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Tag: Leadership and managing people

  • How to Lead When Everyone Is Watching

    How to Lead When Everyone Is Watching

    HBR Executive delivers trusted insights and actionable strategies to guide leaders through consequential decisions. Practical tools, and forward-looking perspectives cut through the noise to equip you to navigate uncertainty, stay ahead of emerging trends, and plan for a stable future.

    Exclusive Benefits

    • Playbooks

      Concrete strategies, tactics, and solutions to real challenges from your peers and other experts. Published every 2 weeks. All Playbooks (Opens a new page)

    • Masterclasses
    • Agenda

      A weekly newsletter of timely insights that interpret today’s business climate and help you chart a path to what’s next. All Agenda (Opens a new page)

    • Live
    • The Strategy Lab
  • Optimism Is Now an Essential Leadership Skill

    Optimism Is Now an Essential Leadership Skill

    October 06, 2026

    Optimism isn’t about ignoring problems or pretending everything will work out. It’s about acknowledging challenges while believing that your actions can still make a difference. Psychologist and researcher Michelle Gielan says leaders can cultivate that mindset in themselves and their teams and argues that, when they do, it creates a powerful performance advantage. Drawing on an 11-year dataset of more than 25,000 business professionals, she shares research linking optimism to higher productivity, sales, engagement, and lower burnout. She explains how leaders can use techniques like “power leads” to help teams focus on progress and possibility without losing sight of difficult realities. Gielan wrote the book Resilient Optimism: The Science of Sustaining a Positive Mindset in Tough Times and the HBR article “How Leaders Counter Pessimism in Trying Times.“

  • Match Your Pace to the Moment

    Match Your Pace to the Moment

    HBR Executive delivers trusted insights and actionable strategies to guide leaders through consequential decisions. Practical tools, and forward-looking perspectives cut through the noise to equip you to navigate uncertainty, stay ahead of emerging trends, and plan for a stable future.

    Exclusive Benefits

    • Playbooks

      Concrete strategies, tactics, and solutions to real challenges from your peers and other experts. Published every 2 weeks. All Playbooks (Opens a new page)

    • Masterclasses
    • Agenda

      A weekly newsletter of timely insights that interpret today’s business climate and help you chart a path to what’s next. All Agenda (Opens a new page)

    • Live
    • The Strategy Lab
  • Is Reluctance to Step into Leadership a Sign of Maturity or a Red Flag?

    Is Reluctance to Step into Leadership a Sign of Maturity or a Red Flag?

    Harvard Business Review Logo

    Deagreez/Getty Images

    Organizations often equate eagerness to lead with readiness, overlooking employees who hesitate to step forward. But reluctance can reflect self-awareness, careful consideration of the

    Organizations tend to notice people who project assertiveness. Employees who confidently put themselves forward, speak often and openly about their ambitions, and appear eager to take charge are more likely to be identified as leadership material. Their desire for the role is easily interpreted as evidence that they are ready for it. Yet being eager to lead is not the same as being ready to lead.

  • Research: How Speech Patterns Shape Opportunity at Work

    Research: How Speech Patterns Shape Opportunity at Work

    Harvard Business Review Logo

    Tatiana Maksimova/Getty Images

    Summary.   

    Employees’ speech patterns can shape their careers, not because speech reliably predicts ability, but because managers often mistake familiarity for social skill. A new study, which draws on

    This article was produced by Harvard Business School Working Knowledge and features the insights of faculty member Kadeem Noray.

  • Bob Iger on Power, Succession, and Leading Disney Through Upheaval

    Harvard Business Review Logo

    Summary.   

    Longtime Disney CEO Bob Iger sits down with Nitin Nohria, former dean of Harvard Business School, to reflect on what it takes to lead a company as iconic—and complex—as Disney:

    Few executives have had to make as many high-stakes calls, over as many years, as former Disney CEO Bob Iger. In this conversation with former HBS dean Nitin Nohria, Iger shares what he’s learned about the decisions that really belong to the CEO: where to spend your time, when to step into a problem, when to get out of the way, how to shape culture, and how to lead when crisis becomes a constant.

  • Our Favorite Management Tips on Building Influence

    Our Favorite Management Tips on Building Influence

    September 23, 2026

    Rosmarie Wirz/Getty Images

    Summary.   

    Our Management Tip of the Day newsletter continues to be one of HBR’s most popular newsletters. In this article, we’ve compiled 10 of our favorite tips on building influence, from how

    Each weekday, in our Management Tip of the Day newsletter, HBR offers tips to help you better manage your team—and yourself. Here is a curated selection of our favorite Management Tips on building influence.

  • What New CEOs Get Wrong About the Job

    What New CEOs Get Wrong About the Job

    September 22, 2026

    Becoming CEO can look like the culmination of a career. But the skills that help someone rise to the top job aren’t necessarily the ones that make them successful once they get there. Nitin Nohria, former dean of Harvard Business School, has spent three decades studying CEOs and working with new leaders as they adjust to the demands of the role. He says one of the biggest surprises for new CEOs is realizing that they can’t—and shouldn’t—run the company themselves. Instead, their job is to create the conditions for their leadership team to run it well. He also explains how CEOs can stay connected to their organizations, build the right leadership team, manage their boards, focus their time, and decide which emerging issues—including AI—actually deserve their attention. Nohria is author of The CEO: The Role, the Reality, the Responsibility.

  • Equity Can Motivate Frontline Employees—If They See Their Impact on the Bottom Line

    Equity Can Motivate Frontline Employees—If They See Their Impact on the Bottom Line

    Harvard Business Review Logo

    welcomia/Getty Images

    Summary.   

    Employee ownership can motivate frontline workers—but only when companies make the connection between daily behavior and financial value clear. In a new study, researchers found that

    This article was produced by Harvard Business School Working Knowledge and features the insights of faculty members Ethan Rouen and Ashley V. Whillans.

  • When Is It Time to Step Down?

    When Is It Time to Step Down?

    HBR Executive delivers trusted insights and actionable strategies to guide leaders through consequential decisions. Practical tools, and forward-looking perspectives cut through the noise to equip you to navigate uncertainty, stay ahead of emerging trends, and plan for a stable future.

    Exclusive Benefits

    • Playbooks

      Concrete strategies, tactics, and solutions to real challenges from your peers and other experts. Published every 2 weeks. All Playbooks (Opens a new page)

    • Masterclasses
    • Agenda

      A weekly newsletter of timely insights that interpret today’s business climate and help you chart a path to what’s next. All Agenda (Opens a new page)

    • Live
    • The Strategy Lab