From hbr.org
High-Performing Teams Need Psychological Safety: Here’s How to Create It
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The highest-performing teams have one thing in common: psychological safety — the belief that you won’t be punished when you make a mistake. Studies show that psychological safety allows for taking moderate risks, speaking your mind, being creative, and sticking your neck out without fear of...
3h ago
From hbr.org
Stop Doubling Down on Your Failing Strategy
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People have a tendency to stick to an existing course of action, no matter how irrational. In the management literature, this is known as an escalation of commitment, and in nearly every academic case study on the demise of a former industry leader, it played a major role. The story of the...
17h ago
From hbr.org
3 Ways to Build a Culture That Lets High Performers Thrive
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Many companies build cultures that are focused on controlling the output of low performers, rather than growing and unlocking everyone’s skills. This approach is low-ROI and ultimately problematic for high-performance cultures. Leaders spend an inordinate amount of time handholding their least...
on Jun 28
From hbr.org
4 Types of Gen AI Risk and How to Mitigate Them
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Many organizations are understandably hesitant to adopt gen AI applications, citing concerns about privacy and security threats, copyright infringement, the possibility of bias and discrimination in its outputs, and other hazards. Risk around using gen AI can be classified based on two factors:...
on May 31
From hbr.org
Why Incentive Plans Cannot Work
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When reward systems fail, don’t blame the program—look at the premise behind it.
on Sat, 1AM
From hbr.org
How to Salvage a Useful Process That Isn’t Working Anymore
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It is a familiar story in health care and many other settings: the performance of an innovative process deteriorates over time. Instead of automatically discarding it, organizations should understand the causes. They may then decide to redesign and reimplement the process. Using the...
on Fri, 2PM
From hbr.org
When to Stick with Something — and When to Quit
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How long should you stick with something, be it a project, task, or job? A look at the research shows that, while there are many benefits to perseverance, there are also downsides. For example, not giving up can mean people persist even when they have nothing to gain, wasting time and energy....
on Fri, 12PM
From hbr.org
Does Higher Education Still Prepare People for Jobs?
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In an age of unpredictable job evolution, it is hard to argue that the knowledge acquisition historically associated with a university degree is still relevant. But as university qualifications become more commonplace, recruiters and employers will increasingly demand them, regardless of whether...
on Thu, 6PM
From hbr.org
How Companies Can Mitigate AI’s Growing Environmental Footprint
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As artificial intelligence (AI) becomes increasingly ubiquitous in business and governance, its substantial environmental impact — from significant increases in energy and water usage to heightened carbon emissions — cannot be ignored. By 2030, AI’s power demand is expected to rise by 160%....
on Thu, 2PM
From hbr.org
Research: Using AI at Work Makes Us Lonelier and Less Healthy
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The promise of AI is alluring — optimized productivity, lightning-fast data analysis, and freedom from mundane tasks — and both companies and workers alike are fascinated (and more than a little dumbfounded) by how these tools allow them to do more and better work faster than ever before. Yet in...
on Wed, 11PM
From hbr.org
3 Lessons from The Washington Post’s Leadership Turmoil
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The leadership questions surrounding new Washington Post CEO Will Lewis serve as a case study in the challenges of bringing in an outsider to lead an organization, highlighting the importance of transparency and alignment with company values. This article offers three lessons leaders can draw...
on Wed, 7PM
From hbr.org
How AI Can Change the Way Your Company Gets Work Done
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AI offers many ways to enhance a company’s overall internal capabilities and skills. AI can be used to infer skills from employee profiles and their activity. AI can be used to classify learning content and make it more applicable and accessible for the whole workforce, as well as making...
on Wed, 2PM
From hbr.org
Getting Project Management Right
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Tips for motivating and influencing others, communicating effectively, and solving problems.
on Wed, 2PM
From hbr.org
Microsoft: A Case Study in Strategy Transformation
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If you’re leading your team through big changes, this episode is for you.
on Wed, 2PM
From hbr.org
Research: How Family Motivates People to Do Their Best Work
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Family is one of the most important things in most people’s lives, across cultures and geographies. Yet, the idea that family can be motivational at work has been overlooked. Instead, in the past, family has been mostly seen as competing with work for an employee’s finite resources, like their...
on Wed, 2PM
From hbr.org
Darius Rucker on Resilience and Reinvention
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A conversation with the pop and country music star on working hard for success.
on Tue, 3PM
From hbr.org
How Part-Time Senior Leaders Can Help Your Business
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Technological innovation, advances in remote work, and reshaped post-pandemic priorities have led to companies hiring fractional leaders, or part-time senior talent, to occupy key leadership roles. These leaders, who typically have 20 to 30 years of experience, blend strategic and functional...
