HBR IdeaCast

What if the biggest barrier to change isn’t resistance—but the way we’ve been taught to lead? Nilofer Merchant, an author and leadership expert, says a number of habits are holding organizations of all sizes back. She walks through behaviors to adapt and not just survive but thrive in a world of continuous change, including normalizing discomfort, not overlooking your best ideas, and separating confidence from competence. Merchant wrote the book Our Best Work: Break Free from the 24 Invisible Norms That Limit Us.

Many senior leaders say they want an organization filled with psychological safety and candor, but they often act in ways that are counterproductive to that goal. Charles Duhigg, an author and researcher, has looked deeply into the secrets of good communication, and says there are specific things leaders can do to improve their relationships at work, and thus the culture of the organization. He shares practical, research-backed strategies for building teams where people feel safe to challenge ideas, raise concerns, and contribute openly, from “ostentatious listening” to structuring meetings so every voice is heard. Duhigg wrote the book Supercommunicators: How to Unlock the Secret Language of Connection.

A small percentage of teams perform exceptionally well and have fun while doing it. And the secret to their success isn't innate talent. It's the way they work together. Ron Friedman, psychologist and the founder of Superteams, Inc., has studied the data on these high-performing groups across industries and identified the key leadership behaviors that drive sustained outperformance--from asking questions people often avoid to creating continuous feedback loops. Friedman is the author of the HBR article "How to Build a Superteam That Keeps Getting Better," and the book Superteams: The Science and Secrets of High-Performing Teams.

Companies that spend their energy on incremental improvements to products, services, and even employee experience might just be spinning their wheels. Author Marcus Buckingham argues that data show that the only way to truly make an impact on performance is to make sure customers don't just like - but love - whatever you are selling them. He shares why extreme positive experiences are so important, companies that are getting it right, and how even the most basic products can inspire love and connection--with the right strategy. Buckingham is author of the HBR article "What Companies Can Learn from Their Biggest Fans" and the book Design Love In: How to Unleash the Most Powerful Force in Business.

Are you a morning type, a night owl, or somewhere in between? And what about the people on your team? When do they feel most energized and productive? Stefan Volk, professor of management at the University of Sydney Business School, says that leaders need to pay more attention to their own and employees’ circadian rhythms because they have a big impact on performance. While forcing everyone into the same schedule can lead to conflict, mistakes, and burnout, carefully planning tasks around individual energy peaks enhances collaboration not only during overlaps but also when people are apart. He offers practical advice on how to get all chronotypes working well together. Volk is author of the HBR article "Tapping into Your Team's Circadian Rhythms."