Think broadly about your long-term career goals instead of focusing narrowly on the offer at hand — or the question of pay and benefits. s.hbr.org/34r3DHl

At many organizations, windowed offices are reserved for top executives. But employees in North America rank natural light as the perk they appreciate most. s.hbr.org/3aD9yeH

Changing a company is about people, not policy. s.hbr.org/2WDdlSJ

As industries and tech evolve, the only way to keep up — or even better, stay ahead — is to keep learning. s.hbr.org/4b9BXH3

Only 16% of employees are engaged at work. The most extensive and methodologically consistent global study of employee engagement reveals why. s.hbr.org/39uWZTy

Even for seasoned leaders, emotional courage can be scary. But it's an important quality to cultivate. s.hbr.org/3bV8u8q

Are you spending most of your day on seemingly urgent but unimportant tasks? s.hbr.org/39JY74o

Even if you’re naturally introverted or you tend to be driven by data and analysis rather than emotion, you can still learn how to adapt different leadership styles. s.hbr.org/3UbiBvh

Although most people see it as the role of senior executives, managers at all levels need to be looking ahead and seeing opportunity. s.hbr.org/2M6hFYs

Employees who read a story about their colleagues making use of mental health services were more interested in learning about such programs. s.hbr.org/3Juf84T

'While there is no one-size-fits-all approach to dealing with exclusion, Beyoncé’s journey from CMA backlash to Cowboy Carter shows us the options available to us.' s.hbr.org/4d1DSz7

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Six critical practices that research shows are key to successful transformation programs. s.hbr.org/447fSXf

Leaders have a responsibility to convince their people that they value their talents — and that they should, too. s.hbr.org/2N97bIn

If you don't let go of the wrong job, it can easily destroy your career. s.hbr.org/2L6bKT8

It's hard to get a lot done when you're busy at work. But for many people, it's also hard to get a lot done when things are slow. s.hbr.org/3r9IqKX

When Danish companies with more than 35 employees were required to disclose wages, the gender pay gap at firms with 35-50 people shrunk by 7%. s.hbr.org/3oX4UgG

Needing help, and asking for it, is an important part of being a leader. s.hbr.org/3al9n7H

Many companies still see the ideal worker as someone who doesn't have a life. It doesn't have to be this way. s.hbr.org/39ej34n

Deciding whether to relocate for a job is one of those decisions in which an Excel sheet of pros and cons won't do. s.hbr.org/3tfxtJw