Megan Rapinoe, U.S. women's soccer star and World Cup champion, knows how to perform under pressure, motivate her teammates, and advocate for the causes she believes in. In addition to her stellar play as a professional athlete, she's been outspoken about racial justice, LGBTQ rights, and gender pay equity. She offers lessons on overcoming losses, growing into a leadership role, becoming an ally, and operating as your authentic self.

Katherine Gehl, a former CEO and the founder of the Institute for Political Innovation, and Michael Porter, a professor at Harvard Business School, apply his Five Forces framework to explain why U.S. politics are dysfunctional. They argue that the Republican and Democratic parties make up an industry duopoly with high barriers to entry and low consumer power, and that the resulting lack of competition incentivizes these two dominant players to avoid compromises with majority support. Gehl and Porter provide specific innovations on how to enhance competition and better serve the public, including nonpartisan primary elections and ranked-choice voting. Gehl and Porter are coauthors of the new book “The Politics Industry: How Political Innovation Can Break Partisan Gridlock and Save Our Democracy” and the HBR article “Fixing U.S. Politics."

Carlos Brito, the CEO of Anheuser-Busch InBev since 2008, has worked to build a culture of adaptability and customer centricity at the global brewer. Many of his leadership principles are paying off during the Covid-19 pandemic, as empowered employees have quickly changed course to respond to the crisis. Brito explains the challenges his company faces in a making beer for social gatherings at a time when people need to stay apart for safety, how the company has shifted operations and supply chains thanks in part to early lessons in markets such as China and South Korea, and how he’s leading strategic efforts to position AB InBev for a new reality.

Rafi Mohammed, founder of the consulting firm Culture of Profit, says a crisis or recession is not the time to panic and slash prices. He says leaders should instead reevaluate their price strategy — or develop one for the first time — to better respond to customers during the slump and keep them when the economy recovers. He shares examples of companies across a variety of industries that have created effective price strategies as well as his advice for changing prices in response to Covid-19. Mohammed is the author of “The 1% Windfall: How Successful Companies Use Price to Profit and Grow.”

Richard Tedeschi, a psychology professor and distinguished chair of the Boulder Crest Institute, says that crises like the Covid-19 pandemic and its economic fallout as well as the recent racial violence and social unrest in the United States, can yield not just negative but also positive outcomes for individuals, teams, companies, industries, communities and nations. He has spent decades studying this phenomenon of post-traumatic growth and identified strategies for achieving it as well as the benefits that can accrue, from better relationships to the discovery of new opportunities. Tedeschi is the author of the HBR article "Growth After Trauma."

Robbie Kellman Baxter, a strategy consultant, says that subscriptions aren’t just for newspapers and Netflix. She says they can help companies from local retailers to giant industrial manufacturers earn more consistent revenue and develop stronger customer loyalty. And she explains how even during an economic crisis, leaders can adopt a subscription business model to give their organizations a better chance of surviving and thriving. Kellman Baxter is the author of the book "The Forever Transaction: How to Build a Subscription Model So Compelling, Your Customers Will Never Want to Leave."

Peter Scoblic, cofounder and principal of the consultancy Event Horizon Strategies, says that too many companies are short-sighted in their strategy-making and don't effectively plan for different potential futures. Using examples from the U.S. Coast Guard, he explains how thoughtful and ongoing scenario planning exercises can help organizations decide which investments will allow them to thrive in varying circumstances and navigate many types of crisis. Scoblic is the author of the HBR article "Learning from the Future."

Leigh Thompson, professor at Kellogg School of Management at Northwestern University, studies negotiations to understand the path to the "sweet spot" where all sides of the table come away happy. And she says there are more pitfalls on that path when more of us are working remotely and online. She shares how to overcome the common traps of virtual negotiations with trust-enhancing hacks such as E-charisma and language style matching. Thompson is the author of the book “Negotiating the Sweet Spot: The Art of Leaving Nothing on the Table.”

