Larry Summers, former U.S. treasury secretary, is calling on American business leaders to stand up to President Donald Trump. Summers sharply criticizes the administration’s protectionist agenda, and he says it’s time for executives to call out how those policies undermine the economy and the country's best interests in the long term.

Scott D. Anthony, Innosight managing partner, discusses why established corporations should be better at handling disruptive threats. He lays out a practical approach to transform a company’s existing business while creating future business. It hinges on a “capabilities link,” which means using corporate assets—that startups don’t have—to fight unfairly. He also discusses the leadership qualities of executives who effectively navigate their companies’ imminent disruption. Anthony is the coauthor of the new book, “Dual Transformation: How to Reposition Today’s Business While Creating the Future.”

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.”

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."

Chris Kuenne, entrepreneurship lecturer at Princeton, and John Danner, senior fellow at the Lester Center for Entrepreneurship at UC Berkeley’s Haas School of Business talk about one of the least understood factors that leads to success at scale: the personality of the company founder. Their research describes four distinct types of highly successful entrepreneurial personalities: the Driver, the Explorer, the Crusader, and the Captain. While popular culture currently celebrates big-ego personalities in the mold of Steve Jobs, the interview guests show how different kinds of people succeed at that level. Kuenne and Danner are co-authors of the new book, “Built for Growth: How Builder Personality Shapes Your Business, Your Team, and Your Ability to Win.”

Robert Austin, a professor at Ivey Business School, and Gary Pisano, a professor at Harvard Business School, talk about the growing number of pioneering firms that are actively identifying and hiring more employees with autism spectrum disorder and other forms of neurodiversity. Global companies such as SAP and Hewlett Packard Enterprise are customizing their hiring and onboarding processes to enable highly-talented individuals, who might have eccentricities that keep them from passing a job interview — to succeed and deliver uncommon value. Austin and Pisano talk about the challenges, the lessons for managers and organizations, and the difference made in the lives of an underemployed population. Austin and Pisano are the co-authors of the article, “Neurodiversity as a Competitive Advantage” in the May-June 2017 issue of Harvard Business Review.

Dan McGinn, senior editor at Harvard Business Review, talks about what businesspeople can learn from how top performers and athletes prepare for their big moments. In business, a big sales meeting, presentation, or interview can be pivotal to success. The same goes for pep talks that motivate employees. McGinn talks about both the research and practical applications of mental preparation and motivation. He’s the author of the book, "Psyched Up: How the Science of Mental Preparation Can Help You Succeed." His article, “The Science of Pep Talks,” is in the July-August 2017 issue of Harvard Business Review.

Steve Blank, entrepreneurship lecturer at Stanford, UC Berkeley, and Columbia, talks about his experience of coming to Silicon Valley and building companies from the ground up. He shares how he learned to apply customer discovery methods to emerging high technology startups. And he explains why he believes most established companies are still failing to apply lean startup methodology in their corporate innovation programs. Blank is the author of the HBR article, "Why the Lean Start-Up Changes Everything."

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.”

Raffaella Sadun, a professor at Harvard Business School, explains why seemingly common-sensical management practices are so hard to implement. After surveying thousands of organizations across the world, she found that only 6% of firms qualified as highly well-managed — and that managers mistakenly assumed they were all above average. She is a co-author of “Why Do We Undervalue Competent Management?” in the September–October 2017 issue of Harvard Business Review.

Jennifer Riel, an adjunct professor at the Rotman School of Management, presents a model way to solve problems: integrative thinking. It’s taking the best from two inadequate options to come up with a successful solution. She gives examples from the film industry to show how CEOs have put the process to work. Riel is the co-author, along with Roger Martin, of the book “Creating Great Choices: A Leader’s Guide to Integrative Thinking.”

