What we can learn from athletes performing in empty stadiums.

For your organization to reach its new normal, you’ll need to take a human-centric, bottom-up approach.

COVID-19 has forced changes in the way people work — and created a once-in-a-generation opportunity to increase engagement and productivity.

Managing in a pandemic year

Bias can marginalize employees and lessen their contributions. Managers should take corrective action to get the best out of their teams.

Rather than trying to convince people your change initiative is the right one, invite them to talk openly about what it might take to implement it: the good, the bad, and the frustrating.

In the right circumstances, fear can be a powerful motivating force.

The trials of 2020 have thrust human resources into the spotlight. The HR leaders who have shined know how to help their companies thrive.

It can make you a more creative leader and problem solver — no sense of humor necessary.

Stanford psychologist Jamil Zaki explains that whether we are dealing with business, politics, or personal matters, it’s possible — and advantageous — to train ourselves to be more empathic.

Facilitating voting supports customers and employees, both of whom increasingly expect businesses to make the world a better place.

With offices and schools closed in many areas, companies can help their employees with children by providing a few key benefits.

Successful leaders need to cultivate a “frictionless mind.”

A new study finds that VR-led soft-skills training can be engaging, fast, and cost-effective.

How companies come together to create value when disruption leads to new industry sectors.

A digitally savvy, engaged workforce helps businesses thrive amid uncertainty. Here are four reasons to act now.

The way in which ancient societies organized themselves offers clues to how to manage today’s changing workforce.

Many companies achieve early wins with separate transformational efforts, then stall. But if combined and enhanced using “return on experience,” or ROX, measures, these two programs can unlock each other’s potential.

In a recent PwC survey, CEOs reported plans for their companies to become more digital and flexible — and more employee focused.

NYU’s Christian Busch makes the case that serendipity is a skill, resulting from a mindset that allows you to see and act on opportunities in seemingly unrelated facts or events.

Bureaucracies are the scaffolding needed to implement new ideas at scale. Just remember to dismantle them when the work is done.

In the era of telecommuting, what qualifies as “working time”? A new paper proposes a way to track employees’ hours on the job while respecting their time off.

Remote working may be here to stay, but don’t write off the office just yet.

Embrace four principles to turn today’s diversity, equity, and inclusion initiatives into sustained progress.

Why sharing results is part of our commitment to diversity.

Maintaining productivity levels among remote employees is an enduring challenge. Here are five ways to help people and businesses thrive in the post-pandemic world of work.

“Unrealistic” timelines can actually work. Here’s how.

Embracing a sense of purpose, speaking up, and forcing change off the field are now the goals for players and their organizations.

Analysis of nearly 2,000 CEOs’ description of their company’s purpose reveals that most omit a critical detail: why their company is in business.

Good meetings need to be designed, whether they are virtual or face-to-face.

Asking the right questions today will allow leaders to be better prepared for — and even gain insights from — uncertainty.

With so many employees working remotely, leaders must take extra care to ensure their communications leave no room for misinterpretation.

The innate desire to do a job well has greater motivational force than any corporate purpose.

In a remodeled world, it is vital for companies to reinvent ways of working.

As businesses cope with COVID-19 disruptions, they need to rethink and reconfigure their workforce and work spaces beyond redesigning physical spaces.

The use of surveillance software to track remote employees’ activities reflects outdated thinking about productivity.

More marriages are expected to end following COVID-19 lockdowns, and boards should be aware of what that means for CEOs.

Applying design thinking principles will enable a quick bottom-up reform, with changes driven by a deep understanding of your people.

As workplaces, customer behaviors, and economic conditions continue to change in response to COVID-19, companies should focus on three key actions.

Current conditions favor clear-eyed leaders who are open to change.

Four groups of people are most at risk from the pandemic’s economic effects, and each will have to chart a new course to achieve success.

Don’t let what you’re learning go to waste — capture it for post-crisis strategy and growth.

When faced with uncertainty, successful companies prepare and act, rather than react.

COVID-19 is accelerating companies’ shift to virtual working, but employers still need people-centric ways to assess employees’ strengths and weaknesses.

As COVID-19 continues to isolate people, companies can build employee engagement and community spirit through a shared reading experience.

Rolling out innovative technologies carefully and strategically can build trust.

The COVID-19 pandemic is highlighting how altruistic businesses adapt, remain flexible, and survive.

How to design and pull off effective remote meetings.

How teams and leagues are finding ways to respond to the challenges of COVID-19.

Leaders of companies must act, using their privilege, platforms, and resources to help solve the most entrenched problems plaguing society.

In The Power of Experiments, Harvard Business School professors Michael Luca and Max Bazerman provide an overview of the applications, promise, and perils of corporate experimentation.

Tapping into the collective wisdom of key employees can help a company build the capacity to weather the worst crises.

