http://blog.aquire.com/2009/12/09/the-career-pyramid-a-great-monument-to-planning/
http://www.fastcompany.com/blog/lindsey-pollak/next-generation-career-advice/are-you-building-your-career-pyramid

On 8/31/2010 9:04 AM, Harvard Business Review wrote:

Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   AUTHORS   |   STORE RSS   |   Mobile AUGUST 31, 2010 Don't Look Down on Lateral Moves Many career advisors will tell you: if you're going to make a move within your company, make sure it's up. But before you swear off lateral moves, consider that they can be useful career builders as they broaden your skills and areas of expertise. In fact, some companies require their high-potentials to make several switches between functional tracks and general management before receiving a promotion. Next time you want to make a move, don't be distracted by a better title. Focus on your long-term career goals and consider the skills you need to get there. A lateral move may be the résumé enhancer you need. Today's Management Tip was adapted from "Job-Hopping to the Top and Other Career Fallacies" by Monika Hamori. Read the article and join the discussion » Share Today's Tip: RELATED PRODUCT Your Next Move: The Leader's Guide to Navigating Major Career Transitions Harvard Business Review Press Book Destined to be a career transitions classic, Your Next Move is the go-to book for those thinking about a professional change or in the midst of one. From the author of the best-selling The First 90 Days, this book guides you through common leadership transitions, including promotions, starting with a new company, or making an international move — helping you traverse the hurdles associated with each. Follow the Tip: PREVIOUS TIPS 3 Ways to Handle a Mentor Gone Bad Get Started in Social Media by Establishing Relevance 4 Steps to Generating Your Next Breakthrough 3 Ways to Empower Your Employees Schedule Time for Second Guessing 3 Steps to Recover from a Mistake 3 Steps to Get No for an Answer Stop Bringing Down Your Team Get to Know Your Boss's Boss 3 Tips for Asking for a Raise BEST SELLERS Guide to Persuasive Presentations HBR's 10 Must Reads: The Essentials Financial Intelligence Collection HBR's 10 Must Reads on Managing Yourself Guide to Better Business Writing Job Seekers, Take Note Whether you've been laid off or are considering a job change, HBR's Guide to Getting a Job will help ensure that your next move is the right one. Only $19.95. Buy now » Was this email forwarded to you? If so, sign up to start receiving your own copy. ABOUT THIS MAILING LIST You have received this message because you subscribed to the "Management Tip of the Day" email newsletter from Harvard Business Review. If at any point you wish to remove yourself from this list, change your email address, or sign up for other email newsletters and alerts, please visit the Harvard Business Review Email Newsletter Preference Center. ADVERTISE WITH HBR This enewsletter is read by thousands of decision makers every day. Learn more about connecting your brand with this audience. Copyright © 2010 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)

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On 8/27/2010 3:07 PM, Harvard Business Review wrote:

Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   AUTHORS   |   STORE RSS   |   Mobile AUGUST 27, 2010 One-Third of Women View Adult Sites 34% of women worldwide view adult web sites, more than view sites devoted to health (23%), clothing (21%), or family and parenting (20%), according to comScore research that looked at people's internet visits over a one-month period. As for men: 46% viewed adult sites, and 17%, 15%, and 14%, respectively, visited health, clothing, and family-parenting sites at least once during the study period. Source: comScore Share Today's Stat: RELATED PRODUCT Reasons for Being Bad: Why Leaders and Followers Behave Badly Harvard Business Review Press Chapter Leaders have reasons for behaving badly, from the influence of others to being unwilling to control their desire for more. But why do people follow them? Follow the Stat: BEST SELLERS Guide to Persuasive Presentations HBR's 10 Must Reads: The Essentials Financial Intelligence Collection HBR's 10 Must Reads on Managing Yourself Guide to Better Business Writing PREVIOUS STATS Planned Retirement Age Keeps Rising Dieters Are More Influenced by Obese Servers Why Hackers Love 8-Character Passwords Providing Better Value in Electric Cars Tupperware Takes Off in Emerging Markets Caregivers Fight Employers on Discrimination Lithe Shape Leads to Higher Wage for Grads A Racial Gap Grows Between First and Third Base Africa's Biggest Opportunity: Consumers Gays Outdo Straights in Online Involvement Job Seekers, Take Note Whether you've been laid off or are considering a job change, HBR's Guide to Getting a Job will help ensure that your next move is the right one. Only $19.95. Buy now » ABOUT THIS MAILING LIST You have received this message because you subscribed to the "The Daily Stat" email newsletter from Harvard Business Review. If at any point you wish to remove yourself from this list, change your email address, or sign up for other email newsletters and alerts, please visit the Harvard Business Review Email Newsletter Preference Center. ADVERTISE WITH HBR This enewsletter is read by thousands of decision makers every day. Learn more about connecting your brand with this audience. Copyright © 2010 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)

