The future of work—of hybrid and fully remote workers—will require upskilling of employees for organizations that wish to succeed in the post-Covid world.

Negotiating a salary increase or a job promotion ranks high on the list of hard conversations to have at work, and it doesn’t get any easier without a plan.

Not every CEO can be the next Steve Jobs, constantly conjuring up game-changing new ideas and revolutionary products. But what all CEOs and senior leaders can be are champions for innovation within their own organizations.

Technology has always been a double-edged sword. While it’s been a major force for progress, it has also been abused and caused harm. From water power to Fordism, history shows that technology is neither good nor bad by itself.

The pandemic forced leaders to reconcile with the need for effective hybrid and remote team management strategies, including in performance evaluations.

Most managers dread giving feedback. Offering a blend of praise and criticism is supposed to help your team members do more of what they’re good at and improve in areas where they’ve missed the mark. But research shows it rarely works that way.

‘Diversity means lots of things,” says Amir Goldberg, an associate professor of organizational behavior at Stanford Graduate School of Business. “These days, it evokes the idea of race or gender, but it’s also about how people think.”

For many organizations, the biggest challenge of innovation isn’t coming up with good ideas—it’s making sure those good ideas are noticed and acted upon.

Most successful entrepreneurs know that simply inventing a smart or disruptive technology isn’t enough to make customers come running. Among other things, business development involves connecting with the right people in the corporate hierarchy.

There are three key things cobot developers and employers using cobots must remember when considering implementation: 1) human life takes precedence, 2) human life takes precedence, and 3) human life takes precedence.