Jennifer Petriglieri, professor at INSEAD, discusses how talented employees can avoid being crushed by lofty expectations -- whether their own, or others'. She has researched how people seen as "high potential" often start to feel trapped and ultimately burn out. Petriglieri discusses practical ways employees can handle this, and come to see this difficult phase as a career rite of passage. She’s the co-author of “The Talent Curse” in the May-June 2017 issue of Harvard Business Review.

Wharton professor David Robertson discusses a "third way" to innovate besides disruptive and sustaining innovations. He outlines this approach through the examples of companies including LEGO, GoPro, Victoria's Secret, USAA, and CarMax. It consists of creating a family of complementary innovations around a product or service, all of which work as a system to carry out a single strategy. Robertson's the author of "The Power of Little Ideas: A Low-Risk, High-Reward Approach to Innovation."

Facebook COO Sheryl Sandberg talks about returning to work after her husband’s death, and Wharton management and psychology professor Adam Grant discusses what the research says about resilience. In this joint interview, they talk about how to build resilience in yourself, your team, and your organization. They’re the authors of the new book, "Option B: Facing Adversity, Building Resilience, and Finding Joy."

Tomas Chamorro-Premuzic, professor of business psychology at University College London, dispels some of the myths that have persisted in the 20 years since McKinsey coined the phrase “war for talent.” He argues the science of talent acquisition and retention is still in its early stages. Chamorro-Premuzic is the CEO of Hogan Assessments and the author of the book “The Talent Delusion: Why Data, Not Intuition, is the Key to Unlocking Human Potential.”

Scott D. Anthony, Innosight managing partner, discusses why established corporations should be better at handling disruptive threats. He lays out a practical approach to transform a company’s existing business while creating future business. It hinges on a “capabilities link,” which means using corporate assets—that startups don’t have—to fight unfairly. He also discusses the leadership qualities of executives who effectively navigate their companies’ imminent disruption. Anthony is the coauthor of the new book, “Dual Transformation: How to Reposition Today’s Business While Creating the Future.”

Amy Gallo, HBR contributing editor, discusses a useful tactic to more effectively deal with conflict in the workplace: understanding whether you generally seek or avoid conflict. Each personality style influences how you approach a particular conflict, as well as how your counterpart does. Gallo talks about how to escape the common pitfalls of conflict seekers and conflict avoiders, so that you can improve your work and your relationships. She’s the author of the “HBR Guide to Dealing with Conflict.”

Deloitte national managing director Kim Christfort talks about the different personality styles in an organization and the challenges of bringing them together. Her firm has developed a classification system to help companies better understand personality styles and capitalize on their cognitive diversity. She and Suzanne M. Johnson Vickberg coauthored the article, "Pioneers, Drivers, Integrators, and Guardians" in the March-April 2017 issue of Harvard Business Review.

Stanford economist Nicholas Bloom discusses the research he's conducted showing what’s really driving the growth of income inequality: a widening gap between the most successful companies and the rest, across industries. In other words, inequality has less to do with what you do for work, and more to do with which specific company you work for. The rising gap in pay between firms accounts for a large majority of the rise in income inequality overall. Bloom tells us why, and discusses some ways that companies and governments might address it. He’s the author of the Harvard Business Review article, “Corporations in the Age of Inequality.” For more, visit hbr.org/inequality.

Hal Gregersen, executive director of the MIT Leadership Center at Sloan School of Management, says too many CEOs and executives are in a bubble, one that shields them from the reality of what’s happening in the world and in their businesses. The higher you rise, the worse it gets. Gregersen discusses practical steps top managers can make to ask better questions, improve the flow of information, and more clearly see what matters. His article “Bursting the CEO Bubble” is in the March-April 2017 issue of Harvard Business Review.

Danielle Brown, Intel Chief Diversity & Inclusion Officer, talks about the corporation’s $300 million initiative to increase diversity, the largest such investment yet by a technology company. The goal is to make Intel’s U.S. workforce mirror the talent available in the country by 2020. Brown breaks down what exactly Intel is doing, why the corporation is doing it, where it’s going well (recruiting), where it’s not going as well (retention), and what other companies can learn from Intel’s experience.

Michael Mankins, Bain & Company partner and head of the firm's Organization practice, explains how organizations unintentionally fail to manage their employees' time and energy. He also lays out what managers can do to reduce what he calls organizational drag. Mankins is a coauthor of "Time, Talent, Energy: Overcome Organizational Drag and Unleash Your Team’s Productive Power."

Pankaj Ghemawat, professor at NYU Stern and IESE business schools, debunks common misconceptions about the current state and extent of globalization. (Hint: the world is not nearly as globalized as people think.) He also discusses how popular reactions in Europe and the U.S. against globalization recently could affect the global economy, and how companies will need to adapt to the new reality. Ghemawat is the author of several books on globalization, including “World 3.0” and most recently “The Laws of Globalization and Business Applications.”

Richard S. Ruback and Royce Yudkoff, professors at Harvard Business School, spell out an overlooked career path: buying a business and running it as CEO. Purchasing a small company lets you become your own boss and reap financial rewards without the risks of founding a start-up. Still, there are things you need to know. Ruback and Yudkoff are the authors of the “HBR Guide to Buying a Small Business.”

Andy Molinsky, professor of organizational behavior at Brandeis International Business School, discusses practical techniques for getting outside of your comfort zone, and how that can develop new capabilities and experiences that can help your career. His new book is “Reach: A New Strategy to Help You Step Outside your Comfort Zone, Rise to the Challenge and Build Confidence.”

Larry Summers, former U.S. treasury secretary, is calling on American business leaders to stand up to President Donald Trump. Summers sharply criticizes the administration’s protectionist agenda, and he says it’s time for executives to call out how those policies undermine the economy and the country's best interests in the long term.

Senior leaders Brad Feld, Sarah Robb O’Hagan, Mike Ghaffary, Heidi Roizen, and John Rogers Jr. discuss burning out on giving, the techniques they use to avoid it, and how they recognize it in their employees.

Jerry Seinfeld shares his insights into innovation, self-criticism, and how to know when to quit. The U.S. comedian conquered 1990s television with his sitcom and is now finding a new audience for his online talk show, "Comedians in Cars Getting Coffee."

Roger Martin of Rotman School of Management, Paul Zak of Claremont Graduate University, Clayton Christensen of Harvard Business School, comedian Jerry Seinfeld, and HBR Editor-in-Chief Adi Ignatius respectively discuss customer loyalty, the neuroscience of trust, entrepreneurship in Africa, the source of innovation, and the new, hefty magazine. For more, see the January-February 2017 issue.

Harvard Law School lecturer Heidi K. Gardner discusses how firms gain a competitive edge when specialists collaborate across functional boundaries. But it’s often difficult, expensive, and messy. The former McKinsey consultant is the author of the new book, “Smart Collaboration: How Professionals and Their Firms Succeed by Breaking Down Silos.”

Basecamp CEO Jason Fried says too many people find it difficult to get work done at the workplace. His company enforces quiet offices, fewer meetings, and different collaboration and communication practices. The goal is to give employees bigger blocks of time to be truly productive.