With insights from A.G. Lafley, Dan Ariely, Bob Sutton, Daniel Pink, and more.

Bernd Vogel, assistant professor of leadership and organizational behavior at the Henley Business School and coauthor of "Fully Charged."

Jonah Keri, sports and stock market writer; author of "The Extra 2%."

Douglas Conant, former CEO of Campbell's Soup Company.

Gary Hamel, director of the Management Innovation eXchange and author of the HBR article "First, Let's Fire All the Managers."

Jeanne Meister, partner at Future Workplace and contributor to the "HBR Guide to Managing Up and Across."

Bruce Feiler, New York Times columnist and author of "The Secrets of Happy Families."

Dr. Maya Angelou, renowned author.

The managing director of the International Monetary Fund talks with HBR editor in chief Adi Ignatius.

The Dilbert creator talks with HBR senior editor Dan McGinn.

Eric Clayberg, Google software-engineering manager, talks with Harvard Business School professor David Garvin about the feedback and training that he and others at the company receive through Project Oxygen.

Freek Vermeulen of London Business School explains how best practices become bad practices.

Amy Bernstein, editor of HBR, offers executive summaries of the major features.

The former Secretary of Defense talks with HBR editor-in-chief Adi Ignatius about his new book, "Duty: Memoirs of a Secretary at War."

Jeffrey Joerres, CEO of ManpowerGroup, on finding the talent you need in an unpredictable world.

Sam Palmisano, former CEO of IBM, on striking a balance between running a company for the long term and keeping investors happy.

J. Craig Venter, the biologist who led the effort to sequence human DNA, on unlocking the human genome and the importance of building extraordinary teams for long-term results.

Eric Schmidt, executive chairman, and Jonathan Rosenberg, former SVP of products, explain how the company manages their smart, creative team.

Muriel Maignan Wilkins, coauthor of "Own the Room," on the flaws everyone's too polite to point out.

Timothy Morey and Allison Schoop, both of frog, on designing customer data systems that promote transparency and trust.

Amy Gallo, author of the "HBR Guide to Managing Conflict at Work," explains the options.

Todd Rose, the Director of the Mind, Brain, & Education program at the Harvard Graduate School of Education and the author of "The End of Average: How to Succeed in a World That Values Sameness," explains why we should stop using averages to understand individuals.

Darrell Rigby of Bain and Jeff Sutherland of Scrum explain the rise of lean, iterative management tactics, and how to implement them yourself.

More of us are working in organizations employing a mix of freelancers, contractors, consultants, and full-timers, explains Jonathan Younger, coauthor with Norm Smallwood of "Agile Talent: How to Source and Manage Outside Experts."

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

Tanya Menon, associate professor at Fisher College of Management, Ohio State University, explains how to recognize if your management style is too hands off. She's the co-author of "Stop Spending, Start Managing: Strategies to Transform Wasteful Habits."

Michael Mankins, Bain & Company partner and head of the firm's Organization practice, explains how organizations unintentionally fail to manage their employees' time and energy. He also lays out what managers can do to reduce what he calls organizational drag. Mankins is a coauthor of "Time, Talent, Energy: Overcome Organizational Drag and Unleash Your Team’s Productive Power."

Hal Gregersen, executive director of the MIT Leadership Center at Sloan School of Management, says too many CEOs and executives are in a bubble, one that shields them from the reality of what’s happening in the world and in their businesses. The higher you rise, the worse it gets. Gregersen discusses practical steps top managers can make to ask better questions, improve the flow of information, and more clearly see what matters. His article “Bursting the CEO Bubble” is in the March-April 2017 issue of Harvard Business Review.

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.”

Rebecca Shambaugh, a leadership coach, says being too collaborative can actually hold you back at work. Instead of showing how well you build consensus and work with others, it can look like indecision or failure to prioritize. She explains what to do if you over-collaborate, how to manage someone who does, and offers some advice for women — whose bosses are more likely to see them as overly consensus-driven. Shambaugh is the author of the books "It's Not a Glass Ceiling, It's a Sticky Floor" and "Make Room For Her."

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."

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."

