Harvard Business School
-
How are middle managers falling down most often on employee inclusion?
Companies are struggling to retain employees from underrepresented groups, many of whom don't feel heard in the workplace. What do managers need to do to build truly inclusive teams? asks James Heskett
-
Four steps to building the psychological safety that high-performing teams need today
Struggling to spark strategic risk-taking and creative thinking? In the post-pandemic workplace, teams need psychological safety more than ever, and a new analysis by Amy Edmondson highlights the best ways to nurture it
-
Every company should have these leaders—or develop them if they don't
Companies need T-shaped leaders, those who can share knowledge across the organization while focusing on their business units, but they should be a mix of visionaries and tacticians. Hise Gibson breaks down the nuances of each leader and how companies can cultivate this talent among their ranks
-
The first 90 hours: What new CEOs should—and shouldn't—do to set the right tone
New leaders no longer have the luxury of a 90-day listening tour to get to know an organization, says John Quelch. He offers seven steps to prepare CEOs for a successful start, and three missteps to avoid
-
After Silicon Valley Bank's flameout, what's next for entrepreneurs?
Silicon Valley Bank's failure in the face of rising interest rates shook founders and funders across the country. Julia Austin, Jeffrey Bussgang, and Rembrand Koning share key insights for rattled entrepreneurs trying to make sense of the financing landscape
-
Is AI coming for your job?
In a post-AI world, where an algorithm can draft marketing copy—or even pop songs and movie scripts—anything seems possible. Harvard Business School faculty members discuss how artificial intelligence could reshape how work gets done
-
The best person to lead your company doesn't work there—yet
Recruiting new executive talent to revive portfolio companies has helped private equity funds outperform major stock indexes, says research by Paul Gompers. Why don't more public companies go beyond their senior executives when looking for top leaders?
-
How leaders should leave
Perhaps you're so burnt out or so excited about your next role that you're ready to run for the door, but slow down, cautions John Quelch. He offers nine tips for leaders who are ready to take the next step in their careers
-
What does the failure of Silicon Valley Bank say about the state of finance?
Silicon Valley Bank wasn't ready for the Fed's interest rate hikes, but that's only part of the story. Victoria Ivashina and Erik Stafford probe the complex factors that led to the second-biggest bank failure ever
-
When a vacation isn't enough, a sabbatical can recharge your life—and your career
Burning out and ready to quit? Consider an extended break instead. Drawing from research inspired by his own 900-mile journey, DJ DiDonna offers practical advice to help people chart a new path through a sabbatical
-
When agreeing to disagree is a good beginning
When conflict stems from honest and open listening, disagreement can be a good thing, say Francesca Gino and Julia Minson. But developing those skills requires patience and discipline