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Tag: Teams

  • What Top Performers Do Differently with AI—and Why They See the Biggest Benefits

    What Top Performers Do Differently with AI—and Why They See the Biggest Benefits

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    Illustration by Jason Ford

    AI isn’t simply replacing sales work or automatically equalizing sales performance; it’s providing disproportionate lift to individuals and organizations that can build systems around

    Generative AI has produced two competing views about which workers will benefit most. One view is that AI will narrow performance gaps by giving lower performers templates, answers, and coaching directly in their workflow. The other is that AI will widen those gaps by eliminating routine but necessary work, which will allow top performers to spend more time on higher-value activities where they already have an advantage. At the individual task level, high and low performers may both benefit, but the more important question is which effect dominates on net in real jobs, where workers perform bundles of activities. The answer matters for how firms hire, train, organize teams, and adjust practices built for their current talent mix.

  • Your Executive Team Needs More Productive Conflict

    Your Executive Team Needs More Productive Conflict

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    Vladana Stanojevic-Ilic/Getty Images

    Many leadership teams struggle not with too much conflict, but too little: Executives avoid challenging one another, leaving important ideas and decisions insufficiently

    During my 25 years as an advisor to senior teams, I’ve seen a lot of coaching and advice focused on how to manage leadership team conflict. But in my experience, the bigger challenge can be getting executives to raise dissenting ideas and to then critique those rigorously. Too often I see executive teams rush along in a state of passive peace because they value respect, trust peers to manage their own silos, and fear that stepping out of their “lane” will make them seem unhelpful or slow things down.

  • Research: Sleep Deprivation Is a Leadership Problem

    Research: Sleep Deprivation Is a Leadership Problem

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    Sleep deprivation remains widespread among leaders, and many leaders underestimate how much fatigue affects their performance. A new survey of 1,009 U.S. managers and executives suggests that the

    At 8:40 a.m. on a Friday, a leadership team gathers to make the biggest call of its quarter. The CEO hasn’t had enough sleep all week, but nobody knows that, because she arrived energized, with a coffee in her hand, performing alertness the way many senior leaders learn to do. She’s far from the only one in the room performing alertness, though. Many of the others in the room are hiding their own sleep deprivation—which means the decision they’re all about to make may be shaped as much by the sleep they’ve lost this week as by the analysis in front of them.

  • Leading with Resilient Optimism

    Leading with Resilient Optimism

    September 29, 2026

    Summary.   

    In this week’s Insider newsletter, managing editor Gretchen Gavett shares an early release article from the upcoming November-December 2026 issue of HBR on what psychology researcher

    The Insider is a weekly, subscriber-only newsletter, where our managing editor curates HBR stories, research, and ideas that senior leaders shouldn’t miss.

  • 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.