Employee well-being is an organizational issue, not just an individual one. Many factors impact and influence it, including your workload and flexibility, your manager, and the culture within your team. But while you may not have the ability to change your organization or your boss, there are some simple, science-backed things you can do daily to improve your emotional fitness and well-being.

By Nataly Kogan

In today’s fast-paced corporate landscape, most highly experienced leaders entering an organization are driven by a desire to make a significant impact and drive meaningful change. However, the approach they adopt in championing new ideas becomes the differentiating factor between success and failure. Unfortunately, when faced with resistance, some leaders become frustrated and disengaged or even choose to leave the organization. Affecting lasting change is not a solitary quest, but an inherently shared effort.

By Luis Velasquez and Kristin Gleitsman

Derived from my old blog back in 2013.

By Jason Yip

Three ways brave leaders can build connections with kindness.

By Sally Susman

For businesses, technology has a variety of interconnected impacts including unintended consequences, data risks, and appropriateness of technological uses, as well as broader environmental concerns. The authors offer a systemic Responsible Computing Framework that integrates environmental challenges including energy consumption and emissions with many other social and governance aspects.

By Rashik Parmar, Marc Peters, and Llewellyn D.W. Thomas

Change is accelerating, with uncertainty and threat of disruption in every industry segment. The pace of change and rise of global winner-take-all competition means that conventional product-market-structure approaches to strategy, as well as core competencies thinking, are difficult to implement in practice and may yield misleading answers. Under today’s conditions, the authors argue that real-time problem solving should be the heart of strategy development rather than theoretical frameworks, and they present a framework for this approach.

By Charles Conn and Rob McLean

how product managers can master prioritisation

By Eira Hayward

Committing to a new way of working is risky. Reduce that risk by shortening the time between check-ins and course corrections. Here’s how.

By Jeff Gothelf

Some quick advice to product leaders—especially leaders involved in discussions about efficiency, productivity, and ROI: If you don't provide your product's investment and governance framework, one will be provided to you. And the person providing that framework (e.g., finance, sales, or marketing) will not create a framework that is friendly to making great products.

By John Cutler

Software engineering teams should focus on outcomes over outputs to deliver the best user and business value.

By Addy Osmani