Jonah Berger, professor at the Wharton School of the University of Pennsylvania, says that most of us aren’t approaching persuasion the right way. Pushing people to behave how you’d like them to or believe the same things you do just doesn’t work, no matter how much data you give or how many emotional appeals you make. Studying both psychology and business, he’s found better tactics for bringing people over to your side. One of the keys? Asking questions so people feel like they’re making the decision to change. Berger is the author of the book "The Catalyst: How to Change Anyone's Mind."

Gary Hamel and Michele Zanini, cofounders of the consultancy Management Lab, say that even though we all lament how rigid, parochial, and time sucking bureaucracies can be, they still seem inescapable. The managers who’ve excelled in them often don’t know how to dismantle them — or else they don’t want to. But Zanini and Hamel have studied and collaborated with innovative organizations, and they outline bottom-up ways to empower workers and hack management. Hamel and Zanini wrote the new book “Humanocracy: Creating Organizations as Amazing as the People Inside them.”

Shasta Nelson, relationship expert and author, says that work friendships are critical to individual and organizational success but acknowledges that it's not always easy to build these personal -- but still professional - connections, especially when work is virtual. She explains why consistency, vulnerability, and positivity are fundamental to friendship and offers specific suggestions for how to build those things with colleagues. Nelson is the author of the book "The Business of Friendship: Making the Most of Our Relationships Where We Spend Most of Our Time."

Shannon Huffman Polson, a consultant and former military pilot, experienced early on how to build grit. At 19, she was the youngest woman to summit Denali, North America’s highest peak. Then she overcame many obstacles to fly U.S. Army attack helicopters. Today Polson coaches people on developing grit in their careers and workplaces. Building it like a muscle, the process begins with recognizing your story and understanding your core purpose. And she explains how it’s still possible to strengthen even during a pandemic when you’re extremely stressed and strained. Polson is the author of the new book "The Grit Factor: Courage, Resilience, and Leadership in the Most Male-Dominated Organization in the World."

Willy Shih, professor at Harvard Business School, says that the complex, global, and just-in-time manufacturing processes we've developed in recent decades are highly susceptible to breakdowns, especially during a global pandemic. He explains why the shortages we’ve seen in 2020 - in goods from toilet paper to appliances - are indicative of a bigger problem and talks through ways can businesses protect themselves and consumers in the future. Shih is the author of the HBR article "Global Supply Chains in a Post-Pandemic World."

Katina Sawyer, assistant professor at the George Washington University, says transgender workers continue to be overlooked even as organizational diversity initiatives become more widespread. Her research shows that many trans employees experience ongoing discrimination, from microaggression to job loss. Sawyer shares effective formal policies and details the informal ways managers can make their workplaces — physical and virtual — truly welcoming for trans people. Sawyer is the author, along with Christian Thoroughgood and Jennica Webster, of the HBR article "Creating a Trans-Inclusive Workplace."

Bruce Tulgan, founder of the management training firm RainmakerThinking, says that the key to career success isn't only embracing opportunities; it's also declining projects, tasks, and requests for help so you create time for the most value-added work. He explains how to evaluate each ask, determine which you should prioritize, and deliver either a strategic "yes" or a well-thought-through no. Tulgan is the author of the HBR article "Learn When to Say No."

Roger Martin, professor emeritus at the University of Toronto's Rotman School of Management, says that for decades the U.S. corporate system has been obsessed with eliminating inefficiencies. There's a point, his research shows, when these efficiency gains come with even greater social and economic costs. And he believes that the Covid-19 pandemic is increasingly exposing those weaknesses. He argues that leaders and CEOs should reassess and, in some ways, reverse course in their perpetual drive for efficiency. Martin is the author of the new book "When More Is Not Better: Overcoming America's Obsession with Economic Efficiency."

John Macomber, senior lecturer at Harvard Business School and a veteran of the real estate industry, was studying ways to make workplaces safer for employees long before the Covid-19 crisis hit. Now that issues like air and water quality are top of mind, he is encouraging organizations to think more holistically about the buildings in which they operate, balancing cost efficiency and even eco-friendliness with investments in improvements that boost health. Studies show this will not only stop workers from getting sick; it will also enhance productivity, which ultimately helps the bottom line. Macomber is the author of the book “Healthy Buildings: How Indoor Spaces Drive Performance and Productivity”.

