Since 2019, I’ve had the privilege of working with innovative and forward-thinking authors—academics, executives, subject-matter experts—to develop and polish hundreds of articles for publication in MIT Sloan Management Review, covering a sea of management and workplace topics: leadership, culture, strategy, hiring and retention, innovation, technology management, and organizational behavior. I have a particular interest in team dynamics and, trendy or not, the cluster of concepts and concerns that make up diversity, equity, inclusion, and belonging.
A small selection of articles I’ve edited:
Building the Cognitive Budget for Your Most Effective Mind
Cognitive budgeting can help employees at all levels be more intentional about where they direct their mental energy.
When Not to Use AI | Benjamin Laker
AI may accelerate work, but communication and decisions involving values, relationships, or trust demand human judgment.
How Neuroinclusion Builds Organizational Capabilities
Neuroinclusion efforts at large employers offer proof that neurodivergent employees can deliver big business benefits.
The Role of Culture in Enabling Change
Modifying culture can help drive organizational change but requires clarity about the type of change leaders are seeking.
How Site Visits Speed Innovative Changes
Site visits to observe other organizations’ innovation approaches can help leaders accelerate change at their companies.
A Five-Step Guide to Improving Your Employer Brand
These five steps can help you burnish your employer brand and meet the challenge of talent acquisition.
Don’t Bet Against the Move to Clean Energy
The green energy transition is underway — and inaction is a risky business bet.
Virtual Meetings and Your Brain: Four Ways to Refresh
Research shows that “Zoom fatigue” is a demonstrable neurological phenomenon. Address it with these practical strategies.
Bridge the Intergenerational Leadership Gap
Cultivating an age-diverse team can strengthen your organizations’ innovation and decision-making capabilities.
Job, Career, or Purpose?
Leaders should learn to manage — and value — employees whose sense of purpose comes from outside the organization.