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On 8/24/2010 3:06 PM, Harvard Business Review wrote:

Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   AUTHORS   |   STORE RSS   |   Mobile AUGUST 24, 2010 Why Hackers Love 8-Character Passwords With processors getting speedier and password-hacking software freely available on the web, the 8-letter password may soon be obsolete. Georgia Tech researchers used graphics cards to crack 8-character passwords in two hours; divining 12-character passwords, by contrast, would have taken more than 17,000 years. The researchers say any password shorter than a dozen characters could soon be vulnerable. Source: CNN Tech Share Today's Stat: RELATED PRODUCT Cracking the Code of Change Harvard Business Review Article Today's fast-paced economy demands that businesses change or die. But few companies manage corporate transformations as well as they would like. The brutal fact is that about 70% of all change initiatives fail. Follow the Stat: BEST SELLERS Guide to Persuasive Presentations HBR's 10 Must Reads: The Essentials Financial Intelligence Collection HBR's 10 Must Reads on Managing Yourself Guide to Better Business Writing PREVIOUS STATS Providing Better Value in Electric Cars Tupperware Takes Off in Emerging Markets Caregivers Fight Employers on Discrimination Lithe Shape Leads to Higher Wage for Grads A Racial Gap Grows Between First and Third Base Africa's Biggest Opportunity: Consumers Gays Outdo Straights in Online Involvement A Quarter of U.S. Households Are Cell-Only Ex-Jocks Donate More After a Big College Win RFID Tags, Now in Your Underwear Was this email forwarded to you? If so, sign up to start receiving your own copy. ABOUT THIS MAILING LIST You have received this message because you subscribed to the "The Daily Stat" email newsletter from Harvard Business Review. If at any point you wish to remove yourself from this list, change your email address, or sign up for other email newsletters and alerts, please visit the Harvard Business Review Email Newsletter Preference Center. ADVERTISE WITH HBR This enewsletter is read by thousands of decision makers every day. Learn more about connecting your brand with this audience. Copyright © 2010 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)

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I can attest that it is uncomfortable doing office work while it's cold. On the other hand, the office management then gotta do some calculations; reducing overhead (heating) or increasing efficiencies by more overhead (heating) so we can fire one worker who is one too much after we achieved higher productivity ($2 per worker/hr).

Does it add up for your office?

Harvard Business Review wrote:

Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   AUTHORS   |   STORE RSS   |   Mobile JULY 15, 2010 Chilly Offices Limit Productivity Raising the temperature of an insurance company's offices from 68 degrees to 77 degrees Fahrenheit (20 to 25 C) reduced typing errors by 44% and boosted typing output by 150%, according to a monthlong study by Alan Hedge of Cornell. The higher, more comfortable temperature resulted in a savings for the employer of about $2 per worker per hour, Hedge says. Source: Cornell Chronicle Share Today's Stat: Follow the Stat: BEST SELLERS Guide to Persuasive Presentations HBR's 10 Must Reads: The Essentials Financial Intelligence Collection HBR's 10 Must Reads on Managing Yourself Guide to Better Business Writing PREVIOUS STATS More Consumers Labeled as High Credit Risks The Slim Wages of U.S. Pro Soccer Eurozone Execs Report Slow Recovery Economics Degree Is Best Route to CEO Job Wal-Mart Goes All Out to Battle $7,000 Fine World Cup Ball Gives Adidas Top "Share of Buzz" More Dads Become Primary Caregivers Whistle-Blowers' Impact Depends on the Press Don't Sit Up Straight Only 82% of U.S. Women Give Birth Job Seekers, Take Note Whether you've been laid off or are considering a job change, HBR's Guide to Getting a Job will help ensure that your next move is the right one. Only $19.95. Buy now » Copyright © 2010 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)

