Susan David, author of "Emotional Agility" and psychologist at Harvard Medical School, on learning to unhook from strong feelings.

Jeffrey Garten of Yale School of Management discusses how Genghis Khan, Mayer Amschel Rothschild, Margaret Thatcher, and others made the world more integrated. Garten is the author of "From Silk to Silicon: The Story of Globalization through Ten Extraordinary Lives".

HBR contributing editor Amy Gallo discusses the best tactics to recognize, react to, and recover from stressful situations. She's a contributor to the "HBR Guide to Managing Stress at Work."

Pankaj Ghemawat, professor at NYU Stern and IESE business schools, debunks common misconceptions about the current state and extent of globalization. (Hint: the world is not nearly as globalized as people think.) He also discusses how popular reactions in Europe and the U.S. against globalization recently could affect the global economy, and how companies will need to adapt to the new reality. Ghemawat is the author of several books on globalization, including “World 3.0” and most recently “The Laws of Globalization and Business Applications.”

Stanford economist Nicholas Bloom discusses the research he's conducted showing what’s really driving the growth of income inequality: a widening gap between the most successful companies and the rest, across industries. In other words, inequality has less to do with what you do for work, and more to do with which specific company you work for. The rising gap in pay between firms accounts for a large majority of the rise in income inequality overall. Bloom tells us why, and discusses some ways that companies and governments might address it. He’s the author of the Harvard Business Review article, “Corporations in the Age of Inequality.” For more, visit hbr.org/inequality.

Deloitte national managing director Kim Christfort talks about the different personality styles in an organization and the challenges of bringing them together. Her firm has developed a classification system to help companies better understand personality styles and capitalize on their cognitive diversity. She and Suzanne M. Johnson Vickberg coauthored the article, "Pioneers, Drivers, Integrators, and Guardians" in the March-April 2017 issue of Harvard Business Review.

Amy Gallo, HBR contributing editor, discusses a useful tactic to more effectively deal with conflict in the workplace: understanding whether you generally seek or avoid conflict. Each personality style influences how you approach a particular conflict, as well as how your counterpart does. Gallo talks about how to escape the common pitfalls of conflict seekers and conflict avoiders, so that you can improve your work and your relationships. She’s the author of the “HBR Guide to Dealing with Conflict.”

Facebook COO Sheryl Sandberg talks about returning to work after her husband’s death, and Wharton management and psychology professor Adam Grant discusses what the research says about resilience. In this joint interview, they talk about how to build resilience in yourself, your team, and your organization. They’re the authors of the new book, "Option B: Facing Adversity, Building Resilience, and Finding Joy."

Kabir Sehgal, a corporate strategist, Grammy-winning producer, investment banker, bestselling author, and military reserve officer, talks about building and thriving in a portfolio career. He discusses the benefits of pursuing diverse interests, the tradeoffs and productivity discipline demanded by that career choice, and he offers tips for managing a schedule with multiple work activities. And he argues we should stop calling these second careers "side hustles." Sehgal is the author of the HBR article, “Why You Should Have (at Least) Two Careers.”

Richard Clarke, former counterterrorism adviser to U.S. presidents Bill Clinton and George W. Bush, has made a career of investigating disaster warnings. The way he sees it, catastrophes can happen at any time, so why should decision makers ignore a Cassandra? Now a cybersecurity firm CEO, Clarke is an expert at figuring out who is a conspiracy theorist and who is a credible source. He explains his method through a few case studies—on the Bernie Madoff Ponzi scheme, the Fukushima nuclear plant meltdown, and others—from his new book, “Warnings: Finding Cassandras to Stop Catastrophes.”

Forest Reinhardt and Michael Toffel, Harvard Business School professors, talk about how a giant, global enterprise that operates and owns assets at sea level is fighting climate change—and adapting to it. They discuss what the private sector can learn from the U.S. Navy’s scientific and sober view of the world. Reinhardt and Toffel are the authors of “Managing Climate Change: Lessons from the U.S. Navy” in the July–August 2017 issue of Harvard Business Review.

Aron Ain, the CEO of Kronos Incorporated, explains why unlimited vacation can be in the best interests of employees and the organization. He describes how his software company tracks requests for time off and the conversations he's had with skeptical managers and longtime employees. Ain says the "open vacation" program benefits the business and serves as a template for other companies figuring out how to make unlimited vacation work for them.

Moshe Cohen, a senior lecturer at Boston University's Questrom School of Business, says you can't take the emotion out of a negotiation. After all, negotiations revolve around conflict, risk, and reward — which are inherently emotional. Instead of sidelining your feelings, understand them. Cohen explains how to understand your triggers and use your emotions and those of your counterparts to your advantage.

