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HBR.org

The Best Manufacturers Build AI with Workers, Not for Them How People Actually Get to the C-Suite in S&P 500 Companies Our Favorite Management Tips on Giving Feedback The Case for Hiring a Chief Resilience Officer What Customer Workarounds Can Reveal About Your Business Model Getting Buy-In for Your Next Big Idea Surprising Ways to Reduce Turnover in High-Pressure, High-Skill Jobs “Listen for the Silence”: Insights from a Long-Serving CEO Supporting Your Employees’ Career Growth When Everyone Is Overwhelmed What Really Gets in the Way of Change How Stronger Privacy Laws Convinced Consumers to Share More Data How to Break Free of Negative Thought Spirals A Breakthrough Board Presentation Can Win You the CEO Job The Keys to Succeeding Under a New Manager Do You Recognize Burnout in Your Organization? Should Your Subscription Business Use Auto-Renew? Gen AI Could Fix Performance Reviews—or Make Them Even Worse What Operating Rooms Can Teach Leaders About Team Design What Global Companies Lose When Decision-Making Revolves Around Headquarters Redefining What Efficiency Means in the Age of AI It’s Hard to Use AI as a Team. These 3 Practices Can Help. Are You Meeting the Needs of the People You Lead? Beware the Agentic Convergence Trap Should You Treat AI Like a Teammate? Research: Traditional Marketing Doesn’t Work on AI Shopping Agents The Leadership Skills That Make Transformation Stick Microsoft’s Path to Adopting and Scaling AI Across its Sales Organization Why Leaders Should Let Minor Mistakes Slide What Are Your Company’s AI Nightmares? “Cyber Defense Has to Move at the Speed of AI”
New Skills to Navigate Continuous Change
2026-05-05 · via HBR.org
May 05, 2026

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.