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Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   AUTHORS   |   STORE RSS   |   Mobile JULY 15, 2010 2 Steps to Changing Your Bad Habits We all have bad work habits — checking email during meetings, insisting on being right, multitasking to the point of accomplishing nothing. Changing these behaviors is difficult. Even if you can go a few days on good behavior, it's likely the bad habits will return. Here are two steps to achieving long-term behavior change and getting rid of bad habits for good: Create useful fear. You know that bad habits are bad, but do you truly understand their impact on others and your career? Picture what your review will say if you continually show disrespect for others during meetings. Imagine that you may be left out of important future meetings. The fear will help you stop. Find the reward. Stopping the behavior is the first step. Now you need to find a reason to not let it return. Enjoy the pleasure of being fully present in a meeting. Discover how much more you can contribute and how much more you are appreciated. This reward will help you sustain the change. Today's Management Tip was adapted from "A Two-Step Plan for Changing Your Bad Habits" by Peter Bregman. Read the full blog post and join the discussion » Share Today's Tip: RELATED PRODUCT Three Habits That Hold Leaders Back — and How to Overcome Them Harvard Management Update Article Are you as successful a leader as you can be? In this article, Marshall Goldsmith discusses three ways that leaders limit their effectiveness — and provides examples of how to move beyond the bad habits that keep you from your best leadership ability. Follow the Tip: PREVIOUS TIPS 3 Tips for Strengthening Your Big-Picture Skills 4 Things Your Employees Need From You Know the 3 Ingredients of Important Conversations 3 Tips for Defending without Being Defensive Get Yourself a "Bitsmith" Remove the Mental Barriers to Career Success Don't Let a Tight Budget Stop Your Professional Development 3 Ways to Handle Disruptions 2 Tips for Managing a Multigenerational Team 3 Tips for Acing an Interview BEST SELLERS Guide to Persuasive Presentations HBR's 10 Must Reads: The Essentials Financial Intelligence Collection HBR's 10 Must Reads on Managing Yourself Guide to Better Business Writing Job Seekers, Take Note Whether you've been laid off or are considering a job change, HBR's Guide to Getting a Job will help ensure that your next move is the right one. Only $19.95. Buy now » Copyright © 2010 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)

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Harvard Business Review wrote:

Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   AUTHORS   |   STORE RSS   |   Mobile JULY 7, 2010 Remove the Mental Barriers to Career Success If you have your sights set on the top job at your company, it's likely there are organizational barriers standing in your way. This may be especially true if you are a woman. However, the mental barriers holding you back may be just as strong, if not stronger. To get what you want, you need to ask for it, and in some cases, push for it. Never assume that you are going to be treated fairly or justly rewarded. It's up to you to define what you want and present the case for why the company should give it to you. Organizational bias is real, but don't let your own timidity or fear of self-promotion make you lose out on what you deserve. Today's Management Tip was adapted from "Overcoming the Mental Barriers to Equal Pay" by Mary Davis Holt. Read the full blog post and join the discussion » Share Today's Tip: RELATED PRODUCT Why You Didn't Get That Promotion Harvard Business Review Article Promotions are governed by unwritten rules. If you don't know what they are, you'll be left to your own devices interpreting vague feedback and finding a way to achieve your career goals. ADVERTISEMENT Follow the Tip: PREVIOUS TIPS Don't Let a Tight Budget Stop Your Professional Development 3 Ways to Handle Disruptions 2 Tips for Managing a Multigenerational Team 3 Tips for Acing an Interview How to Craft a Persuasive Presentation 3 Tips for Writing Reader-Friendly Memos 3 Things to Know About New Ventures 3 Tips for Getting Out of Your Boss' Shadow Don't Let Your Strategy Distract You How to Decipher (and Achieve) Success at Your Company BEST SELLERS Guide to Persuasive Presentations HBR's 10 Must Reads: The Essentials Financial Intelligence Collection HBR's 10 Must Reads on Managing Yourself Guide to Better Business Writing Job Seekers, Take Note Whether you've been laid off or are considering a job change, HBR's Guide to Getting a Job will help ensure that your next move is the right one. Only $19.95. Buy now » UNSUBSCRIBE   |   UPDATE YOUR PROFILE   |   MORE EMAIL NEWSLETTERS   |   PRIVACY POLICY Was this email forwarded to you? If so, sign up to start receiving your own copy. ABOUT THIS MAILING LIST You have received this message because you subscribed to the "Management Tip of the Day" email newsletter from Harvard Business Review. If at any point you wish to remove yourself from this list, change your email address, or sign up for other email newsletters and alerts, please visit the Harvard Business Review Email Newsletter Preference Center. ADVERTISE WITH HBR This enewsletter is read by thousands of decision makers every day. Learn more about connecting your brand with this audience. Copyright © 2010 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)

