Stefanie Stantcheva, economist at Harvard University, founded the Social Economics Lab to study inequality, our feelings about it, and how policies influence it. She says when we estimate how much money our colleagues make or how much taxes impact us, we are often very far off from the truth. Her research also shows that our misconceptions are often linked to political beliefs. She argues that we need to be more aware of the realities of inequality if we want to create better economic opportunities.

Sarah Federman, assistant professor at the University of Baltimore, studies how companies handle their historical misdeeds and what that means for employees and customers. From insurance firms that backed slave owners to railroad companies that transported victims of the Holocaust, many legacy companies can find they played a role in past transgressions. Federman makes a moral and practical argument for uncovering and addressing these misdeeds, even though there may no longer be legal repercussions. And she shares how some leaders have been transparent, apologized, and found meaningful ways to make up for their organization's difficult history. Federman wrote the HBR article “How Companies Can Address Their Historical Transgressions: Lessons from the Slave Trade and the Holocaust.”

Looking at business news and stock market coverage over the past decade (including a few HBR articles), you'd think that just about every traditional, old-economy company has fallen prey -- or will soon -- to tech-focused competitors. But London Business School's Julian Birkinshaw says that story of disruption and destruction is overblown. His research into Fortune 500 and Global 500 organizations shows that, despite the rise of a few tech giants like Amazon and Google, many industries haven't been radically remade and that many older incumbents are still standing strong. He outlines the strategies they've used to do so, from fighting back to reinvention. Birkinshaw is the author of the HBR article “How Incumbents Survive and Thrive.”

You've probably heard about the benefits of mindfulness and how meditation can help you achieve it. But you still can't find the inclination to start or the time to practice regularly. In this short bonus episode, Rasmus Hougaard, the CEO of Potential Project and a meditation expert who has studied with the Dalai Lama, takes us through a short exercise and explains why mindfulness is a game-changer for our careers and well-being. Skeptics welcome!

"No regrets" might be a popular modern-day mantra, but it's virtually impossible to live your life without wishing you could do certain things over. Some people try to ignore these feelings; others wallow in them. But author Dan Pink, who recently conducted large U.S. and global surveys on this phenomenon, says the right approach is to instead carefully consider what we regret and why so that we can either reverse course or make better decisions in the future, as well as putting them behind us. Whether you're frustrated by bad career moves you've made, business ideas you didn't pursue, or relationships you've let falter, these regrets can be useful tools for personal growth. Pink's new book is “The Power of Regret: How Looking Backward Moves Us Forward.”

Megan Gerhardt, management professor at Miami University, studies the impact of generational conflict on organizations. She says too many leaders see generational lines as a source of division that hurts productivity. But her research shows that age is often an untapped source of diversity. When age-diverse teams are managed well, members share more knowledge, skills, and networks with each other. To foster intergenerational collaboration, she lays out a four-part framework that starts with questioning assumptions and ends with embracing mutual learning. Gerhardt is a coauthor of the HBR article "Harnessing the Power of Age Diversity.”

Madeleine Dore, an author and podcast host, offers a cure for “productivity guilt.” That’s the cycle of dejection she says many of us suffer from when we never reach the end of our lengthy to-do lists (even with modern technology to make us more efficient). Instead of trying to optimize our time, she suggests ways we can step back, listen to ourselves, and plan our days around delight. She offers tips and tricks to make this transition and explains why it can be good for business overall. Dore hosts the podcast Routines & Ruts and wrote the new book I Didn't Do the Thing Today.

At a time when 41% of us are considering quitting our jobs, it’s time for us to understand why and what we can do about it. In this special series from HBR, we’re looking at how to craft your current job around the work you really love. In this episode, we’ll explain how to identify which tasks fit that bill and can lead you to a more fulfilling and successful career. IdeaCast co-host Alison Beard speaks with Marcus Buckingham, head of research on people and performance at the ADP Research Institute and author of the new book Love + Work.

