormoretoconductaninterventionassessment.Carefullyexaminethelinksbetweenthelowest-ratedconditionsandteameffectivenesscriteria;managerswhodothisusuallydiscoverclearrelationshipsbetweenthem,whichsuggestapathforward. Youcanconductboththequickcheckandthedeeperinterventiononyourownorassessoverallalignmentbyhavingallteammembersassignratingsseparately.Forateam-basedcheck,youshouldcompareresultsacrossthegroup.Forateam-basedintervention,youcanincreasetheimpactbyholdingafull-scaleworkshop,whereallthemembersgettogethertodiscussandcompareresults.Notonlydoesthisgiveyoumore-completedata—shiningalightonpotentialblindspots—butitalsorevealsdifferencesamongviewpointsandopensupareasfordiscussion.Wehavefoundthatitisfrequentlythroughtheprocessofcomparingassessments—aleader’swiththeteam’s,andtheteammembers’withtheirpeers’—thatthedeepestinsightsarise. Teamworkhasneverbeeneasy—butinrecentyearsithasbecomemuchmorecomplex.Andthetrendsthatmakeitmoredifficultseemlikelytocontinue,asteamsbecomeincreasinglyglobal,virtual,andproject-driven.Takingasystematicapproachtoanalyzinghowwellyourteamissetuptosucceed—andidentifyingwhereimprovementsareneeded—canmakeallthedifference. AversionofthisarticleappearedintheJune2016issue(pp.70–76)ofHarvardBusinessReview. ReadmoreonCollaborationandteams orrelatedtopics Leadingteams, Diversityandinclusion andOrganizationalculture ForHBRSubscribers MustReadsonLeadingTeams HBR’sdefinitivearticlesonmanagingteamswillhelpyouunderstandhowteamshavecometotheforeinorganizationstoday—andhowbesttoleadthem. ShowReadingList ShowReadingList MartineHaasistheLauderChairProfessorofManagementattheWhartonSchoolandDirectoroftheLauderInstituteforManagement&InternationalStudiesattheUniversityofPennsylvania.Herresearchfocusesoncollaborationandteamworkinglobalorganizations. MarkMortensenisanassociateprofessorofOrganizationalBehaviouratINSEAD.Heresearches,teaches,andconsultsonissuesofcollaboration,organizationaldesignandnewwaysofworking,andleadership. Tweet Post Share Save GetPDF BuyCopies Print ReadmoreonCollaborationandteams orrelatedtopics Leadingteams, Diversityandinclusion andOrganizationalculture Wanttoseetheotherarticlesinthislist? 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