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We present FRBNY-TOWNS-R1-191200/1:

We may be a little too far removed from the traditional way media is editorialized, but last time we checked we had the impression that the "independent" media would not follow the guidelines of the Federal Reserve on what is and isn't publishable, especially in the context of a piece that could easily end up having very damning implications for Goldman, the FRBNY, a "respected" director of both entities, and the entire regulatory process that allows these kinds of conflict of interest to be waived retroactively with an ex-post facto waiver, such as the case was here.

Since Zero Hedge has little risk of ever being in the FRBNY's good graces (ha ha ha), we would like to present the very quotes that the FRBNY thought may have been a little too sensitive for public consumption.

To wit:

• On the general attitude of the NY Fed Board:

"In fact the ultimate approval for the things that get done, basically, get done by the full Fed board in Washington and our board has what I've called a blanket recusal. We might get briefed that something... problematical is happening this weekend... but we not only don't get involved in that stuff, we don't want to ratify it and we don't want to get involved in it because we don't want to have a perceived responsibility that exceeds our authority." I'D SUGGEST NOT

• On [Friedman's] involvement/awareness of what the NY Fed was doing with AIG from last September on:

"The audit committee... focuses on how the Fed staff has geared up to handle its responsibilities, and this is something they take very seriously and report on to the full board, and I have on occasion audited the sessions... That's administrative or ministerial as opposed to matter of policy." I'D SUGGEST NOT.

• On [Friedman's] feelings about the candidate to succeed Geithner and the fact that he didn't want the person's past job(s) to be a distraction:

"We were very sensitive to what organization that person had come from." I'D SUGGEST NOT

[Geithner's replacement, Bill Dudley, came over from Goldman Sachs, and was previously in charge of the Fed's notorious "Liberty 33" Markets Group, better known in other circles by various less politically correct acronyms]

It is easy to see why the Fed was staunchly against any of these "insinuations" making the final Hilsenrath/Kelly article. Yet we would like to pick up on Ms. Kelly's line of questioning, and push this formerly confidential email out to the public, to make it clear just what are the questions that the Fed would prefer to not see discussed in a broader public arena. We do also wonder, just why it is that the WSJ journalists dropped pursuing these lines of investigation upon the merest frown of disapproval by a lowly Fed clerical worker. Just how much power over "established and independent" media does the WSJ have? Also, just how much information is the Fed feeding to publications that are in its "white list" in exchange for perpetuating a cordial relationship where the media side of the equation never discusses more than is politically acceptable (also makes the Loeb committee award to Mr. Sorkin that much more understandable).

To be fair, it appears Hilsenrath did manage to get on the Fed's nerves at least once prior to the abovementioned smackdown.

This can be seen in the following email from Mitchell to FRBNY General Counsel Thomas Baxter (FRBNY-TOWNS-R1-101195):

Because heaven forbid someone should "impugn the integrity of Friedman or the Fed because of the so-called Goldman connection." We wonder just what high level talking-to resulted as a consequence of this almost-published scandal. Key word here being:almost. While absent additional email disclosure from Mr. Friedman, and his public production seems surprisingly sparse, we would be the last to challenge the WSJ reporters' professional integrity to pursue a story to its core, this kind of ultra-high level intermediation by none other than the Federal Reserve does bring up some rather uncomfortable questions.