Most managers today are overwhelmed. Thanks to rapid technological change, flattening hierarchies, agile work, and new attitudes about talent, they have to do more than ever. Lynda Gratton, professor at London Business School and the founder of HSM, points to a few ways we can solve the problem: by training bosses to be people leaders, outsourcing some of their mundane management tasks, and even splitting the role so some oversee work and others focus on talent development. Gratton is the author of the book Redesigning Work and coauthor along with Diane Gherson of the HBR article “Managers Can’t Do It All.”

It's a cliche, but they say it's best to write what you know. That was the case for comedian Sarah Cooper, who rose to viral social media fame in the Trump era through her lip sync TikTok videos. She formerly worked at Yahoo and Google, and she found her way into comedy, in part, by looking at and pointing out the absurdities of corporate culture. She speaks about how humor helped her manage a team, why she took the big risk to quit her job, and how she's navigating the new work world of Hollywood. Cooper is the author of the forthcoming audio book "Let's Catch Up Soon: How I Won Friends and Influenced People Against My Will."

Underperforming state agencies, a natural disaster, and a pandemic are among the many challenges that faced Massachusetts Governor Charlie Baker and his former Chief of Staff Steve Kadish. Looking back during the final year of the Baker Administration, they say running a government is very different and often much harder than leading a private-sector company. And they share their four-part framework for breaking down complicated problems with many stakeholders to get results. It’s valuable for anyone in public service, as well as for leaders and managers in large organizations hamstrung by bureaucracy and politics. Baker and Kadish wrote the new book "Results: Getting Beyond Politics to Get Important Work Done."

In an ideal world, professional conflicts are settled with thoughtful discussion and collaborative decision-making. But that’s not usually how it works. More typically, you see leaders - or the loudest voices - win out, leaving others resentful. And sometimes people don’t even try to hash out differences of opinion; they’d prefer to avoid a fight. Bo Seo, two-time world champion debater, says we can learn to disagree in healthier, more effective ways that ultimately generate better outcomes for teams, customers, and shareholders. Seo is also the author of the book “Good Arguments: How Debate Teaches us to Listen and Be Heard.”

For a long time, we have believed that strong corporate governance is enough to prevent CEO malfeasance. However, new research shows that the lifestyle behaviors of executives can spell trouble for companies, regardless of the guardrails in place. Aiyesha Dey, an associate professor at Harvard Business School, has investigated executives’ past criminal records and the cost of their homes and automobiles. Her research has linked an individual’s materialism and propensity for rule breaking to fraud, insider trading, and risky business activities. She says that boards and other hiring bodies should pay more attention to personal behavior when picking organizational leaders. Dey wrote the HBR article "When Hiring CEOs, Focus on Character."

For years, union membership has been shrinking in the United States and many other countries. But recently we've seen a resurgence, with employees in sectors like retail, hospitality, and media organizing to collectively bargain for better pay, benefits, and job flexibility. Thomas Kochan, a professor at the MIT Sloan School of Management, has long studied how unions affect individual, team, and corporate performance. He explains why some fears about them are overblown, how workers form successful ones, and how leaders can partner with these groups to ensure the best outcomes for everyone.

Rolling Stone launched in 1967 with a mission to not only redefine music journalism but also chronicle important societal changes. Under the leadership of founding editor and publisher Jann Wenner, it published work from some of the 20th century’s greatest writers, reporters, designers and photographers. He explains how he identified and managed that talent and shares other lessons from his five decades at the forefront of rock and roll. Wenner is the author of "Like a Rolling Stone: A Memoir."

Most organizations have now accepted that the days of all their knowledge workers coming into the office full time are over. So what's next? Sid Sijbrandij, CEO and cofounder of Gitlab, thinks all-remote can be the answer. His open-source software development company took that approach from the start not because of the pandemic but because its founding team was dispersed and early employees were more productive at home. Now with more than 1,300 people spread across more than 60 countries, GitLab is said to be the world’s largest all-remote company. He shares the lessons he's learned about the best way to manage a distributed workforce.