The coronavirus pandemic could have a profound effect on gender equality at work and at home — if businesses learn the right lesson.

Powerful modes of reflection are crucial for leaders and their teams, especially when dealing with a crisis.

Self-sufficiency is a prized trait among executives, especially during times of crisis such as the COVID-19 pandemic. But it has drawbacks, too.

Three ways for leaders to stop missing essential information from across their organization.

Many Indian women have stopped working, even though India’s GDP has grown. As COVID-19 brings the economy to a halt, India must critically examine its policies through a gender lens.

Many employees are unaware of their firm’s policy on personal social media use, which creates perceptions of unfairness when they cross the line.

Help your employees respond to COVID-19 and future crises by focusing on the established groups at the core of your business.

Automatic contact tracing in the workplace can help protect employees from COVID-19 while preserving personal privacy.

A lack of professional sporting competitions is affecting fans, reshaping both their behavior and their relationship with teams.

Understanding how ecosystems grow, thrive, and regenerate can help leaders steer their organization in the future.

There is very little overlap between the management areas leaders think they need to improve and the weaknesses identified by those they lead. Reconciling these differences will improve leaders and their organizations.

“Keep it simple” and “learn from nature” are positive mantras to live and work by.

Companies can work to overcome the obstacles that stand in the way of employee learning.

Will your company’s response to the COVID-19 pandemic create institutional pride or destroy it?

Businesses that identify organizational strengths will be better positioned to weather the disruptions of COVID-19.

As the world comes to grips with the effects of COVID-19, businesses can focus on six areas in order to help both their people and their bottom line.

In the new book Overload, professors Erin L. Kelly and Phyllis Moen report the results of a rigorous five-year field experiment in giving employees more control over their jobs.

The former chief of defense of the armed forces of the Netherlands explains the challenges of leading in a crisis and why those who do must have the confidence to act.

How to help keep your employees focused, rather than spinning.

Keeping your organization running during a crisis, like coronavirus, that persists over months requires planning, clear communication, and empathy.

Research suggests that with the right mind-set, technological literacy, and community engagement, you can shepherd your entire workforce into the digital future.

Company directors face heightened pressure to assess and manage risk at the organizations they oversee — and in the boardroom itself.

A short list of questions can help leaders avoid the potentially harmful consequences of flawed management studies.

Businesses thrive when employees separate their work from their identity.

A new breed of soccer managers is owning up to vulnerability, and it’s helping them to connect with their teams (and get results).

The top digital performers transcend traditional approaches to large-scale change.

Efforts to dismantle cross-held shares and improve board oversight are succeeding amid heightened interest from private equity and activist investors.

Amid significant changes to how people work and live, the ability to persevere is critical.

Shifting from cascading information to chartering teams can generate the clarity and commitment your new strategy requires.

Grandparents who work and provide care are helping end stigmas surrounding flexibility and gender.

Teams can make real breakthroughs on complex challenges by opening themselves up to an invisible source of guidance.

In an era of endless disruption, the word feels increasingly dated.

In a difficult environment, leaders need to resist the impulse to adopt a defensive pose. They must instead take actions that will position their organization for success.

PwC’s latest survey of family-owned enterprises finds millennials ready to step up, and highlights four paths they can follow to success.

You can transform your company by strengthening the links among all three types of activity.

Fifty years after its publication, Albert O. Hirschman’s Exit, Voice, and Loyalty still has a lot to tell us about the life of organizations.

Two years’ of interviews with CEOs from around the world reveal how leaders view the effect of technology on their workforces. For more insight, see PwC’s 23rd Annual Global CEO Survey.

With presence of mind, you can free your brain to create flashes of insight.

Preparing the workforce of the future will require billions of dollars. But the cost of inaction will be even higher.

Businesspeople are changing jobs with the rapidity of soccer managers — a famously nomadic profession. But are they asking the right questions before they decide to move on?

At work and beyond, strolling and chatting with someone you think you don’t have much in common with can help you make progress on your toughest challenges.

A "stop-doing" culture frees employees from embedded routines and perspectives, which makes room for innovative thinking.

We look at how executives and those on their way to leadership roles can navigate today’s complicated business landscape.

In Diversity, Inc., NYU journalism professor Pamela Newkirk revisits decades of investment in D&I, and asks why the returns have been so meager.

The movie shows that diverse individuals can work together to overcome extraordinarily daunting challenges.

In his 1975 novel J R, William Gaddis predicted our excesses.

Express your own commitment as a leader in a more effective way. For further insights, read “10 principles for leadership.”

Build muscle memory to support conviction, commitment, and resilience for yourself and your organization. See also “A guide to establishing your leadership presence.”

Asking what you know about other people can challenge your assumptions.

In service industries, where employees frequently quit, upskilling frontline managers and redesigning the hiring and onboarding processes can help ease the pain.