Here’s how you can grow your network faster through an intentional, selective approach. s.hbr.org/3iJH8n2

Now more than ever, the tech community needs to implement methods to eliminate harmful biases. s.hbr.org/2MeuLnb

There's a new model for addressing deficiencies in the current pharma market. Let's look. s.hbr.org/3WgWgy2

Aspiring product managers must be cautious about what advice they take as gospel. s.hbr.org/4doY6D8

For HR to promote a sense of belonging and win employees’ loyalty, it should ramp up DEI efforts. s.hbr.org/4aR5567

As you acquire more power, people are more likely to want to please you by listening more attentively, agreeing more, and laughing at your jokes. All of these things tickle the ego. s.hbr.org/39Stmud

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Ask yourself: 'What are the three things I am grateful for right now?' s.hbr.org/3W7j96Q

Exercising, drawing, and listening to music have all been proven to help reduce anxiety and regulate emotions. Find what works for you. s.hbr.org/3Qez6US

Only highlight projects that are relevant to the role you're applying for. s.hbr.org/3xMjYId

The myths and realities of being a product manager. s.hbr.org/4doY6D8

If you want to read more, surround yourself with books and see what happens. s.hbr.org/3oimOdB

A proven model to combat U.S. prescription drug shortages. s.hbr.org/3WgWgy2

It might be uncomfortable, but consider directly asking your teammates, 'What am I doing in meetings that is helpful?' and 'What am I doing in meetings that is not helpful?' s.hbr.org/2KKfNnY

HR has a new role. s.hbr.org/4aR5567

Money is integral to what we become. But it could play a huge role in driving us apart. s.hbr.org/3iWhKKZ

🎧 If you’re managing technology for your team or organization, this special series is for you. s.hbr.org/3WeXABu

Companies would be wise to reconsider how they determine what to prioritize and discuss internally and externally — and perhaps most important, how to involve employees early in the process. s.hbr.org/3upyOmw

Companies spend $15 billion on managerial and leadership development. So why are there so many bad bosses? s.hbr.org/39YY1G6

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