Dorie Clark, a marketing strategy consultant, answers a burning question: how do people make money off of what they know? She outlines the options for experts who want to monetize their knowledge. Clark explains, using herself and other successful solopreneurs as examples, how to earn revenue from public speaking, podcasting, e-books, and online courses. She also goes over what to charge and when to get an assistant. Clark teaches at Duke University’s Fuqua School of Business and is the author of the new book “Entrepreneurial You.”

Nancy Koehn, a Harvard Business School historian, tells the life stories of three influential leaders: the abolitionist Frederick Douglass, the pacifist Dietrich Bonhoeffer, and the ecologist Rachel Carson. They all overcame personal challenges to achieve and inspire social change. In Koehn’s new book, "Forged in Crisis: The Power of Courageous Leadership in Turbulent Times," she argues that tomorrow's leaders of social change will come from the business world.

Freek Vermeulen, an associate professor of strategy and entrepreneurship at the London Business School, argues that too many companies are following so-called best practices that are actually holding them back. They do it because of deep-seated industry tradition—and because it’s hard to know how seemingly successful business models will hold up over the long term. That’s why, he says, organizations should avoid benchmarking and instead routinely test their business practices before there’s a problem. Vermeulen is the author of “Breaking Bad Habits: Defy Industry Norms and Reinvigorate Your Business.”

Andrew Liveris, the CEO of Dow Chemical, discusses the 120-year-old company’s ambitious sustainability agenda. He says an environmentally driven business model is good for the earth—and the bottom line. Liveris is one of the CEOs contributing to Harvard Business Review’s Future Economy Project, in which leaders detail their company’s efforts to adapt to and mitigate climate change.

Aaron Levie, the CEO of Box, reflects on the cloud storage company’s entry into the enterprise market. He was skeptical about pivoting away from consumers, and it was challenging. But by staying disciplined with the product and deeply understanding market trends, they've made the strategic shift from B2C to B2B work.

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.

Jay Conger, a leadership professor at Claremont McKenna College, goes behind the scenes to show how you can get on, and stay on, your company's fast track. He demystifies how companies (often very secretly) develop and update their list of high-potential employees. And he discusses five critical "X factors" his research has shown are common to high-potential employees. Conger is the co-author of the new book, "The High Potential's Advantage: Get Noticed, Impress Your Bosses, and Become a Top Leader."

Drew Gilpin Faust, the president of Harvard University, talks about leading the institution through a decade of change, from the financial crisis to the Trump era. Faust discusses how communicating as a leader is different from communicating as an expert, the surprising ways her study of U.S. Civil War history prepared her for the top job, and what it's like to be the first female president in the University's four-century history.

Dan Cable, a professor of organizational behavior at London Business School, explains why people often lose their enthusiasm for their work and how leaders can help them get it back. He says we shouldn’t forget that as humans we all need to explore and have purpose — and without that, we languish. Cable offers ideas for restoring people’s passion for their jobs. He’s the author of “Alive at Work: The Neuroscience of Helping Your People Love What They Do.”

Whitney Johnson, an executive coach, argues that on-the-job learning is the key to keeping people motivated. When managers understand that, and understand where the people they manage are on their individual learning curve — the low end, the sweet spot, or the high end — employees are engaged, productive, and innovative. Johnson is the author of the book “Build an A-Team: Play to Their Strengths and Lead Them Up the Learning Curve.”

Jennifer Petriglieri, an assistant professor of organizational behavior at INSEAD, asks company leaders to consider whether they really need to relocate their high-potential employees or make them travel so much. She says moving around is particularly hard on dual-career couples. And if workers can't set boundaries around mobility and flexibility, she argues, firms lose out on talent. Petriglieri is the author of the HBR article “Talent Management and the Dual-Career Couple.”

Bhaskar Chakravorti, the dean of global business at The Fletcher School at Tufts University, analyzes the economic impact of India’s unprecedented demonetization move in 2016. With no advance warning, India pulled the two largest banknotes from circulation, notes that accounted for 86% of cash transactions in a country where most payments happen in cash. Chakravorti discusses the impact on consumers, businesses, and digital payment providers, and whether Indian policymakers reached their anti-corruption goals. He’s the author of the article “One Year After India Killed Off Cash, Here’s What Other Countries Should Learn From It.”

