People respond positively when they feel a personal connection. But when bosses open up too much to their teams, they risk undermining themselves. s.hbr.org/41ZUpza

From big-picture strategy to day-to-day management, find what moves the needle. Subscribe now. s.hbr.org/4cd1IJw

To be more creative, follow paths that have no obvious purpose other than to satisfy a whim. s.hbr.org/4tH2c12

To prepare students for the workforce today, colleges should teach students emotional intelligence, resilience, empathy, integrity, learnability, and leadership skills. s.hbr.org/3R3lOhg

How well does your team work together? Answer these 23 questions to find out. s.hbr.org/4mS6jF3

The numbers are never the whole story. s.hbr.org/3QzrCiu

Not only were researchers able to establish a clear link between employees and revenue, but the impact was substantial. s.hbr.org/3OR7wQ9

Traditional approaches to contract negotiation are increasingly misaligned with business needs. s.hbr.org/4ed0Eam

Eight questions to help you determine whether a strategy is bold enough to create meaningful growth—and realistic enough to execute. s.hbr.org/4rdOrGH

Skills developed through gaming are becoming more critical as organizations navigate complex environments. s.hbr.org/4sVBD6X

The Indian company is ensuring rapid AI adoption through new platforms, extensive training, responsible governance, and client collaboration. s.hbr.org/46gjbNM

Create shared norms for the negotiation. s.hbr.org/4mToXw5

HBR Reading Lists collect the most important articles on key topics—selected by editors and available exclusively for subscribers. s.hbr.org/4ckQ7YS

An honest, authentic and realistic approach to sustainability communications isn't a nice-to-have for companies — it's a must-have. s.hbr.org/4sXn7vG

An excessive focus on efficiency can produce startlingly negative effects. s.hbr.org/497j7RZ

How can leaders find the right people to tackle their toughest innovation challenges? Start by looking beyond the employees formally responsible for innovation. People working closest to a problem often have context and insights that senior leaders lack. Amos Winter, professor…Mostrar mais

How ambitious should your strategic plan be? Set the bar too low, and you may leave meaningful growth on the table. Set it too high, and even a strong organization can struggle to deliver. The right level of ambition depends on the problem you’re solving, the talent and resources…Mostrar mais

Generative AI is reshaping the economics of IT services, and HCLTech moved early to rethink how the company creates value. CEO C. Vijayakumar saw that growth would increasingly depend on productivity and AI-enabled capabilities rather than expanding headcount at the same pace. Th…Mostrar mais

Many organizations have invested heavily in AI adoption. But adoption alone doesn’t create value. HBR Executive is convening a new community of practice to explore how organizations can turn their AI investments into measurable business results. Led by Phil Le-Brun and Jana Wern…Mostrar mais

Each quarter, HBR editors curate a selection of ebooks—and you pick which one to add to your library with Premium or HBR Executive. Subscribe to choose your next read. s.hbr.org/4cMMfjo

Wouldn’t we all be better off if there was a way to treat people fairly in a negotiation—and get treated fairly in return? s.hbr.org/4d8arNE

Business leaders are doing very little that’s innovative to tackle the talent challenge. s.hbr.org/4u4YjTe

The reality is: social and environmental benefits have less impact on purchasing decisions than basic product attributes do. s.hbr.org/42z0cfe

The pros and cons of "fractional" leadership. s.hbr.org/4tBAClF

Give workers more control over how they do their work. s.hbr.org/4tByRVB

Most employees’ perception of fairness relates more to their day-to-day experiences—and these perceptions have a significant business impact. s.hbr.org/3Qr2BWP

Giving each generation the opportunity to be seen, understood, valued, and leveraged in the workplace throughout the course of their career is essential for personal, social, and even societal well-being. s.hbr.org/4eJkaez

Research suggests adoption improves when organizations are explicit about an agent’s capabilities—and limitations. s.hbr.org/4r4CwLi

The vast majority of profits are created through routine innovation. s.hbr.org/4cKOTW1

The era of lean start-ups is behind us. But abundance brings its own challenges. s.hbr.org/4h1fale

A conversation with Shake Shack founder Danny Meyer on the principles he sticks to when growing an organization. s.hbr.org/4gUqLCr

Brainstorming for questions makes it easier to venture into uncharted territory. s.hbr.org/4ddGJGb

Explore the HBR Magazine Archive and access years of leadership thinking. s.hbr.org/4qNCKqa

U.S. companies spend more than $37 billion dollars a year on meetings. Employees in American companies spend more than one-third of their time in meetings. And 71% of senior managers view meetings as unproductive. s.hbr.org/4dXyCz3

AI agents may be ready to take on far more work. Whether employees will actually hand it over is another question. The biggest barrier may have less to do with what the technology can do than with how people decide when to trust it. Getting that balance right is trickier than sim…Mostrar mais

71% of employees in a survey of 1,000 companies said that their performance evaluations had fairness problems. s.hbr.org/4v0db6v

AI is changing how quickly and cheaply a startup can take shape. A single entrepreneur can now generate product ideas, simulate customer interviews, build prototypes and create a website or logo in parallel. This model, called “abundance entrepreneurship,” reflects how AI has red…Mostrar mais

Why do established companies struggle to innovate for emerging markets? The biggest barrier may be the organization’s own dominant logic. Its systems, processes, incentives, and capabilities were often built to create premium products for customers in wealthy countries—not solut…Mostrar mais

Culture gets harder to protect as a company grows. Danny Meyer, founder of Union Square Hospitality Group and a key force behind Shake Shack’s expansion, has spent decades learning how to make values survive beyond the founder’s presence. His test is simple: Culture is what happe…Mostrar mais

Your communication style, executive presence, or relationships could be holding back your career. s.hbr.org/41VodwV

SPONSORED: How Industrial Goliaths, Not Davids, Stand to Win the AI Decade, from @PTC s.hbr.org/4iLOGq9

Strengthen how you navigate uncertainty with deeper perspective and context. Learn more about HBR Executive. s.hbr.org/4qMlvEq

If you're having trouble saying no to initiatives, put guidelines in writing so all employees know which strategic plays you're prioritizing. s.hbr.org/4vB0DCu

Digital communication leads to misinterpretations that create costly anxieties—affecting morale, engagement, productivity, and innovation. s.hbr.org/4tvKhKm

Laying employees off is one of the most unpleasant parts of being a manager, but it’s important to get right—especially when you’re not doing it in person. s.hbr.org/4chasxs

If a top employee announces a new job offer, do highlight what they can gain by staying, but focus on the non-monetary opportunities. Counter-offers should generally be avoided because the employee realizes that you've been holding out on them—and word gets out that counter-offer…Mostrar mais

Real disruption can take time—leading many to overlook potential disruptors. Blockbuster didn't see Netflix as a serious threat at first. s.hbr.org/4tdyOPX

Think about a time when you experienced substantial personal or professional growth, such as building a business or raising a child. What was it that motivated and fueled you to learn and improve during these times? s.hbr.org/48f5Arc

Telling your boss that you’re not engaged at work is uncomfortable, but necessary. s.hbr.org/4t4JIHt

Standard AI safeguards may fail to protect one of your company’s most valuable assets. s.hbr.org/4ywgbZH