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LONDON (Reuters) - A trial of Britain's proposed coronavirus test-and-trace app being conducted on the Isle of Wight off the coast of southern England is going well, Transort Secretary Grant Shapps said on Saturday. "The trial in the Isle of Wight of that tracking app, the NHSX app designed to help assist people, is going well

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(Reuters) - The U.S. Food and Drug Administration (FDA) on Saturday approved emergency use authorization (EUA) to Quidel Corp for the first COVID-19 antigen test. The emergency use authorization was issued late Friday to Quidel for the Sofia 2 SARS Antigen FIA, the agency said.

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LONDON (Reuters) - Britain's deputy chief medical officer said on Saturday he was confident the coronavirus "R" number, a measure of the rate of contagion, was below 1 across the United Kingdom. "I am confident that our R is less than 1 overall," Jonathan Van-Tam said at the government's daily news briefing

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Gardiner Morse, HBR senior editor. Also: Tammy Erickson on her HBR article "Managing Middlescence."

David Weinberger, fellow at Harvard Law School's Berkman Center for Internet & Society and author of "Everything Is Miscellaneous."

Marshall Goldsmith, executive coach.

Erich Joachimsthaler, founder and CEO of Vivaldi Partners.

Holly Weeks, communication consultant and author of "Failure to Communicate: How Conversations Go Wrong and What You Can Do to Right Them."

Clay Christensen, Harvard Business School professor and coauthor of the HBR article "Reinventing Your Business Model."

Roberto Verganti, professor of management of innovation at Politecnico di Milano and author of "Design Driven Innovation."

Susan Cantrell, fellow at the Accenture Institute for High Performance and coauthor of "Workforce of One: Revolutionizing Talent Management Through Customization."

Heike Bruch, professor of leadership at the University of St. Gallen and coauthor of the HBR article "The Acceleration Trap."

Richard Pascale, associate fellow of Said Business School at Oxford University and coauthor of "The Power of Positive Deviance."

Jeffrey Pfeffer, Stanford Business School professor and author of the HBR article "Power Play."

Matthew Dixon, managing director of the Corporate Executive Board's Sales and Service Practice.

Warren Bennis, professor at the University of Southern California and author of "Still Surprised: A Memoir of a Life in Leadership."

Dan McGinn and Scott Berinato, HBR editors.

Rita McGrath, Columbia Business School professor and coauthor of "Discovery-Driven Growth."

Tiziana Casciaro and Lotte Bailyn discuss the HBR case study "When to Make Private News Public."

Ian Bremmer, president of Eurasia Group and author of "Every Nation for Itself: Winners and Losers in a G-Zero World."

Russ Feingold, former US senator from Wisconsin and founder of Progressives United.

Gautam Mukunda, Harvard Business School assistant professor and author of "Indispensable: When Leaders Really Matter."

Mark Tercek, CEO of The Nature Conservancy and author of "Nature's Fortune: How Business and Society Thrive by Investing in Nature."

Dr. Maya Angelou, renowned author.

Scott Barry Kaufman, adjunct assistant professor of psychology at New York University and author of "Ungifted: Intelligence Redefined."

Erica Ariel Fox, who teaches negotiation at Harvard Law School, discusses how to resolve inner conflict to lead wisely and live well.

Bob Sutton, Stanford University professor, talks about his book, "Scaling Up Excellence: Getting to More Without Settling for Less" (coauthored by Huggy Rao).

Charles Casto, recently retired from the Nuclear Regulatory Commission, on how smart leadership saved the second Fukushima power plant.

Herminia Ibarra, author of "Act Like a Leader, Think Like a Leader" and professor at INSEAD, on moving forward, even when it's not comfortable.

The former U.S. Senate majority leader and U.S. envoy to Northern Ireland and the Middle East describes his approach to resolving disputes and fostering bipartisan compromise.

The CEO of Sony Pictures Entertainment discusses the crisis with editor-in-chief Adi Ignatius.

Whitney Johnson, author of "Disrupt Yourself," on taking the big risks we secretly want to.

The bestselling author describes her creative process and explains why she was always determined to have a career.

Harvard Business School professor Nancy Koehn talks about the surprising election of businessman Donald Trump as U.S. president, and what leaders throughout history can tell us about bridging divides and leading in times of uncertainty.

Danielle Brown, Intel Chief Diversity & Inclusion Officer, talks about the corporation’s $300 million initiative to increase diversity, the largest such investment yet by a technology company. The goal is to make Intel’s U.S. workforce mirror the talent available in the country by 2020. Brown breaks down what exactly Intel is doing, why the corporation is doing it, where it’s going well (recruiting), where it’s not going as well (retention), and what other companies can learn from Intel’s experience.

Tomas Chamorro-Premuzic, professor of business psychology at University College London, dispels some of the myths that have persisted in the 20 years since McKinsey coined the phrase “war for talent.” He argues the science of talent acquisition and retention is still in its early stages. Chamorro-Premuzic is the CEO of Hogan Assessments and the author of the book “The Talent Delusion: Why Data, Not Intuition, is the Key to Unlocking Human Potential.”