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.

Howard Yu, Lego Professor of Management and Innovation at IMD Business School in Switzerland, discusses how the industrial cluster in the Swiss city of Basel is a unique example of enduring competitive advantage. He explains how early dye makers were able to continually jump to new capabilities and thrive for generations. He says the story of those companies offers a counter-narrative to the pessimistic view that unless your company is Google or Apple, you can’t stay ahead of the competition for long. Yu is the author of “LEAP: How to Thrive in a World Where Everything Can Be Copied.”

Katherine Phillips, a professor at Columbia Business School, discusses research showing that African-Americans are often reluctant to tell their white colleagues about their personal lives — and that it hurts their careers. She says people should expect and welcome differences at work, and she gives practical advice for strengthening connections among colleagues of different racial backgrounds. Phillips is a coauthor of the article “Diversity and Authenticity,” in the March–April 2018 issue of Harvard Business Review.

Marc Effron, president of the Talent Strategy Group, looked at the scientific literature behind high performance at work and identified eight steps we can all take to get an edge. Among those steps is taking care of your body -- sleep, exercise, and nutrition. But the most important is sleep. He offers some practical advice on getting more and better rest, and making time to exercise. Effron is the author of the new book, "8 Steps to High Performance: Focus On What You Can Change (Ignore the Rest)."

Mike Ovitz, a cofounder of Creative Artists Agency and former president of The Walt Disney Company, says there are many parallels between the movie and music industry of the 1970s and 1980s and Silicon Valley today. When it comes to managing creatives, he says you have to have patience and believe in the work. But to get that work made, you have to have shrewd negotiating skills. Ovitz says he now regrets some of the ways he approached business in his earlier years, and advises young entrepreneurs about what he's learned along the way. He's the author of the new memoir "Who Is Michael Ovitz?" Editor's note: This post was updated September 26, 2018 to correct the title of Ovitz's book.

Bill Kerr, a professor at Harvard Business School, studies the increasing importance of talent clusters in our age of rapid technological advances. He argues that while talent and industries have always had a tendency to cluster, today's trend towards San Francisco, Boston, London and a handful of other cities is different. Companies need to react and tap into those talent pools, but moving the company to one isn't always an option. Kerr talks about the three main ways companies can access talent. He's the author of the HBR article "Navigating Talent Hot Spots," as well as the book "The Gift of Global Talent: How Migration Shapes Business, Economy & Society."

David Smith, associate professor of sociology at the U.S. Naval War College, and Brad Johnson, professor of psychology at the United States Naval Academy, argue that it is vital for more men to mentor women in the workplace. In the post-#MeToo world, some men have shied away from cross-gender relationships at work. But Smith and Johnson say these relationships offer big gains to mentees, mentors, and organizations. They offer their advice on how men can be thoughtful allies to the women they work with. They are the authors of "Athena Rising: How and Why Men Should Mentor Women.”

Caitlin Rosenthal, assistant professor of history at UC Berkeley, argues there are strong parallels between the accounting practices used by slaveholders and modern business practices. While we know slavery's economic impact on the United States, Rosenthal says we need to look closer at the details — down to accounting ledgers – to truly understand what abolitionists and slaves were up against, and how those practices still influence business and management today. She's the author of the book, "Accounting for Slavery: Masters and Management."

Herminia Ibarra, a professor at the London Business School, argues that job transitions — even exciting ones that you've chosen — can come with all kinds of unexpected emotions. Going from a job that is known and helped define your identity to a new position brings all kinds of challenges. Ibarra says that it's important to recognize how these changes are affecting you but to keep moving forward and even take the opportunity to reinvent yourself in your new role.