James Suzman, an anthropologist and former executive, says one way to better understand the future of work is to learn from the history of it. He has studied an ancient hunter-gatherer society in Namibia and says our modern notions of work, economy, and productivity are perhaps too limiting. Suzman argues that humans have always been drawn to work for its intrinsic value, and that managers can prepare for the future workplace by broadening their thinking about work and purpose. Suzman is the author of the new book "Work: A History of How We Spend Our Time."

Prithwiraj (Raj) Choudhury, associate professor at Harvard Business School, was studying the growing work-from-anywhere movement long before the Covid-19 pandemic forced many more of us into virtual work. He says that more and more organizations are adopting WFA as a business strategy, one that not only reduces real estate costs but also boosts employee engagement and productivity. He acknowledges that there are challenges to creating and maintaining all-remote workforces but outlines research-based best practices for overcoming them. Choudhury is the author of the HBR article "Our Work from Anywhere Future."

Tsedale Melaku, sociologist at The Graduate Center, City University of New York, and David Smith, professor at the U.S. Naval War College, have been looking at the ways people with the most power in society and organizations can become better allies to those who have less authority and influence. In the United States, that typically means white men helping their female co-workers or colleagues of color to advance. In an era when the push for gender and racial equity is gaining momentum, Melaku and Smith join host Alison Beard in a live taping that includes audience questions about the right ways to call out microaggressions, hold senior management to account, and use majority group privilege to help those in the minority. Melaku and Smith are the coauthors, along with Angie Beeman and Brad Johnson, of the HBR article "Be a Better Ally."

Suzanne Peterson, associate professor at Thunderbird School of Global Management, says many talented professionals get held back from leadership roles because of relatively intangible reasons. She argues aspiring managers can intentionally alter their everyday interactions in small ways to have a large influence on their professional reputation. She explains how to adopt markers of different leadership styles to be seen as both influential and likable. Peterson is a coauthor of the HBR article “How to Develop Your Leadership Style: Concrete Advice for a Squishy Challenge.”

Ellen Ernst Kossek, management professor at Purdue University, is researching how the pandemic is putting an enormous strain on working parents and the new challenge that poses for their managers. She shares how supervisors can offer much-needed consistency and predictability for working parents on their teams. She also outlines specific ways to give working parents more flexibility while still holding them accountable. Kossek is the coauthor, with Kelly Schwind Wilson and Lindsay Mechem Rosokha, of the HBR article "What Working Parents Need from Their Managers."

Sunil Gupta, Harvard Business School professor, has spent years studying successful digital strategies, companies, and leaders, and he's made Amazon and its legendary CEO Jeff Bezos a particular areas of focus. Drawing on his own in-depth research and other sources, including a new collection of Bezos' own writing, "Invent and Wander," Gupta explains how Amazon has upended traditional corporate strategy by diversifying into multiple products serving many end users instead of focusing more narrowly. He says that Bezos's obsession with the customer and insistence on long-term thinking are approaches that other companies and senior executives should emulate.

Women at Work is a podcast from Harvard Business Review that looks at the struggles and successes of women in the workplace, hosted by HBR's Amy Bernstein, Amy Gallo, and Emily Caulfield. In this episode, you'll hear about the tension that comes from feeling like you are a shy person, but also an ambitious one who want to lead a team. Former clinical psychologist Alice Boyes gives advice on the professional advantages of certain personality traits related to shyness — like sensitivity and thoughtfulness — and discusses strategies to overcome the aspects of them that may hold you back at work.

Joseph Fuller, professor at Harvard Business School, and Allison Bailey, senior partner at Boston Consulting Group, say that the Covid-19 pandemic is only accelerating a recent trend of companies turning to digital talent platforms for highly skilled workers. The need for agility and specialized skills has more firms seeking help with projects. Meanwhile, more workers are joining these online marketplaces for the promise of greater flexibility and agency. Fuller and Bailey explain how organizations can strategically employ this on-demand workforce to unlock value. With HBS researcher Manjari Raman and BCG partner Nithya Vaduganathan, they wrote the HBR article "Rethinking the On-Demand Workforce."