Jennifer Petriglieri, professor at INSEAD, discusses how talented employees can avoid being crushed by lofty expectations -- whether their own, or others'. She has researched how people seen as "high potential" often start to feel trapped and ultimately burn out. Petriglieri discusses practical ways employees can handle this, and come to see this difficult phase as a career rite of passage. She’s the co-author of “The Talent Curse” in the May-June 2017 issue of Harvard Business Review.

Sue Ashford, a professor at the University of Michigan’s Ross School of Business, breaks down her decades of research on leadership—who achieves it, and how a group grants it. She explains that the world isn’t divided into leaders and followers. Instead, it’s a state that everyone can reach, whether they’re officially in charge or not. She also explains why shared leadership benefits a team and organization. Ashford offers tips on how to effectively grow leadership in yourself and your employees.

Scott Kelly, a retired U.S. astronaut, spent 520 days in space over four missions. Working in outer space is a lot like working on earth, but with different challenges and in closer quarters. Kelly looks back on his 20 years of working for NASA, including being the commander of the International Space Station during his final, yearlong mission. He talks about the kind of cross-cultural collaboration and decision making he honed on the ISS, offering advice that leaders can use in space and on earth. His memoir is “Endurance: A Year in Space, a Lifetime of Discovery.”

In this special episode, HBR IdeaCast host Sarah Green Carmichael introduces Harvard Business Review’s new podcast “Women at Work,” about women’s experiences in the workplace. This episode about being heard tackles three aspects of communication: first, how and why women’s speech patterns differ from men’s; second, how women can be more assertive in meetings; and third, how women can deal with interrupters (since the science shows women get interrupted more often than men do). Guests: Deborah Tannen, Jill Flynn, and Amy Gallo.

Tasha Eurich, an organizational psychologist and executive coach, talks about why we all should be working on self-awareness. Few people are truly self-aware, she says, and those who are don’t get there through introspection. She explains how to develop self-awareness through the feedback of loving critics and how to mentor someone who isn’t self-aware. Eurich is the author of the book “Insight.”

Heidi Grant, a social psychologist, explains the right ways and wrong ways to ask colleagues for help. She says people are much more likely to lend us a hand than we think they are; they just want it to be a rewarding experience. Grant is the author of “Reinforcements: How to Get People to Help You.”

Daniel Libeskind, a former academic turned architect and urban designer, discusses his unorthodox career path and repeat success at high-profile, emotionally charged projects. He also talks about his unusual creative process and shares tips for collaborating and managing emotions and expectations of multiple stakeholders. Libeskind was interviewed for the July-August 2018 issue of Harvard Business Review.

David Burkus, a professor at Oral Roberts University and author of the book “Friend of a Friend,” explains common misconceptions about networking. First, trading business cards at a networking event doesn’t mean you’re a phony. Second, your most valuable contacts are actually the people you already know. Burkus says some of the most useful networking you can do involves strengthening your ties with old friends and current coworkers.

Thomas Steenburgh, a marketing professor at the University of Virginia Darden School of Business, was inspired by his early career at Xerox to discover why firms with stellar sales and R&D departments still struggle to sell new innovations. The answer, he finds, is that too many companies expect shiny new products to sell themselves. Steenburgh explains how crafting new sales processes, incentives, and training can overcome the obstacles inherent in selling new products. He's the coauthor, along with Michael Ahearne of the University of Houston's Sales Excellence Institute, of the HBR article "How to Sell New Products."

Efosa Ojomo, global prosperity lead at the Clayton Christensen Institute, argues that international aid is not the best way to develop poor countries, nor are investments in natural resource extraction, outsourced labor, or incremental improvements to existing offerings for established customer bases. Instead, entrepreneurs, investors, and global companies should focus on market-creating innovations. Just like Henry Ford in the United States a century ago, they should see opportunity in the struggles of frontier markets, target non-consumption, and create not just products and services but whole ecosystems around them, which then promote stability and economic growth. Ojomo is the co-author of the HBR article "Cracking Frontier Markets" and the book The Prosperity Paradox.

Spencer Harrison, an associate professor at INSEAD, says that managers in any industry can learn from the success of the Marvel movie franchise. While some sequels lack creativity, Marvel manages to make each of its new releases just different enough, so consumers are not just satisfied but also surprised. Research shows that several strategies drive this success; they include bringing in different types of talent while also maintaining a stable core creative team then working together to challenge the superhero action-film formula. And, Harrison argues, leaders in other industries and functions can easily apply them to their own businesses. He is the co-author of the HBR article "Marvel's Blockbuster Machine."

Laura Morgan Roberts, professor at the University of Virginia's Darden School of Business, says that organizations are still falling short on promoting racial diversity, particularly in their most senior ranks. While many large companies have "inclusion" initiatives, most leaders still shy away from frank discussions about how the experiences of their black employees and executives -- including their feelings of authenticity and potential for advancement -- differ from those of their white peers. She points to several ways we can change these dynamics. With David Thomas and Anthony Mayo, Morgan Roberts is co-author of the book “Race, Work, and Leadership: New Perspectives on the Black Experience.”