Mo Gawdat, founder of One Billion Happy and former Chief Business Officer at Google's X, spent years working in technological innovation. At Google's so-called "dream factory," he learned how to operationalize moonshot ventures aiming to solve some of the world's hardest problems. But then a personal tragedy — the loss of his son — set him on a new path. Gawdat launched a startup with the moonshot goal of helping one billion people find happiness. Gawdat is also the author of "Solve for Happy: Engineer Your Path to Joy."

Teresa Amabile, professor at Harvard Business School, is approaching her own retirement by researching how ending your work career affects your sense of self. She says important psychological shifts take place leading up to, and during, retirement. That holds especially true for workers who identify strongly with their job and organization. Amabile and her fellow researchers have identified two main processes that retirees go through: life restructuring and identity bridging.

Reshma Saujani, founder of Girls Who Code, is on a mission to get more young women into computer science. She says the problem isn't lack of interest. Her non-profit organization has trained thousands of girls to code, and the ranks of female science and engineering graduates continue to grow. And yet men still dominate the tech industry. Saujani believes companies can certainly do more to promote diversity. But she also wants girls and women to stop letting perfectionism hold them back from volunteering for the most challenging tasks and jobs. She is the author of the book "Brave, Not Perfect: Fear Less, Fail More, and Live Bolder."

Ryan Buell, associate professor at Harvard Business School, says the never-ending quest for operational efficiency is having unintended consequences. When customers don’t see the work that’s being done in back offices, offshore factories, and algorithms, they’re less satisfied with their purchases. Buell believes organizations should deliberately design windows into and out of operations. He says increasing operational transparency helps customers and employees alike appreciate the value being created. Buell is the author of the HBR article "Operational Transparency."

Tomas Chamorro-Premuzic, a psychologist and chief talent scientist at ManpowerGroup, says we're not picking leaders in the right way. While we should be promoting people based on their competence and potential, it's often the incompetent, overconfident candidates -- most of them men -- who get ahead. Studies show that, by many measures, women are actually better equipped to become strong, successful managers. But the solution to getting more of them into the executive ranks isn't quotas or other initiatives that mandate gender diversity. To improve leadership across the board, we need to focus on the metrics proven to enhance performance and set higher standards for everyone. Chamorro-Premuzic is also a professor of business psychology at University College London and Columbia University, and the author of the book "Why Do So Many Incompetent Men Become Leaders?: (And How to Fix It)" (Harvard Business Review Press, 2019).

Safi Bahcall, a former biotech CEO, began his career as a theoretical physicist before joining the business world. He compares the moment that innovative companies become complacent ones to a glass of water freezing, becoming ice. The elements are the same, but the structure of the company has changed. Bahcall offers ways for growing companies to avoid these inevitable forces and continue to innovate. He's the author of the book "Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries" and the HBR article “The Innovation Equation."

Harvard Business School professors and hosts Youngme Moon, Mihir Desai, and Felix Oberholzer-Gee discuss news at the crossroads of business and culture. In this episode, they analyze the current food delivery wars and garner some lessons in crisis management from Boeing. "After Hours" is part of HBR Presents, a new network of business podcasts curated by HBR editors. For our full lineup of shows, search “HBR” on your favorite podcast app or visit hbr.org/podcasts.

Entrepreneur, investor, and podcast host Azeem Azhar looks at some of the biggest issues at the intersection of technology and society, with a focus this season on artificial intelligence. In this episode, he speaks with University of Bath professor Joanna Bryson on the kind of professional and ethical standards that need to be put in place as AI continues to grow as an industry. "Exponential View with Azeem Azhar" is part of HBR Presents, a new network of business podcasts curated by HBR editors. For our full lineup of shows, search “HBR” on your favorite podcast app or visit hbr.org/podcasts.