Marcus Buckingham, head of people and performance research at the ADP Research Institute, and Ashley Goodall, senior vice president of leadership and team intelligence at Cisco Systems, say that managers and organizations are overestimating the importance of critical feedback. They argue that, in focusing our efforts on correcting weaknesses and rounding people out, we lose the ability to get exceptional performance from them. Instead, we should focus on strengths and push everyone to shine in their own areas. To do that, companies need to rethink the way they review, pay, and promote their employees. Buckingham and Goodall are the authors of the book "Nine Lies About Work: A Freethinking Leader's Guide to the Real World" and the HBR article "The Feedback Fallacy."

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."

Sari Wilde, a managing vice president at Gartner, studied 5,000 managers and identified four different types of leaders. The surprising result is that the “always on” manager is less effective at developing employees, even though many companies encourage supervisors to give constant feedback. Instead, the “connector” manager is the most effective, because they facilitate productive interactions across the organization. Wilde explains what the best connector managers do, how to be one, and how to work for one. With Jaime Roca, Wilde wrote the book “The Connector Manager: Why Some Leaders Build Exceptional Talent -- and Others Don’t.”

Henry Chesbrough, adjunct professor at the University of California Berkeley Haas School of Business, coined the term "open innovation" over a decade ago. This is the practice of sourcing ideas outside your own organization as well as sharing your own research with others. However, he says that despite a booming economy in Silicon Valley, companies aren't executing on open innovation as well as they should. They are outsourcing, but not collaborating, and fewer value-added new products and services are being created as a result. He's the author of the book "Open Innovation Results: Going Beyond the Hype and Getting Down to Business".

Eric McNulty, associate director of Harvard’s National Preparedness Leadership Initiative, studies how managers successfully lead their companies through crises such as the Deepwater Horizon oil disaster and the Boston Marathon terror attack. He identifies the common traps that leaders fall into and shares how the best ones excel by thinking longer-term and trusting their teams with operational details. He also finds that companies that put people ahead of the bottom line tend to weather these storms better. McNulty is a coauthor of the book “You’re It: Crisis, Change, and How to Lead When It Matters Most” and the HBR article “Are You Leading Through Crisis… Or Managing the Response?”

Courtesy of the creators of BAGPATCH, the colorful peel-and-stick woven labels with sassy messages to help travelers ID their luggage.

Custom jeweler quadruples studio space, adds another retail location as national sales increase.

Sales and marketing firm Smart Advantages take time out to enjoy Winterval in Waterford, Ireland.

Wags-n-Whiskers-Giftbaskets.com showcases a wide range of gifts and gift baskets dedicated to pet lovers concerned with the health and welfare of their four-legged companions.

Weldon's Jewellers of Dublin have recently uploaded a brand new batch of exquisite diamond engagement rings to their website.

Bakery to commemorate milestone with nationwide celebration for guests on Feb. 7.

Online pawn shop PawnUp.com made another announcement about increasing their list of accepted items. This positive move is aimed at letting more people cash in on their valuables in 2013.

In partnership with APW Asset Management, McTear's announced that more than 10,000 bottles of New World's finest wines will go under the hammer in Glasgow. The sale has attracted considerable interest from collectors from across the globe.

After last year's popular Nashville Diamond Week, King Jewelers has opted to dedicate the entire month of April to diamonds and diamond jewelry. Nashville clients can benefit from discounts, gift card offers and a chance to win a special gift package

Travelers breeze through baggage claim and reduce the risk of losing their bags with BAGPATCH unique and distinctive travel accessory.

Harmon Brothers is the name of the social media ad agency that created the unforgettable Squatty Potty video spot. They've cranked out a number of other ads that also went viral (Poo-Pourri, Purple mattresses, Chatbooks, Lume deodorant), helping propel those businesses into multimillion dollar companies.

To help product companies that are struggling during the downturn, Harmon Brothers has announced they're giving away, sweepstakes-style, a $100,000 video marketing campaign. As long as you've got "a product or service that solves a real problem for real people," you're eligible to apply to their "$100K Poop to Gold Giveaway," as it's called.

Ten semifinalists will be chosen, and the Grand Prize winner gets the free campaign. But the other nine aren't left to hang: They get free coaching and/or a year of free access to the online Harmon Brothers University, where they've distilled their formula for going viral into online lessons.

Here are the details of how to enter: