Managing yourself

Leaders often behave as if they agree on why, what, and how to change—when they actually don’t. That’s why most transformation efforts fail.

The famed chef and founder of World Central Kitchen reflects on lessons from his mentors, explains how his restaurants teach him new stories, and underscores the importance of adaptability—both in restaurants and humanitarian relief efforts.

What they do before, during, and after critical choices.

Stop treating interruptions as isolated incidents and start reading them as data.

In the June 1, 2026, edition of The Insider, managing editor Gretchen Gavett highlights how leaders can manage their stress responses and a reimagining of SaaS strategies in the age of AI.

On the first anniversary HBR Executive’s launch, editor at large Adi Ignatius shares a few highlights from the past year of conversations with CEOs.

In the May 25, 2026, edition of The Insider, managing editor Gretchen Gavett highlights the technological advancements transforming the startup landscape.

Listening to music probably helps you focus. But not everyone will see it that way.

To avoid being a bottleneck, they need to change how they work, give feedback, and communicate.

New research demystifies who gets these jobs and how they ascended.

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

Teams facing constant pressure still need opportunities to build new skills, experiment, and prepare for what’s next.

How to nail the most important interview of your career.

Leadership transitions offer a rare clean slate—if you’re intentional about creating a good impression.

How to overcome the awkward pitfalls of incorporating it into meetings.

In the May 11, 2026, edition of The Insider, managing editor Gretchen Gavett highlights a recent story about treating AI agents as coworkers, the results of the latest Insider Insights survey, and more.

New research finds that including small slip-ups in performance reviews can drive employees to gossip, disengage, or even sabotage the company.

High performers often expose friction—and then get blamed for it.

Six steps to reset the dynamic.

Before answering, identify the deeper concerns or motives underlying their request.