Patrick McGinnis, creator of the term FOMO, engages business leaders, entrepreneurs, politicians and more about the paths they’ve taken in life – and what they’ve let go of. In this episode, he speaks with Zola CEO Shan-Lyn Ma and Female Founders Fund founder Anu Duggal about how women are driving diversity in the start-up world. "FOMO Sapiens with Patrick J. McGinnis" is part of HBR Presents, a new network of business podcasts curated by HBR editors. For our full lineup of shows, search “HBR” on your favorite podcast app or visit hbr.org/podcasts.

Kimberly Whitler, assistant professor at the University of Virginia Darden School of Business, believes the days of transplanting well-worn Western marketing practices into national markets may be numbered. She has researched marketing campaigns in China and finds they are faster, cheaper, and often more effective than traditional Western ones. Moreover, she argues they may be better suited to today’s global marketplace. Whitler is the author of the HBR article “What Western Marketers Can Learn from China.”

Harvard Business School's Brian Kenny is joined by professors to distill the school's legendary case studies into podcast form, giving listeners important takeaways they can use in their own businesses and careers. In this episode, Harvard Business School professors Leslie John and Mitch Weiss discuss a case on the city of Toronto, and how it is experimenting with various smart city ideas born of the Google spin-off Sidewalk Labs. "Cold Call" is part of HBR Presents, a new network of business podcasts curated by HBR editors. For our full lineup of shows, search “HBR” on your favorite podcast app or visit hbr.org/podcasts.

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."

Sylvia Ann Hewlett, an economist and the founder of the Center for Talent Innovation, has studied the difference between mentoring and sponsorship and what leaders have to gain from the latter. She says it's important to seek out protégés who outperform, are exceptionally trustworthy, and, most importantly, offer skills, knowledge, and perspectives that differ from your own, so you can maximize the benefits for both parties. Hewlett brings real-world lessons from several successful pairings and tips on how to effectively launch and manage these long-term relationships. She's the author of the book "The Sponsor Effect: How to Be a Better Leader by Investing in Others."

Daisy Dowling, founder and CEO of Workparent, says that moms and dads with jobs outside the home don't have to feel stressed or guilty about trying to balance their professional and personal lives. The key is to tease apart the different challenges -- from coping with feelings of loss to managing practicalities -- and to adopt strategies to better guide you through each. She points out that while a lot of emphasis is placed on parental leave, and especially new mothers, people at all stages of parenting need practical, immediate, and effective solutions they can implement themselves. Dowling is the author of the HBR article "A Working Parent’s Survival Guide."

Julie Zhuo, Facebook’s VP of product design, started at the company as its first intern and became a manager at the age of 25. Like many first-time bosses, she made many missteps and acted how she thought managers were supposed to act. Eventually, she grew to find joy in the role and today she leads hundreds of people. She says that becoming a great manager also helps you know yourself better. Zhuo is the author of the book "The Making of a Manager: What to Do When Everyone Looks to You."

Oliver Hart, Nobel-winning Harvard economist, and Kate Vitasek, faculty at the University of Tennessee, argue that many business contracts are imperfect, no matter how bulletproof you try to make them. Especially in complicated relationships such as outsourcing, one side ends up feeling like they're getting a bad deal, and it can spiral into a tit for tat battle. Hart and Vitasek argue that companies should instead adopt so-called relational contracts. Their research shows that creating a general playbook built around principles like fairness and reciprocity offers greater benefits to both businesses. Hart and Vitasek, with the Swedish attorney David Frydlinger, cowrote the HBR article "A New Approach to Contracts."

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."

On The Anxious Achiever, Morra Aarons-Mele explores the way anxiety, depression, and other mental health issues affect people at work – for better or worse. In this episode, she speaks with clinical psychologist Ellen Hendriksen and Arvind Rajan, the CEO of Cricket Health, about the tension between work and social anxiety. "The Anxious Achiever with Morra Aarons-Mele" is part of HBR Presents, a new network of business podcasts curated by HBR editors. For our full lineup of shows, search “HBR” on your favorite podcast app or visit hbr.org/podcasts.