on Tue, 3PM
From hbr.org
3 Steps to Cultivate an Innovator’s Mindset
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If you want to move up the corporate ladder, you need to do more than meet deadlines and produce strong results. Employees who quickly move up often have an innovator’s mindset. These people ultimately position themselves as valuable assets by questioning assumptions and pushing their...
on Tue, 2PM
From hbr.org
Research: Speed Matters When Companies Respond to Social Issues
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Companies and their leaders face new pressures to make public statements about controversial and sometimes divisive social and political issues. New research shows that timing matters: consumers perceive a relationship between speed and authenticity, and discount statements from companies that...
on Mon, 2PM
From hbr.org
How to Structure Customer Service Calls to Boost Satisfaction and Sales
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We all know from our experience as customers that the things that salespeople say in a conversation affects our feelings and choices. A new study showed that the timing of language matters as well. By analyzing tens of thousands of moments or turns in service calls, researchers found that...
on Mon, 2PM
From hbr.org
Clear Writing Means Clear Thinking Means…
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Very few people have the ability to write effortlessly and perfectly; most of us must sweat over the process of revision, drafting, and redrafting until we get it right. Equally, very few people think accurately enough so that mere transcriptions of “what they have in mind” can serve as...
on Sun, 6PM
From hbr.org
The New Rules of Marketing Across Channels
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The Internet and AI tools are transforming marketing communications within a complex, interactive landscape called the echoverse. While marketing has evolved since the proliferation of the Internet, in the echoverse, a diverse network of human and nonhuman actors — consumers, brands, AI agents,...
on Jun 28
From hbr.org
Why Are Companies That Lose Money Still So Successful?
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In a well-functioning capital market, profits should be the sole criterion for firm survival; that is, firms reporting losses should disappear. Of late, however, loss-making firms are highly sought after by investors — often more than some profitable firms. Unicorns, or startups with valuations...
on Jun 28
From hbr.org
How Smaller Companies Can Join the Circular Economy
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Even smaller and medium-size enterprises can become more sustainable by finding other companies that need their waste. Pursuing those opportunities — and becoming part of the circular economy — entails four steps: take stock of your materials flow, seek collaboration opportunities, leverage...
on Jun 28
From hbr.org
AI Success Depends on Tackling “Process Debt”
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Typically, organizations in the midst of transformation efforts spend significant time and resources trying to correct massive amounts of “technical debt” — the price of years of short-term decisions and prioritizations that result in an overly complex technological infrastructure. But equally...
on Jun 28
From hbr.org
Identify — and Develop — Your Natural Strengths
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When we think of self-improvement, we tend to focus on our weaknesses. But that means we often underestimate our strengths — or even don’t recognize them at all. In this article, the author explains why we’ve developed this focus on weakness, and she then lays out a program for identifying and...
on Jun 27
From hbr.org
How Starbucks Devalued Its Own Brand
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Starbucks is struggling. It has strayed from its successful strategy of offering customers exceptional experiences and, in the process, has commoditized itself. This article analyzes where it went wrong and offers ideas for how the company can turn itself around. It holds lessons for other...
on Jun 26
From hbr.org
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Save and organize HBR articles and graphics and share them with your colleagues and clients.
on Jun 26
From hbr.org
How to Improve the Hiring Process for Disabled Candidates
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How can companies do a better job of attracting disabled people to apply for jobs and convincing them that they truly are an equitable employer? And how can job candidates feel more comfortable disclosing a need for accommodation? The authors’ research over the last five years offers a number of...
on Jun 26
From hbr.org
Leadership Lessons from Adventurer and Environmentalist Rick Ridgeway
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Why good communication, ambitious goal setting, and meticulous planning are essential in both mountaineering and business.
on Jun 26
From hbr.org
3 Exercises to Boost Your Emotional Intelligence, According to Research
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Everyone struggles to manage their emotions at times. It’s normal to have negative feelings and we can’t expect ourselves – or others – to leave those behind just because we’re at work. But those negative emotions can be detrimental to our relationships, performance, focus, and overall...
on Jun 26
From hbr.org
Should Your Business Sell on Amazon?