PS. for those wishing to do some additional due diligence, we suggest a brief perusal of Bates 195712

See the full gallery on Posterous

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Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   AUTHORS   |   STORE RSS   |   Mobile JUNE 9, 2010 World Cup Refs Run More in Games Than Players Most of the referees in the upcoming FIFA World Cup tournament have day jobs, such as office work, and train on their own time for the grueling games. Though they're often twice the age of the athletes, refs tend to run 12 miles during a single game, five miles more than players. And there are no substitutions. Source: CNN Health Share Today's Stat: Follow the Stat: BEST SELLERS Guide to Persuasive Presentations HBR's 10 Must Reads: The Essentials Financial Intelligence Collection HBR's 10 Must Reads on Managing Yourself Guide to Better Business Writing PREVIOUS STATS Exercise Boosts College Students' Grades Consumers Willing to Pay Out of Pocket for Health Care Fifty-Plus Is the Mellowest Time of Life Long Hours at Work Harm the Heart Ex-Student Puts His Bachelor's Degree Up for Auction The Benefits of Doodling Worse-Looking Defendants More Likely to Get Convicted Teen Summer Employment Better, but Still Bad BP Busy Adjusting Claims for Shrimpers Yes, You May Interrupt Me Job Seekers, Take Note Whether you've been laid off or are considering a job change, HBR's Guide to Getting a Job will help ensure that your next move is the right one. Only $19.95. Buy now » Was this email forwarded to you? If so, sign up to start receiving your own copy. ADVERTISE WITH HBR This enewsletter is read by thousands of decision makers every day. Learn more about connecting your brand with this audience. Copyright © 2010 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)

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Harvard Business Review wrote:

Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   AUTHORS   |   STORE RSS   |   Mobile JUNE 4, 2010 When Your Employee is Unaware of Unspoken Rules It's easy to think that workplace norms are explicit and easy to obey — be at your desk by nine, don't ask superiors personal questions, and don't dress too casually, for example. Managing someone who doesn't follow these norms can be tough, especially if their lack of understanding reflects poorly on your management. Before you tear out your hair wondering why they just don't get it, try using these three tips: Remain open. Some of the rules that we think are steadfast may actually just be our own preferences. Delineate what's essential to business. It's unlikely that a too-casual outfit will stop the company from operating. If the employee needs to be presentable on client calls, that's one thing, but be clear about what truly matters to performance. Communicate expectations clearly. Don't expect everyone to pick up on informal cues. Be explicit with someone who isn't getting it about what rules need to be followed and why. Today's Management Tip was adapted from "What to Do with a Gen X that Doesn't Understand Politics" on the "Ask the Expert: Tammy Erickson" board of the HBR Answer Exchange. Read the full thread and join the discussion » Share Today's Tip: Follow the Tip: PREVIOUS TIPS How to Assess If You're Ready for a Global Role 2 Ways to Get Mentoring without a Mentor 3 Tips for Giving Your Boss Feedback Rid Your Organization of Email Dysfunction Be Wary of the Downsides of Entrepreneurship 3 Tips for Making Small Talk with the Big Boss 4 Tips for Speaking from a Podium What's Your Leadership Brand? Don't Cry Wolf to Motivate Your People 4 Steps to Achieving Organizational Bipartisanship BEST SELLERS Guide to Persuasive Presentations 10 Must-Read Articles from HBR Financial Intelligence Collection HBR's Must-Reads on Managing Yourself Guide to Better Business Writing HBR Online Trial Access HBR's in-depth business archives FREE for 14 days. Register today » Was this email forwarded to you? If so, sign up to start receiving your own copy. ABOUT THIS MAILING LIST You have received this message because you subscribed to the "Management Tip of the Day" email newsletter from Harvard Business Review. If at any point you wish to remove yourself from this list, change your email address, or sign up for other email newsletters and alerts, please visit the Harvard Business Review Email Newsletter Preference Center. ADVERTISE WITH HBR This enewsletter is read by thousands of decision makers every day. Learn more about connecting your brand with this audience. Copyright © 2010 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)