Tsedal Neeley, a professor at Harvard Business School, and Paul Leonardi, a management professor at UC Santa Barbara, talk about the potential that applications such as Slack, Yammer, and Microsoft Teams have for strengthening employee collaboration, productivity, and organizational culture. They discuss their research showing how effective these tools can be and warn about common traps companies face when they implement them. Neeley and Leonardi are co-authors of the article "What Managers Need to Know About Social Tools" in the November-December 2017 issue of Harvard Business Review.

Dominic Barton, the global managing partner of McKinsey&Company, discusses the firm’s sustainability efforts. He talks about the wake-up call he got about sustainability and how he tries to convince CEOs hesitant to make it part of their business model that doing so will improve company performance. He says he sees companies thinking about the environment. “But the speed and scale of what we need to do — I don’t think it’s sufficient.”

Nancy Rothbard, a professor of management at the University of Pennsylvania’s Wharton School, draws a distinction between workaholism and working long hours. She explains the health consequences of being addicted to your work. She also gives practical advice for managing work addiction, whether it’s you who’s suffering, your direct report, boss, peer, or partner. Rothbard is the coauthor of the HBR article "How Being a Workaholic Differs from Working Long Hours — and Why That Matters for Your Health."

Former U.S. President Bill Clinton and author James Patterson discuss their new novel, The President is Missing, in which a fictional president fights a cybersecurity attack amid intense political dysfunction. The coauthors share their lessons for collaborating across disparate skillsets — “clarity on the objective” and “don’t be afraid to admit what you don’t know.” They also talk about their research into cybersecurity threats and how realistic their thriller scenario could be.

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.

Ming Zeng, the chief strategy officer at Alibaba, talks about how the China-based e-commerce company was able to create the biggest online shopping site in the world. He credits Alibaba’s retail and distribution juggernaut to leveraging automation, algorithms, and networks to better serve customers. And he says in the future, successful digital companies will use technologies such as artificial intelligence, the mobile internet, and cloud computing to redefine how value is created. Zeng is the author of "Smart Business: What Alibaba's Success Reveals about the Future of Strategy.”

Krista Tippett, host of "On Being," believes we are in the middle of a big shift in the workplace. For a long time, she says, we were taught to keep all of our personal opinions and problems out of the office — even if that wasn't the reality. Now, as worker expectations change and people bring more of their authentic selves to work, Tippett says managers need to discover how to allow more honesty and emotions and humanity in the workplace, while still delivering in a high-performing environment.

Gary Pisano, professor at Harvard Business School, studies innovation at companies large and small. He says there’s too much focus on the positive, fun side of innovative cultures and too little understanding of the difficult truths behind sustained innovation. From candid feedback, to strong leadership, to individual accountability and competence, to disciplined choices, Pisano says leaders need to understand and communicate these realities. He's the author of the HBR article “The Hard Truth About Innovative Cultures” and the new book “Creative Construction: The DNA of Sustained Innovation.”

Scott Kupor, managing partner at Andreessen Horowitz, says there's a lot about navigating the venture capital world that entrepreneurs don't understand. Some can't figure out how to get in the door. Others fail to deliver persuasive pitches. Many don't know how the deals and relationships really work. Kupor outlines what he and his partners look for in founding teams and business ideas and explains how start-ups work with VCs to become successful companies. He also discusses how Silicon Valley can do a better job of finding more diverse talent and funding new types of ventures. Kupor is the author of the book "Secrets of Sand Hill Road: Venture Capital and How to Get It."

Richard Boyatzis, professor at Case Western Reserve University, says that every professional can benefit from having a coach — and serving as one for someone else. He says that a coaching relationship moves beyond mentoring or sponsoring in that it focuses on long-term values and aspirations. The best coaches encourage a positive mindset and ask probing questions to help people make the best choices, not only in their careers but also in their personal lives. Boyatzis is coauthor of the HBR article "Coaching for Change."

Andrew McAfee, co-director of the MIT Initiative on the Digital Economy, explains how the U.S. economy is growing and actually using less and less stuff to do so. Thanks to new technologies, many advanced economies are reducing their use of timber, metals, fertilizer, and other resources. McAfee says this dematerialization trend is spreading to other parts of the globe. While it’s not happening fast enough to stop climate change, he believes it offers some hope for environmental protection when combined with effective public policy. McAfee is the author of the book “More from Less: The Surprising Story of How We Learned to Prosper Using Fewer Resources—and What Happens Next.”

