If your boss tends to get distracted with new ideas, they likely have difficulty setting priorities. Try re-directing them back to the team’s monthly or quarterly plan. s.hbr.org/3iYtc8B

Research shows that subtle forms of discrimination can be just as harmful as more overt attacks. s.hbr.org/3sGoFMI

Always give people the option of meeting with audio only — but set video meetings as the standard to stand a better chance of keeping participants engaged. s.hbr.org/39y6u2U

How can leaders aspiring to board roles develop “boardroom capital”? s.hbr.org/3sEfsUV

Anyone can adopt an entrepreneurial mindset. Put your ideas out in the open to attract opportunities, land them, and turn them into successful ventures. s.hbr.org/4b9BXH3

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Data science teams will underdeliver until companies modernize the ways they present data. s.hbr.org/2NIKECx

70% of people associate embarrassment or discomfort with the process of both giving and receiving compliments. s.hbr.org/4aujmER

The typical response to an overwhelming workload is to put in longer hours. Don't do that. s.hbr.org/34QhE1F

Large companies often value process over product. s.hbr.org/35Jgndb

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These researchers tested different stress-relief techniques and found one method that offered the best results for both immediate and long-term stress reduction. s.hbr.org/3islUtv

“Exploring, experimenting, learning — this is the way we’re supposed to live and work.” s.hbr.org/3bbyHyX

A recent study of leaders across the world found that 42% average six hours of shut-eye or less. s.hbr.org/3odLtAT

Generational differences are too often overplayed in our minds. s.hbr.org/37vNWjU

Many of our ideas about high-achieving women are wrong. These researchers surveyed 25,000 HBS grads to find out the extent. s.hbr.org/3pOl8cK

Men seem to reduce emotional support when demands in another role become too heavy. s.hbr.org/38xfjKV

Even when consultants are given greater control of their schedules, they don't tend to use it. s.hbr.org/3pajvpF

When employees are discouraged at work, it can be for a variety of different reasons. s.hbr.org/2L2WMgQ

Many companies say they are going open-office to boost collaboration — but it’s actually for budgetary reasons. If that’s your company, be honest about it. s.hbr.org/3Q95fx7