Jeff John Roberts, an author and journalist, dug deep into the world of cryptocurrency to figure out what the rest of us really need to know about it. He acknowledges that the proliferation and volatility of digital currencies can make them seem like a fad but argues that the oldest among them -- bitcoin -- and the blockchain technology behind it are here to stay because they offer a more efficient way for companies and consumers to transact. He describes in plain English how crypto works and explains why now is the time for forward-thinking business leaders to understand -- and adapt to -- this new kind of currency. Roberts is the author of the book "Kings of Crypto: One Startup's Quest to Take Cryptocurrency Out of Silicon Valley and Onto Wall Street."

Race at Work is an HBR Presents podcast hosted by Porter Braswell about the role race plays in our careers and lives. In this episode, he speaks with Donna Johnson, former chief diversity officer at Mastercard, about leading the charge on changing company culture and how diversity can drive real business results.

Barry Nalebuff, professor at Yale School of Management and cofounder of Honest Tea, says too many companies shy away from cooperating with a competitor, and they’re leaving value on the table. He says even when working with other companies to find mutual benefits is not a clear win, cooperating may still be better than not cooperating. He shares how Honest Tea, Apple, Ford, and other firms analyze and capitalize on opportunities without giving up their secret sauce. Nalebuff is the author, with NYU Stern professor Adam Brandenburger, of the HBR article "The Rules of Co-opetition."

Christina Maslach, professor of psychology at the University of California, Berkeley, has been studying the causes of burnout, and its impact, for decades. She says that, in a year when everyone feels overwhelmed and exhausted, it's more important than ever for managers to recognize when and why employees are suffering and take steps to solve those problems. In her framework, burnout stems from not only large workloads but also lack of control, community, and/or reward and values mismatches. She notes that leaders have the ability to pull many of those levers to help their workers. Maslach is the author of "The Truth About Burnout" and a forthcoming book on the topic.

Nashater Deu Solheim, a forensic psychologist and leadership coach, says many people struggle to gain influence with those in their organization who don't report directly to them. That has only become more difficult in virtual office settings. But she says whether it comes to managing up to your bosses or out to your peers and clients, there are proven techniques to understand others’ thinking and win their respect. She explains her framework of preparation, behavior, and communication methods to do just that. Solheim is the author of the book “The Leadership PIN Code: Unlocking the Key to Willing and Winning Relationships.”

Colin Fisher, associate professor at University College London's School of Management, conducted in-depth studies at several companies to determine how managers can effectively help employees who need assistance without demoralizing them. He found that the most effective helpers were the ones who clearly communicated their intentions, timed their interventions at points when people were most receptive, and figured out a rhythm of involvement that best suited their needs. He shares examples from different firms to illustrate what works and what doesn't, in person and online. Fisher is the coauthor of the HBR article "How to Help (Without Micromanaging)."

Marissa King, professor at Yale School of Management, has studied the strengths and weaknesses of different types of social networks. She argues that most of us have a natural style of networking: we favor tight social circles, or brokering across varied groups, or having an expansive list of contacts. But she says we can also tweak the way we build relationships to meet our changing needs. For example, widening our outreach to boost creativity and innovation or focusing on trusted friends and colleagues to increase trust and happiness. King is the author of the book "Social Chemistry: Decoding the Patterns of Human Connection.”

Mimi Nicklin, a business coach and executive, has seen many leaders blame poor performance and communication on generational differences. But she argues managers should spend less time forcing Millennial and Gen Z employees to conform to company culture and more time on perspective taking and listening. In her experience, practicing empathy can vastly improve team collaboration and lead to better business and individual outcomes. Nicklin is the author of the book "Softening the Edge: Empathy: How Humanity’s Oldest Leadership Trait is Changing the World."

