Improving performance requires trust, empathy—and a bit of tough love with Frances Frei.

Palena Neale

When leaders have misconceptions of what empathy entails, they don’t know how to practice it—or they practice it badly. Many don’t bother to intentionally lead with empathy at all, and the stakes are high for those who don’t: low morale, poor retention, and burnout among employees, and failure to connect, inability to gather information, or being perceived as inaccessible for leaders.

Jason Yip

I’ve always thought it would be more useful to have everyone participate in leadership development programs rather than just the limited…

Jackie Colburn

There’s a common misconception that leaders need to have all the answers all the time. Like in moments when a team member’s head swivels…

Gretchen Gavett and Vasundhara Sawhney

Predictions about the demise of middle management aren’t new. But with the rise of AI and a trend toward flatter organizations, could these predictions soon come true? Perspectives from three groups of experts suggest that businesses will still need middle managers, particularly when it comes to helping frontline employees shift their roles amid rapid technological and business strategy changes. But it is possible we may need fewer of them in this new environment.

Jen Briselli

What makes an organization adaptive isn’t in the org chart. Or on the roadmap.

Cheryl Strauss Einhorn

In today’s perma-crisis world, waiting for stability is like waiting for a train that’s never coming. When everything around you feels unsteady, four questions can serve as strategic tools to help you work through ambiguity, reframe risk, and strengthen your decision-making muscles.

Emily Webber

People often struggle to describe who does what. Getting it wrong can mean that things fall through the cracks, or it becomes so descriptive that it hinders work.

Articulating roles and responsibilities, especially in the 4Ds format, can clarify decision-making, help set expectations within and outside of the team, and foster better collaboration.

Rachel Coldicutt

Can AI really do all of the things people want it to do — and what exactly are people actually talking about when they talk about AI?