Nir Eyal, an expert on technology and psychology, says that we all need to learn to be less distracted into activities that don't help us achieve what we want to each day. Unwelcome behaviors can range from social media scrolling and bingeing on YouTube videos to chatting with colleagues or answering non-urgent emails. To break these habits, we start by recognizing that it is often our own emotions, not our devices, that distract us. We must then recognize the difference between traction (values-aligned work or leisure) and distraction (not) and make time in our schedules for more of the former. Eyal also has tips for protecting ourselves from the external distractions that do come at us and tools to force us to focus on bigger-picture goals. He is the author of the book "Indistractable: How to Control Your Attention and Choose Your Life."

Dave Ulrich, professor at the University of Michigan Ross School of Business, argues today's companies need to replace old hierarchical models with he calls a “market-oriented ecosystem.” From research at Alibaba, Google, Huawei, Supercell, and others, he shows the impressive results of orienting teams and processes toward market opportunities. Ulrich is the coauthor, along with Tencent senior advisor Arthur Yeung, of “Reinventing the Organization: How Companies Can Deliver Radically Greater Value in Fast-Changing Markets.”

Melinda Gates, cochair of the Bill & Melinda Gates Foundation and founder of Pivotal Ventures, is committing $1 billion over the next ten years to advance gender equality. She says evidence shows it's the best way to drive economic development in nations and performance in companies. She shares her own stories as a female executive at Microsoft, a working mother, and a nonprofit leader learning from women around the world. Gates is the author of the HBR article "Gender Equality Is Within Our Reach."

Pauline Brown, former chairman of North America for the luxury goods company LVMH, argues that in additional to traditional and emotional intelligence, great leaders also need to develop what she calls aesthetic intelligence. This means knowing what good taste is and thinking about how your services and products stimulate all five senses to create delight. Brown argues that in today's crowded marketplace, this kind of AI is what will set companies apart -- and not just in the consumer products and luxury sectors. B2B or B2C, small or large, digital or bricks-and-mortar, all organizations need to hire and train people to think this way. Brown is the author of the book "Aesthetic Intelligence: How to Boost It and Use It in Business and Beyond."

Michelle King, director of inclusion at Netflix, says it’s time to stop telling women to adapt to the male-dominated workplace and time for the workplace itself to change. Her prior academic research shows that diversity training and anti-harassment efforts address important issues but fall short of creating gender equality in organizations. She identifies the real obstacles and shares how leaders can create a culture of equality at work, for women and men alike. King is the author of the book "The Fix: Overcome the Invisible Barriers That Are Holding Women Back at Work.”

Rebecca Henderson, professor at Harvard Business School, says that both capitalism and democracy are failing us. She argues that it will take public and private leaders working together to simultaneously fix these two systems because free markets don't function well without free politics and healthy government needs corporate support to survive. She is calling on the business community to take the first step. Henderson is the author of the upcoming book "Reimagining Capitalism in a World on Fire." And the March Big Idea article, "The Business Case for Saving Democracy."

In 1863, U.S. President Abraham Lincoln wrote a scathing letter to his top Union general, who had squandered a chance to end the Civil War. Then Lincoln folded it up and tucked it away in his desk. He never sent it. Lincoln understood that the first action that comes to mind is often counter-productive. In the third episode of a four-part special series on leadership, HBR Editor in Chief Adi Ignatius and Harvard Business School professor and historian Nancy Koehn explore Lincoln’s career both before and during America’s greatest crisis. They discover lessons on how to learn continuously, communicate values, and exercise emotional self-control.

Alex Lazarow, venture capitalist at Cathay Innovation, says that start-ups in cities around the U.S. and the world are creating their own rules for success. While Silicon Valley companies have sparked key innovations and generated huge wealth over the past few decades, not everyone should use them as a model going forward. In fact, we can learn more from frontier entrepreneurs, who are thinking more creatively about raising capital, sourcing talent, and pursuing social impact. Lazarow is the author of the book "Out-Innovate: How Global Entrepreneurs--from Delhi to Detroit--Are Rewriting the Rules of Silicon Valley."

Vivek Murthy, former U.S. Surgeon General, says that, even before the Covid-19 pandemic, we were facing another health crisis: loneliness. Studies show that, around the world, more people have been feeling a greater sense of social isolation, which has many negative affects, including increased blood pressure, reduced immune response, and decreased engagement and productivity at work. But organizations can be a place where people find a greater sense of belonging. Murthy wants us to take loneliness more seriously and focus on fostering the types of authentic connections -- face-to-face and virtual -- that we need to combat it. He's the author of the book "Together: The Healing Power of Human Connection in a Sometimes Lonely World."

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