Martin Lindstrom, founder and chairman of Lindstrom Company, says that many companies are still held back by doing things the way they've always done them, or failing to break down bureaucracy. For Lindstrom, it's not just about getting away from bureaucratic norms for the sake of innovation, but because so many things workers do each and every day don't actually make much sense. He suggests workers, leaders, and organizations consider ways in which processes can be improved - and the ways these new processes can improve life for everyone. And he argues that companies should actually devote a team or department to making sure common sense is used throughout the organization. Lindstrom is the author of the book "The Ministry of Common Sense: How to Eliminate Bureaucratic Red Tape, Bad Excuses, and Corporate BS."

Josh Baron and Rob Lachenauer, cofounders of BanyanGlobal Family Business Advisors, say that a family-run company has more flexibility than its publicly-traded counterpart to build a legacy and grow sustainably for the long term. But making critical decisions when there are family dynamics can be extremely challenging. They offer approaches to understand the real impact of ownership and effectively manage conflict. Lachenauer and Baron wrote “The Harvard Business Review Family Business Handbook: How to Build and Sustain a Successful, Enduring Enterprise.”

Jennifer Aaker, a Stanford professor, and Naomi Bagdonas, an executive coach, say that, even in times of stress and crisis, leaders should use and encourage good humor and levity at work as a way of building employee morale and engagement. That doesn't mean you have to tell jokes all the time. Instead, figure out what kind of humor works best for you and learn to pinpoint the opportunities for using it to best effect. They explain what makes things funny (hint: surprise) and the pitfalls managers should avoid. Aaker and Bagdonas are the authors of the book “Humor, Seriously: Why Humor is a Secret Weapon in Business and Life.”

Muriel Wilkins, cofounder of the executive coaching firm Paravis Partners, says that starting a leadership role at a new company or via internal promotion is demanding. Doing so remotely during the Covid-19 pandemic is even more challenging. She says that new senior leaders must focus on two things: connectivity and credibility. And she explains how to build those attributes when much of the job is performed virtually. Wilkins is the host of the new HBR Presents podcast “Coaching Real Leaders.”

Bill Gates, philanthropist and founder of Microsoft, argues that, even as we work to end the global pandemic, we can't lose sight of another existential threat: climate change. He says that we need to take aggressive action to get to net zero carbon emissions by 2050 and insists that regulation isn't enough. Businesses need to pave the way forward by investing much more heavily in climate-friendly innovation. Gates speaks with HBR editor in chief Adi Ignatius about his new book, "How to Avoid a Climate Disaster: The Solutions We Have and the Breakthroughs We Need."

Christoph Senn, marketing professor at INSEAD, has spent years studying how top executives involve themselves in B2B sales. Some are very hands-off. Others make only social calls. Still others sit at the negotiating table. Outcomes vary widely. Senn explains the best combination of approaches for top executives engaging with core customers. And he shares how account managers and other employees can benefit from knowing their leader’s style. Senn is the coauthor, with Columbia Business School's Noel Capon, of the HBR article "When CEOs Make Sales Calls."

Chad Sanders, a former tech executive and entrepreneur, says that people of color, especially Black men like him, often feel the need to assimilate to white corporate culture. They learn to code switch and downplay their race. But Sanders realized a few years into his career that, by trying to fit in, he was failing to leverage the strengths he'd developed growing up as a minority in the United States. After digging into the stories of successful Black leaders, he discovered some common threads to their leadership styles, including empathy, resilience and creative thinking, and he has advice for rising Black executives who want to put those attributes to work as well as the organizations who employ them. Sanders is the author of "Black Magic: What Black Leaders Learned from Trauma and Triumph."

Lauren Smith, vice president at Gartner Research, says the pandemic is accelerating several key recruitment trends. She led a survey of thousands of job candidates and hiring managers that details the shift to virtual interviews, but also identifies other ongoing transitions that may be more important. The research points to three main trends to manage: a rapid turnover of necessary skills, the need to expand beyond existing talent pools, and the competitiveness that comes from offering an "employee value proposition." Even as more people return to in-person work, Smith argues, these trends will continue. Learn more about Gartner’s research in the HBR article "Reengineering the Recruitment Process."