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How to weigh the costs and benefits of selling on the e-commerce platform.
on Jun 26
From hbr.org
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Reprint: R0404D Corporate executives must constantly look backward, attending to the products and processes of the past, while also gazing forward, preparing for the innovations that will define the future. This mental balancing act is one of the toughest of all managerial challenges—it requires...
on Jun 26
From hbr.org
MBAs Are More Self-Serving Than Other CEOs
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A new study finds a correlation between the degree and strategies that hurt firms but benefit executives.
on Jun 26
From hbr.org
Research: When a Higher Minimum Wage Leads to Lower Compensation
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While proponents of increasing the minimum wage have grown increasingly vocal in the U.S., new research suggests that raising the minimum wage can actually have a significant negative impact on the total compensation of hourly workers. Researchers analyzed a detailed dataset of wage and...
on Jun 26
From hbr.org
How and Where Diversity Drives Financial Performance
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Does diversity really drive performance? To assess this claim, the Boston Consulting Group surveyed more than 1,700 companies across eight countries to examine the relationship between managerial diversity, the presence of enabling conditions, and innovation outcomes. They examined the...
on Jun 26
From hbr.org
When It Comes to Long-Term Value, Incumbents Should Think Like Digital Disruptors
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Measuring earnings before interest, taxes, depreciation, and amortization (EBIDTA) profits may be the gold standard for assessing traditional companies, but it is not the way digital businesses think. Successful digital disruptors focus on creating long-term value through two distinct levers:...
on Jun 26
From hbr.org
How to Vet Information Before Making a Decision
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The daily decisions modern leaders face are increasingly complex. But executives have a tool to combat these challenges – information. At the click of a mouse or the press of a thumb, they can call up cutting edge research on virtually any topic. With so much information available, how do we...
on Jun 26
From hbr.org
How Micro-Choices and Games Motivate Gig Workers
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As gig work grows ever more prevalent, critics have voiced major issues with these jobs, from their lack of labor protections to income instability and more. But if gig work is so bad, why do so many people do it? Platform companies tout its flexibility, but in the author’s recent series of...
on Jun 26
From hbr.org
Research: Warehouse and Logistics Automation Works Better with Human Partners
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A study of automation usage in warehouse and logistics companies around the world suggests that blending human labor with robotics leads to greater efficiency than full automation alone. While scalable robotic systems can handle up to 1,000 tasks per hour, they often face limitations where...
on Jun 26
From hbr.org
When Your New Boss Is a Micromanager
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Building a relationship with a new boss can feel daunting, and it can be especially difficult if you feel like you’re being micromanaged. In this article, the writer talks with two experts about what to do in this demotivating situation. The first step is to figure out what’s behind your boss’s...
on Jun 26
From hbr.org
3 Ways to Support Employees with Bipolar Disorder
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Whether leaders know it or not, chances are their workforce contains people with bipolar disorder. This article discusses three measures that organizations can take to bring out the best in employees with this condition: modifying job features, training managers to support them, and promoting a...
on Jun 26
From hbr.org
The Art of Asking Smarter Questions
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With organizations of all sorts facing increased urgency and unpredictability, being able to ask smart questions has become key. But unlike lawyers, doctors, and psychologists, business professionals are not formally trained on what kinds of questions to ask when approaching a problem. They must...
on Jun 26
From hbr.org
Constant Change Is Rewriting the Psychological Contract with Employees
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Growing employee dissatisfaction in the workplace can be explained by the likelihood that “psychological contracts” between employees and organizations — the implicit mutual understanding of each side’s obligations to the other — in many companies still reflect a past in which change was...
on Jun 26
From hbr.org
When Your Employee Is Underperforming
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A conversation with coach Jenny Fernandez on delivering negative feedback.
on Jun 26
From hbr.org
How to Manage: Rising from Middle to Senior Management
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The challenges of scoring a position that’s scarce—and how to move around them.
on Jun 26
From hbr.org
Choosing Between a Structured or Conversational Interview
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It’s critical to avoid the financial burden of making a wrong hire. Two approaches to conducting interviews — structured and conversational — can yield different insights about a candidate. While structured interviews make it easier to compare candidate responses and help ensure each interviewer...
on Jun 26
From hbr.org
When and How Family Businesses Should Use Shareholder Agreements
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Two studies by the authors demonstrate that the presence of robust shareholder agreements in publicly traded family firms in France adds 18% in market value to shareholders because they protect shareholders against misuse of capital by groups of family members. This article describes the...
on Jun 26
From hbr.org
Reinventing the Core Value Statement
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Companies are moving beyond traditional core value statements to embrace more resonant and distinctive expressions of their ethos. This shift reflects a desire for authenticity and alignment with strategic objectives, as seen in the adoption of alternative formats like credos, manifestos, and...
on Jun 26