Artificial intelligence technology has been advancing, and businesses have been putting it into action. But too many companies are just gathering a bunch of data to kick out insights and not really using AI to its fullest potential. Joshua Gans, professor at Rotman School of Management, says businesses need to apply AI more systemically. Because decision-making based on AI usually has ripple effects throughout the organization. Gans cowrote the HBR article “From Prediction to Transformation" and the new book "Power and Prediction: The Disruptive Economics of Artificial Intelligence."

In 2021, the U.S. space agency NASA launched a spacecraft toward a pair of asteroids more than 11 million kilometers away. The target? The smaller of the two asteroids, just 170 meters wide. The success of the $300 million, seven-year project demanded careful coordination of scientists, engineers, and project managers across different national space agencies. It also required strong leadership from NASA's head of science, Thomas Zurbuchen. He shares his path to an executive role at NASA, his management philosophies, and how he oversees trailblazing space missions with high risk of failure.

The idea that maximizing shareholder value takes legal and practical precedence above all else first came to prominence in the 1970s. The person who arguably did the most to advance the idea was the business school professor Michael Jensen, who wrote in Harvard Business Review and elsewhere that CEOs pursue their own interests at the expense of shareholders' interests. Among other things, he argued for stock-based incentives that would neatly align CEO and shareholder interests. Shareholder primacy rapidly became business orthodoxy. It dramatically changed how and how much executives are compensated. And it arguably distorted capitalism for a generation or more. Critics have long charged that maximizing shareholder value ultimately just encourages CEOs and shareholders to feather their own nests at the expense of everything else: jobs, wages and benefits, communities, and the environment. The past few years have seen a backlash against shareholder capitalism and the rise of so-called stakeholder capitalism. After reigning supreme for half a century, is shareholder value maximization on its way out? 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, scientific management, and emotional intelligence. Discussing shareholder value with HBR editor in chief Adi Ignatius are: Lynn Paine, professor at Harvard Business School Mihir Desai, professor at Harvard Business School Carola Frydman, professor at Kellogg School of Management Further reading: HBR: CEO Incentives—It’s Not How Much You Pay, But How, by Michael C. Jensen and Kevin J. Murphy New York Times: A Friedman doctrine‐- The Social Responsibility Of Business Is to Increase Its Profits, by Milton Friedman HBR: The Error at the Heart of Corporate Leadership, by Joseph L. Bower and Lynn S. Paine U.S. Business Roundtable: Statement on the Purpose of a Corporation, 2019

Nouriel Roubini, professor emeritus at NYU’s Stern School of Business, says that a confluence of trends – from skyrocketing public and private debt and bad monetary policies to demographic shifts and the rise of AI – are pushing the world toward catastrophe. He warns of those interconnected threats, but also has suggestions for how political and business leaders can prepare for and navigate through these challenges. He draws on decades of economic research as well as his experience accurately predicting, advising on, and observing responses to the 2008 global financial crisis, and he's the author of "Megathreats: Ten Dangerous Trends that Imperil our Future, and How to Survive Them.”

Over the past few years, organizations around the world have invested in diversity, equity, and inclusion initiatives with varying results. But to achieve lasting change, they'll need to commit to that work for much longer, says Ella Washington, organizational psychologist and professor at Georgetown University’s McDonough School of Business. Her research shows that companies move toward DEI maturity in five stages (aware, compliant, tactical, integrated, and sustainable) and each takes time to work through. She explains why some organizations get stuck, and how to overcome those challenges. Washington is author of "The Necessary Journey: Making Real Progress on Equity and Inclusion" and the HBR article "The Five Stages of DEI Maturity."

For decades, actor-producer-director Ron Howard has made popular and critically acclaimed movies while also maintaining a reputation for being one of the nicest guys in Hollywood. He explains how he turned early TV gigs into long-term success and why he often involves his cast and crew members in creative decisions. His latest film is Thirteen Lives.

Even in a slowing economy, the battle to attract and retain talent persists. But employers need to look beyond what people are currently demanding — whether it’s higher salaries, more stock options or the flexibility to work from home. Studies show that, over the long term, employees also find value in aspects of work that they overlook in the short term, such as community and opportunities for growth. Professor Amy Edmondson and INSEAD associate professor Mark Mortensen offer up strategies for a holistic talent acquisition and retention strategy that incorporates more lasting benefits, even if workers aren't asking for them right now. Edmondson and Mortensen are the authors of the HBR article "Rethink Your Employee Value Proposition."