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--------------------------------------------
Michael Jung
Aberdeen, Scotland, UK
http://www.michaeljung.co.uk
Contact:
Mobile: (UK) x
Twitter: michaeljung
Skype: x
ICQ: x

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Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   AUTHORS   |   STORE RSS   |   Mobile JUNE 2, 2010 Ex-Student Puts His Bachelor's Degree Up for Auction $36,000 was where Nick Enlow started the bidding when he put his 2008 Purdue University bachelor's degree in psychology up for auction on eBay, saying the diploma hadn't helped him get a job that paid enough to cover his $470 monthly student-loan repayment. eBay barred the auction, however, citing the "sensitivity" of the item, according to the Lafayette (Indiana) Journal & Courier. Source: jconline.com Share Today's Stat: Follow the Stat: BEST SELLERS Guide to Persuasive Presentations 10 Must-Read Articles from HBR Financial Intelligence Collection HBR's Must-Reads on Managing Yourself Guide to Better Business Writing PREVIOUS STATS The Benefits of Doodling Worse-Looking Defendants More Likely to Get Convicted Teen Summer Employment Better, but Still Bad BP Busy Adjusting Claims for Shrimpers Yes, You May Interrupt Me U.S. Government Managers Want to Make a Difference UAE Citizens Are a Tiny Fraction of Private-Sector Workforce Racial Wealth Gap Soars for American Families Does Fast Food Make People Hasty as Well as Hungry? Syphilis Soars in China as Economy Grows HBR Online Trial Access HBR's in-depth business archives FREE for 14 days. Register today » Was this email forwarded to you? If so, sign up to start receiving your own copy. ABOUT THIS MAILING LIST You have received this message because you subscribed to the "The Daily Stat" email newsletter from Harvard Business Review. If at any point you wish to remove yourself from this list, change your email address, or sign up for other email newsletters and alerts, please visit the Harvard Business Review Email Newsletter Preference Center. ADVERTISE WITH HBR This enewsletter is read by thousands of decision makers every day. Learn more about connecting your brand with this audience. Copyright © 2010 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)

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Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   AUTHORS   |   STORE RSS   |   Mobile MAY 27, 2010 Be Wary of the Downsides of Entrepreneurship There are many rewarding things about being an entrepreneur: the autonomy, the recognition, the creativity, not to mention the fact that you are pursuing your dreams. But starting a business is never easy and not everyone is cracked up to be their own boss. Before you embark on a solo venture, remember that there are downsides too. Being an entrepreneur requires high risk, hard work, and many, many tradeoffs. The glamour of the got-rich-quick entrepreneur is often a far cry from what it's really like in the trenches. Take a hard look at your life and be sure you know what you are risking before you set up your own business. Today's Management Tip was adapted from "20 (More) Reality-Checking Questions for Would-Be Entrepreneurs" by Seth Kravitz. Read the full blog post and join the discussion » Share Today's Tip: Follow the Tip: PREVIOUS TIPS 3 Tips for Making Small Talk with the Big Boss 4 Tips for Speaking from a Podium What's Your Leadership Brand? Don't Cry Wolf to Motivate Your People 4 Steps to Achieving Organizational Bipartisanship Decide What's Worth Your Time Consider More Than Your Own Sustainability In a Turnaround, Put Culture First Think Twice Before Updating Your Facebook Status Give Growth Initiatives Full-Time Attention BEST SELLERS Guide to Persuasive Presentations 10 Must-Read Articles from HBR Financial Intelligence Collection HBR's Must-Reads on Managing Yourself Guide to Better Business Writing HBR Online Trial Access HBR's in-depth business archives FREE for 14 days. Register today »   MORE EMAIL NEWSLETTERS   |   PRIVACY POLICY Was this email forwarded to you? If so, sign up to start receiving your own copy. ADVERTISE WITH HBR This enewsletter is read by thousands of decision makers every day. Learn more about connecting your brand with this audience. Copyright © 2010 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)