New research shows when to mention a direct competitor in your marketing—and when to avoid it.

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A curated list from one of HBR’s most popular newsletters.

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Modeling emotional honesty in a grounded and intentional way sets the tone for everyone.

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Leaders need to embrace more opportunistic tactics for change management.

Michaela J. Kerrisseyhttps://hbr.org/resources/images/article_assets/2020/04/110-michaela-j-kerrissey.jpgJulia DiBenignohttps://hbr.org/resources/images/article_assets/2022/04/110-julie-debenigno.jpgAug25_20_TimBoelaars

Strategies to regain your sense of agency, reduce stress, and prepare yourself for future opportunities.

Sharon Melnickhttps://hbr.org/resources/images/article_assets/2025/08/110-sharon-melnick.jpgDorie Clarkhttps://hbr.org/resources/images/article_assets/2010/11/110-Dorie_Clark.jpgAug25_20_sb10065596ao-001

A Q&A with Stanford psychologist Jamil Zaki on how to practice “sustainable empathy”—and why LLMs are fueling the fire.

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Learn how to own your decisions, expand your network, and position yourself for success.

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Five steps leaders can take to get employees on board and keep moving forward.

Melody Wildinghttps://hbr.org/resources/images/article_assets/2021/02/110-melody-wildling.jpgAug25_19_971385094

How to cultivate initiative, emotional confidence, imagination, and strategic vision.

Angus FletcherAug25_19_9253014

A conversation with designer and author Nick Foster about how to face the unknown.

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Like giving employees access to a searchable database of every meeting and decision.

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Aligning the two makes your strategy actionable and helps executives stop talking past each other.

Graham Kennyhttps://hbr.org/resources/images/article_assets/2014/03/110-Graham_Kenny.jpgAug25_15_119559485

Make the change relevant to their work—not just the company’s goals.

Rebecca KnightAug25_19_AndyGoodman

How to pursue a proactive stance in an era of heightened scrutiny.

Lynn S. Painehttps://hbr.org/resources/images/article_assets/2014/08/110-lynn-paine.jpgSuraj Srinivasanhttps://hbr.org/resources/images/article_assets/2013/10/110-Suraj-Srinivasan.jpgAug25_19_DavidComai

Senior executives have to deal with a constant stream of what seem like urgent challenges. But it’s not always clear when they need to jump in.

Adi Ignatiushttps://hbr.org/resources/images/article_assets/2025/08/110-adi-ignatius.jpgAug25_15_2150983394_JYPDh4ter10_2224739811

Success comes not from starting more, but from stopping what no longer creates value.

Antonio Nieto-Rodriguezhttps://hbr.org/resources/images/article_assets/2016/12/110-Antonio-Nieto-Rodriguez.jpgAug25_15_90079681

Employees develop beliefs about what their colleagues are paid whether or not a company discloses salary information.

Mary Ellen CarterLisa LaViersJason SandvikDa XuAug_05_pexels-tima-miroshnichenko-5912629

It’s time to close the gap between what we say we’re looking for and what we actually evaluate.

Joseph Fullerhttps://hbr.org/resources/images/article_assets/2014/08/110-joseph-fuller.jpgBen SesserWilliam LeedsAug25_14_185100555

Sponsor Content from Kyndryl.

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The HBR Playbook on keeping employees motivated in troubling times.

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