Harvard Business Review - Ideas and Advice for Leaders
Find new ideas and classic advice on strategy, innovation and leadership, for global leaders from the world's best business and management experts.
The case for thumbs up/thumbs down instead of five stars.
How to prioritize their well-being, reallocate their workload, and offer ongoing support.
Risks are up, visibility is down, but don’t count the U.S. economy out quite yet.
Strategies to help you pull them back into the conversation—and keep them there.
How to succeed when disruption is the only constant.
One company spent a year experimenting with different ways of integrating AI into their executive meetings. Here’s what they learned.
Lessons from the U.S. Air Force’s adoption of AI.
How she lifted cosmetics from a cheap accessory to a luxury item during the Great Depression.
Remote work allows organizations to hire the best candidates, no matter where they live. But success requires different skills and disciplines.
Sponsor content from GEP.
Three ways to get started.
A conversation with Columbia Business School’s Adam Galinksy on honing your style.
When employers overplay their hand, they pay for it.
What to do when a formerly supportive boss turns against you.
Sponsor content from Coupa.
A study of UN peacekeepers found that encouraging workers to pivot from lofty goals to smaller, more-focused wins can help them stay engaged.
The technology’s impact on learning curves is poised to reshape the workplace.
When tackling big problems, you don’t need to go slow—but you must take a few critical steps before sprinting.
Employees who feel obligated to laugh at leaders’ jokes experience higher levels of emotional exhaustion and reduced job satisfaction.
How to weigh these competing demands.
When workers feel like they’re getting the short end of the stick, they’re more likely to report misconduct to external authorities.
Five steps to try if you suspect someone is starting to feel resentful.
Your data is only as good as how you interpret it.
A conversation with INSEAD professor Christoph Senn on what to do if your CEO is either overly involved—or not involved enough—in deals.
If you can describe a project in plain language, you have what it takes to customize a valuable AI assistant.
How the German automaker is adapting to disruption and competition.
Companies can’t afford to view ethical considerations as a luxury.
A conversation with entrepreneur Marc Zao-Sanders on his favorite productivity tool.
A curated list from one of HBR’s most popular newsletters.
We’ll release a new episode every other Monday, year-round.
Strategies from Anheuser-Busch InBev, Danaher Corporation, and McDonald’s.
First, ask yourself why you’re reluctant to hand off tasks.
If you’re only focused on optimizing your current business model, you risk falling behind AI-first competitors.
To deal with the mountains of hardware being used and discarded in the AI boom, companies need to embrace the circular economy.
When you allow an external expert to see company secrets, it can help boost innovation—but leave you vulnerable to information leakage.
What it is, when to use it, and how to craft responses with clear, compelling, and memorable examples.
What has—and hasn’t—changed in the legal landscape.
Lessons from the automaker’s pilot audit of its signature “kidney” grille.
Because rapid growth can be unsustainable.
Former IBM CEO Ginni Rometty explains how a skills-first mindset builds resilient teams and organizations.
What retail companies need to know about AI agent optimization.
A new survey shows that mid- and late-career workers offer unique strengths when it comes to working with AI—but that companies often overlook their potential.
A conversation with INSEAD’s Gianpiero Petriglieri on a key skill of modern leadership.
Take this assessment to identify what really motivates you in your career.
How and when to use expert, critical, strategic, and systems thinking.
A new study suggests that it can hurt early-stage startups’ revenue in the short term—but make them stronger going forward.
To fairly reward talent in all its forms, companies need to remove barriers that prevent people’s potential and contributions from being recognized.
Myth 1: The technology is only useful at the initial stages of identifying customers.
Strategies for tackling the disagreements that can arise from inherited legal agreements and ownership distribution.
Public and private models have distinct vulnerabilities. Here’s what leaders can do to avoid them.
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