By hosting the podcasts How I Built This and Wisdom from the Top, Guy Raz has won an inside look at how visionary leaders build their own careers and incredible companies. While many leaders have unique qualities that help them succeed, he has identified three behaviors that consistently rise to the surface. These leaders create a culture of collaboration. They encourage risk-taking. And they allow for failure. Raz shares stories of leaders of everything from Starbucks to Proctor & Gamble.

We all know that creativity is the backbone of innovation and, ultimately, business success. But we don't always think deeply about how creative people get their ideas and the steps we might take to do the same. Gabriella Rosen Kellerman, a physician and chief product and chief innovation officer at BetterUp, and Martin Seligman, a professor of psychology at the University of Pennsylvania, say there are four types of creativity -- integration, splitting, figure-ground reversal, and distal thinking -- and explain how each shows up at work. Amid startling advances in artificial intelligence, people who hone these skills will set themselves apart. Kellerman and Seligman are the authors of the HBR article “Cultivating the Four Kinds of Creativity” and the book Tomorrowmind.

Whether you're someone who enjoys ruffling feathers or the type of person who'd like to challenge the status quo but shies away, you'll benefit from understanding the best, research--backed ways to practice disagreement - even insubordination - while holding onto others' respect at work. Todd Kashdan is a psychology professor at George Mason University and the author of the book The Art of Insubordination: How to Dissent and Defy Effectively. He explains how contrarians, and those with ideas that run counter to the mainstream, can pick their battles, articulate their arguments, and gain allies along the way.

Many people believe that leaders instinctively make the best decisions based on past experience, almost like muscle memory. But Carol Kauffman, assistant professor at Harvard Medical School and the founder of the Institute of Coaching, says falling back on automatic patterns of behavior is often wrong—especially in a crisis or high-stakes choices. Instead, she explains a framework of stepping back, evaluating options, and choosing the tactics that work best in each situation. Kauffman is a coauthor, along with View Advisors founder David Noble, of the HBR article "The Power of Options" and the book Real-Time Leadership: Find Your Winning Moves When the Stakes Are High.

What seemed like science fiction for decades is now a reality: companies are selling wearable tech and monitoring devices that can sense people’s brain activity. Neurotechnology opens incredible opportunities for new products and safer workplaces. It also raises huge red flags for privacy and ethics. And managers and organizational leaders are on the front lines of these dilemmas, says Duke University School of Law professor Nita Farahany. She explains the commercial products based on neurotechnology, the impact on workers and organizations, and the need for regulations and corporate policies. Farahany wrote the book The Battle for Your Brain: Defending the Right to Think Freely in the Age of Neurotechnology.

From Theranos to Enron, we can't get enough of corporate scandals. We also can't get enough of the intriguing people who perpetrate them. But instigators of fraud are not all Disneyesque villains chasing money and power at any cost, says DePaul University accounting professor Kelly Richmond Pope. She studies white-collar crime and finds that besides intentional perpetrators, there are also accidental and righteous ones. And she shares real stories of these long-overlooked employees and explains exactly which behaviors and incentives should raise red flags for managers and leaders. Pope is the author of the new book Fool Me Once: Scams, Stories, and Secrets from the Trillion-Dollar Fraud Industry.

As a founding board member of PayPal, cofounder of LinkedIn, and a partner at Silicon Valley VC firm Greylock, Reid Hoffman has long been at the forefront of the U.S. tech industry, from the early days of social media to the launch of new artificial intelligence tools like ChatGPT. He acknowledges that technologists are often better at seeing the benefits of their products and services than they are at predicting the problems they might create. But he says that he and his peers are working harder than ever to understand and monitor the downstream effects of technological advancements and to minimize risks by adapting as they go. He speaks about the future of A.I., what he looks for in entrepreneurs, and his hopes for the future. Hoffman is the host of the podcast Masters of Scale as well as the new show Possible.