Anne-Laure Fayard, associate professor at NYU’s Tandon School of Engineering, was studying the effects of workplace design on employees long before the Covid-19 crisis. Now, she says, the trend of flexible schedules and hybrid offices - where some people come in, others work from home, and many do both - is here to stay. This means that businesses need to reimagine offices as places built less for individual knowledge work than for learning, collaboration, and culture-building. Fayard is the coauthor of the HBR article "Designing the Hybrid Office."

Alison Dachner, management professor at John Carroll University, and Erin Makarius, management professor at the University of Akron, say that an organization can become more competitive by implementing a stronger offboarding process. Their research shows that similar to the way universities maintain alumni networks, an offboarding strategy keeps former employees networked, which leads to more employee referrals, new business, expert consulting, or even re-employment. Dachner and Makarius wrote the HBR article "Turn Departing Employees into Loyal Alumni."

Melissa Bernstein, cofounder of the toy company Melissa & Doug, spent decades hiding her struggles with depression even as she launched and led a booming business focused on bringing joy to children and raised six of her own. She finally opened up to her family, colleagues, and the public and recently launched an organization to give people better tools to discuss and manage their mental health. Bernstein explains what managers and organizations can do to help workers facing depression and other illnesses. She’s the author of the book LifeLines: An Inspirational Journey from Profound Darkness to Radiant Light.

Scott Belsky, chief product officer at Adobe, says that creative workers are a bigger part of the economy than ever, thanks to new technologies, more gig work, and shifting norms following the pandemic. He recommends that leaders at all companies — not just those in traditionally creative fields — understand this key component of value creation today. He explains how companies can make themselves more competitive by making themselves more attractive to the likes of designers, writers, and artists.

Gorick Ng, career advisor at Harvard, tried to learn about the world of work at an early age, helping his mother search job listings and send out resumes. To launch his own career, he studied hard in school, secured an Ivy League education, and landed a plum job. But he still found himself struggling - as many first-generation college graduates do - because he didn’t understand workplace norms in the way that his (mostly white, middle- to upper-class) peers did. While they'd been taught how to network, angle for promotions, and "speak the language," he was left to figure it out on his own. Now, Ng counsels young people on how to avoid those mistakes and take on their first job in a way that puts them on the fast-track to success. He's the author of the book "The Unspoken Rules: Secrets to Starting Your Career Off Right."

Felix Oberholzer-Gee, professor at Harvard Business School, says many organizations spend so much energy on strategy that it overwhelms with conflicting priorities. Instead, he argues companies should simplify and focus on two value drivers: customer satisfaction and employee satisfaction. By aligning strategic initiatives on these alone, leaders make their workers’ jobs less complicated and also improve customer experiences. Oberholzer-Gee is the author of the HBR article “Eliminate Strategic Overload” as well as the new book "Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance."

Ethan Kross, professor of psychology at the University of Michigan, has spent years studying how people talk to themselves and the effect that this "chatter" has on our performance. From professional athletes to top students and senior executives, even the most talented among us sometimes struggle to quiet the voices in our heads. And Kross says that, while some self-talk can help us, it's often unproductive. He offers tips and tricks to break out of negative thinking and get back on track, especially at work. He's the author of the book “Chatter: The Voice in Our Head, Why it Matters, and How to Harness It.”

Zak Dychtwald, founder of the advisory firm Young China Group, believes that the perception of China as a copycat and not an innovator is outdated. Instead, he argues the willingness of Chinese consumers to try new things is powering the country’s new innovation economy. Technology adoption rates in areas such as mobile payment are extremely high. He says non-Chinese companies can learn important lessons from this rapidly changing market and potentially use it to jump-start their own innovation engines. Dychtwald is the author of the HBR article "China’s New Innovation Advantage."

Mary Barra, chair and CEO of General Motors, says that electric vehicles are the future for the company and the automobile industry. GM has said it will phase out vehicles using internal combustion engines by 2035 and go carbon neutral at all of its facilities. Barra describes how she's executing on that plan as well as offering broader leadership lessons in an interview with HBR editor Amy Bernstein.