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Category: Mid-Level Manager

  • What to Do When There’s Too Much Work

    What to Do When There’s Too Much Work

    Summary.   

    In this week’s The Insider newsletter, managing editor Gretchen Gavett explores a common problem for leaders: your team is overloaded, but you can’t take on the extra work yourself.

    Sometimes there’s just too much to do. In our Insider Insights surveys over the past year, HBR subscribers have consistently reported a common pain point: The sheer volume of work you and your teams are juggling. Whether the cause is AI, layoffs, a budget crisis, all of the above—or something else entirely—everything can feel futile when it’s impossible to make progress.

  • Research: Gen AI Is Collapsing Creative Processes

    Research: Gen AI Is Collapsing Creative Processes

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    Illustration by Alex Robbins

    Generative AI is transforming creative work by making it faster and easier to brainstorm and visualize ideas. But a new, yearlong study following senior creatives in charge of television and

    Imagine a photographer reviewing a concept image for an advertising campaign that the client has already approved. He notices a problem: The man in the image is wearing a baseball cap that casts his face in shadow, but his eyes are clearly lit, showing his intense stare into the camera. The photographer’s trained eye tells him immediately that that lighting is impossible. No real-world set up could produce it. The image had been created by a senior creative using gen AI, and the client had loved it. Now the production team has been tasked with recreating—with cameras and human actors—something that reality can’t match.

  • Will Your Organization Stand By Its Values—Even When It’s Hard?

    Will Your Organization Stand By Its Values—Even When It’s Hard?

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    Deagreez/Getty Images

    Organizational values often emphasize what companies stand for, but their real power may lie in defining what they refuse to do,

    Thirty years ago, Ralph Larsen, then the CEO of Johnson & Johnson, was interviewed by Jim Collins and Jerry Porras, who quoted him in their 1996 HBR article, “Building Your Company’s Vision,” which would become the defining playbook on organizational values. “The core values embodied in our credo might be a competitive advantage,” Larsen said, “but that is not why we have them. We have them because they define for us what we stand for, and we would hold them even if they became a competitive disadvantage in certain situations.”