From prehistoric cave paintings to an inventor’s Eureka moment, creativity has always been described as a particularly human trait. But something strange can happen with generative artificial intelligence. Your ideas can take shape far faster. You also get ideas that you might never have imagined on your own. So, who is the creator here? What is creative work in the era of generative AI? What is innovation in this emerging world? In this episode, How Generative AI Changes Creativity, Adi Ignatius speaks with video artist and consultant Don Allen Stevenson III about how generative AI is disrupting creative work and the creative industry. Then Ignatius speaks to two innovation researchers, Jacqueline Ng Lane and David De Cremer, about changes to the creative process within organizations. Lane is a professor at Harvard Business School. De Cremer is a professor at the National University of Singapore Business School and a coauthor of the HBR article “How Generative AI Could Disrupt Creative Work.” How Generative AI Changes Everything is a special series from HBR IdeaCast. Each week, HBR editor in chief Adi Ignatius and HBR editor Amy Bernstein host conversations with experts and business leaders about the impact of generative AI on productivity, creativity and innovation, organizational culture, and strategy. The episodes publish in the IdeaCast feed each Thursday in May, after the regular Tuesday episode. And for more on ethics in the age of AI, check out HBR’s Big Idea on implementing the new technology responsibly.

You don’t have to be a famous author to suffer from writer’s block. We all can get stuck in our thought processes and mired in our actions. That's true for leaders and managers as well, explains Adam Alter, a marketing professor at the NYU Stern School of Business. He has studied how people hit plateaus or roadblocks in their work and careers. And he shares different methods for breaking free, including one proven tactic that seems very wrong: doing nothing. Alter wrote the new book Anatomy of a Breakthrough: How to Get Unstuck When It Matters Most.

Read just about any business history and you realize just how much a firm’s success depends on its culture. Without the right culture, you can't have successful innovation. You can't compete successfully. You can't thrive over the long term. So, if you want to lead your organization into a future that features generative artificial intelligence, you need to build the right culture for it. In this episode, How Generative AI Changes Organizational Culture, HBR editor Amy Bernstein speaks to two experts, Nitin Mittal and Tsedal Neeley, about how to adopt generative AI effectively and ethically within your organization. Mittal leads Deloitte’s global AI business and cowrote the book All-in On AI: How Smart Companies Win Big with Artificial Intelligence. Neeley is a professor at Harvard Business School and wrote the HBR article “8 Questions About Using AI Responsibly, Answered.” They discuss the risks, challenges, and emerging best practices of adapting organizational culture to generative AI. How Generative AI Changes Everything is a special series from HBR IdeaCast. Each week, HBR editor in chief Adi Ignatius and HBR editor Amy Bernstein host conversations with experts and business leaders about the impact of generative AI on productivity, creativity and innovation, organizational culture, and strategy. The episodes publish in the IdeaCast feed each Thursday in May, after the regular Tuesday episode. And for more on ethics in the age of AI, check out HBR’s Big Idea on implementing the new technology responsibly.

Sabbaticals have long been thought of as an academic privilege, but a growing number of companies offer them, especially since the pandemic. DJ DiDonna, a senior lecturer at Harvard Business School and founder of The Sabbatical Project, has interviewed hundreds of workers who’ve taken them and studied organizations that offer them. From his research and his own experience on a sabbatical, DiDonna shares the surprising impacts that extended time off—paid or unpaid—can have on workers, teams, and the overall organization. And he explains how organizations can make sabbaticals work both financially and culturally.

It's easy to see how big stresses at work or home -- like layoffs, illnesses, or even a complex and important project -- cause anxiety too spike. But sometimes the stresses that cause the most hard are the tiny, everyday ones that build up over time into a much bigger problem because we don't take the time to recognize and manage our reactions to them. Former HBR editor Karen Dillon and Babson College professor Rob Cross studied the most common types of "microstress" and the ways in which they impact individuals, teams, and organizations. They explain why, if left unchecked, microstress can lead to mistakes, burnout, damaged relationships, and poor mental and physical health. But they also offer advice for better handling it -- and helping others to do the same. Dillon and Cross wrote the book The Microstress Effect and the HBR article "The Hidden Toll of Microstress."

With all the hype in the startup world around unicorns and hypergrowth, entrepreneurs feel enormous pressure to raise massive amounts of cash from venture capitalists. But now, as interest rates have risen, a lot of that funding has dried up. And a growing number of founders are seeking ways to scale without burning through cash to acquire users. Mike Salguero is the CEO and founder of the meat subscription service ButcherBox. After a negative experience with venture capital at his prior company, Salguero pledged to grow his new startup without it. That meant a "Box One Profitable" strategy built on the creative leverage of influencers, laser focus on costs, and making tough decisions during the pandemic. Salguero shares how he grew a $600 million company in seven years without outside money.

There are few jobs that demand decisive, clear thinking under pressure more than that of a fighter jet pilot. But the best combat pilots don't act on gut and muscle memory alone. They train to use proven mental models for making tough, fast decisions with extremely high stakes. Hasard Lee is a U.S. Air Force fighter pilot and instructor who has learned, practiced, and taught these techniques. He breaks down the tools that individuals and organizational leaders alike can apply to some of their biggest problems and most difficult situations. Lee wrote the new book The Art of Clear Thinking: A Stealth Fighter Pilot’s Timeless Rules for Making Tough Decisions.

After decades of industrial policy that favored globalization and free trade, we are entering a new era. Prompted by the pandemic, climate change, rising geopolitical tensions and economic concerns, countries and groups of countries are once again using the power they have to intervene in the private sector, whether it's investing in drug development, offering clean energy tax breaks, or incentivizing domestic manufacturing. Harvard Business School professor Willy Shih wants to help corporate leaders navigate these changes in a way that protects their businesses, workers, and customers. He explains the new challenges - as well as opportunities. Shih wrote the HBR article, "The New Era of Industrial Policy is Here."

How does a brand or product that's been around for decades suddenly become popular with a whole new segment of consumers? Terence Reilly has some pointers. As CMO of Crocs, he used social media and celebrity collaborations to drive sales of its signature boat shoes. Now, as president at Stanley, he has made the company's durable mugs TikTok famous and bestsellers across numerous retail outlets. He explains how listening to employees and customers and acting quickly on their insights can help any organization spur growth.

Companies plan for crises and aim to be resilient and adaptive in the face of all kinds of risks, but it’s always easier said than done. And perhaps none of these threats is as serious as war. That’s what Roman Rodomansky had to prepare his company for. He’s the cofounder and COO at Ralabs, a Ukrainian software development company. As Russia prepared to invade his home country, Rodomansky and his leadership team crafted a plan to survive and keep serving clients. He shares how his firm put people first, communicated with customers, and managed to become resilient. Rodomansky wrote the HBR article “A Cofounder of Ralabs on Leading a Ukrainian Start-Up Through a Year of War.”

New AI technology enables anyone to become a programmer — opening doors to faster analytics and automation but also presenting big challenges. Organizations need policies and strategies to manage the chaos created by what Tom Davenport calls “citizen developers.” Davenport is a professor of management and information technology at Babson College, and he’s been studying how employees are using new AI tools and how companies can both encourage and benefit from this work. He suggests practical ways for team and organizational leaders and IT departments to best oversee these efforts. Davenport is coauthor of the HBR article “We’re All Programmers Now” and the book All-in On AI: How Smart Companies Win Big with Artificial Intelligence.

Many leaders realize they need to change their organization’s culture to save the business. But employees usually resist change and stick to past norms. Jay Barney, professor at the University of Utah’s Eccles School of Business, studied leaders who successfully led culture change and found one thing in common: they created and spread stories. He says it's not about making up stories but taking action — in authentic, yet theatrical and memorable ways. The new stories then emanate throughout the workforce and rewrite the old narrative. Barney explains the six rules of this practice that leaders need to follow. He’s a coauthor, with Manoel Amorim and Carlos Júlio, of The Secret of Culture Change: How to Build Authentic Stories That Transform Your Organization and the HBR article “Create Stories That Change Your Company’s Culture.”

It is now accepted wisdom that increasing the diversity of your workforce in any dimension can improve both organizational culture and performance. But one group — people living with intellectual, developmental, and physical disabilities — continues to be overlooked by many companies. Luisa Alemany, associate professor at London Business School, has studied workplaces that do recruit and hire employees with disabilities and found that it can be a true source of competitive advantage. She explains four main ways this talent strategy benefits the firm. She’s the coauthor, along with Freek Vermeulen, of the HBR article “Disability as a Source of Competitive Advantage.”

After the summer of 2020 in the United States, many organizations made a big push to increase diversity, equity, and inclusion in their ranks and operations. But now, many fear that that momentum is slipping, especially in the face of economic headwinds. Laura Morgan Roberts, organizational psychologist and professor at the University of Virginia Darden School of Business, says it is time to recommit to these efforts by creating the conditions for all workers to flourish. She explains four freedoms that organizations can foster to allow employees to become their best selves — and even be able to fade into the background when they choose. Roberts wrote the HBR Big Idea article “Where Does DEI Go From Here?”

How does someone who's been told he will die much sooner than expected find contentment in the time he has left? As a former therapist, cofounder of the Deeper Coaching Institute, and business book author, Mark Goulston has spent his entire career trying to help others manage their emotions, improve their communication, and find the right balance between the personal and the professional. Faced with his own cancer diagnosis, he's been reflecting on lessons learned in his own life, things he and clients wish they'd done differently, and how to both prepare for a "good" death and leave a meaningful legacy. He shares his newfound perspective and his advice for early, mid- and late-career leaders.

Traditionally, private equity companies have created value at the companies they own by taking on debt, restructuring, and exploiting underserved opportunities. But surging interest rates and increased competition have made it much harder to deliver strong returns. Ted Bililies, a partner and managing director of AlixPartners, says private equity leaders can no longer count on financial engineering to drive performance. Instead, they need to invest in the human capital at their portfolio companies. Bililies wrote the HBR article “Private Equity Needs a New Talent Strategy.”

Introducing HBR’s podcast for young professionals, New Here, hosted by Elainy Mata. Whether it’s your first job or a fresh start, New Here will help you build a meaningful career on your own terms. In this episode, author and personal finance expert Anne-Lyse Ngatta and author, career advisor, and past HBR IdeaCast guest Gorick Ng explain how to lay the groundwork before you ask for a raise, when and how to start the conversation with your manager, and how to navigate the negotiation that may follow.

Economic activity has long been concentrated in big metropolitan areas. But has the rise of remote work technology -- and its accelerated adoption during the pandemic -- changed that? How are talent flows between geographies changing? And what does it mean for employers? Richard Florida, professor at the Rotman School of Management at the University of Toronto known for coining the term "creative class," shares his latest research, which shows the deepening links between urban centers in various parts of the world, and he explains how these "meta cities" remain important places for people to connect. He is coauthor of the HBR article “The Rise of the Meta City.”

For a long time, conventional wisdom ruled that companies should avoid reselling their own products in used condition. There’s the threat of cannibalization, marketing confusion, and tricky logistics that can erase margins. But more name-brand retailers are jumping into resale, says Wharton marketing professor Tom Robertson. Thanks in part to Gen Z with its zeal for sustainability, he says consumer demand is rising fast for reused goods. He sees a revolution where brands cash in on resale, knowing that if they don’t own those customer relationships and sales, others will. Robertson wrote the HBR article “The Resale Revolution.”

A growing number of companies are mandating office time for employees and structuring hybrid work under broad, rigid rules. But pushing people into the office is a mistake, argues Kimberly Shells, a senior director in the Gartner HR practice. She shares research showing how much flexibility and autonomy and belonging workers want. And Shells says organizations can still foster those qualities in an in-person office culture that also improves productivity and collaboration. She explains that companies should follow through on a clear purpose and craft policies that allow for options, flexibility, offsite team-building events, and support services such as on-site childcare. Shells cowrote the HBR article “Return-to-Office Plans Don’t Have to Undermine Employee Autonomy.”