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By Clayton M. Christensen

Editor’s Note: When the members of the class of 2010 entered business school, the economy was strong and their post-graduation ambitions could be limitless. Just a few weeks later, the economy went into a tailspin. They’ve spent the past two years recalibrating their worldview and their definition of success.

The students seem highly aware of how the world has changed (as the sampling of views in this article shows). In the spring, Harvard Business School’s graduating class asked HBS professor Clay Christensen to address them—but not on how to apply his principles and thinking to their post-HBS careers. The students wanted to know how to apply them to their personal lives. He shared with them a set of guidelines that have helped him find meaning in his own life. Though Christensen’s thinking comes from his deep religious faith, we believe that these are strategies anyone can use. And so we asked him to share them with the readers of HBR.

Principles are a great way to view ideas that can help us improve as individuals, employees, managers, family and communities.  Correct Principles understood are more powerful than teaching behavior.

Kim Scott shows how “radical candor” can be used in the workplace to give better feedback and meaningful praise and criticism.

You’ll Learn:

1. How to care personally while challenging directly
2. Three important conversations that you should be having at work
3. An approach to giving better feedback to your boss

About Kim

Kim Scott is the author of Radical Candor: Be a Kickass Boss without Losing your Humanity, a NYT and WSJ bestseller, published by St Martin’s Press. Kim is also the co-founder and CEO of Candor, Inc., which builds tools to make it easier to follow the advice she offers in the book. She is also the author of three novels and co-host of the Radical Candor podcast.

The phrase 'servant leadership' was coined by Robert K Greenleaf in his 1970 essay The Servant as a Leader. In this essay, Greenleaf sets out a number of ideals, values, and philosophies about putting people first. 

As Greenleaf himself states, servant leaders are servants first- the ultimate team players whose actions and purpose extend beyond the needs and desires of their own and extends to their colleagues and partners. They understand that if the team is ultimately successful, that they too are successful.

The leap from servant to servant leader is a difficult one for many people, but comes from a desire to continue to serve at an elevated level of responsibility.Servant leaders don't lead for power, glory, or a plush corner office- they lead to make a bigger impact on their people and their organization. They lead with heart, empathy and authenticity.

Secretary of Health and Human Services is declaring a national emergency.

Incubation symptoms usually take from 7 to 14 days and because of the nature of this virus, it is very contagious in human-to-human transmission.  I have been asked how worried Americans should be. I believe that rather than worried, we must be proactive and educated.

The most important question is: How do Americans get prepared? I have a few suggestions that I want to share. 

We already know about travel bans where this epidemic is growing – so don’t travel to China.  We also know that there is going to be monitoring and possible quarantines of patients who have recently arrived from that region.

However, we must also focus on our health. When you look at ways that many people have died from coronavirus, most of those cases have been from pulmonary complications.  Most patients die from complications of pneumonia.  When you get massive pneumonia from a viral infection, you have severe inflammation of lung tissue, which interferes with oxygenation and ultimately compromises other organs such as your heart, kidneys and liver.  In other words, a septic shock develops.

How to Spot the Ideal Team Player

Patrick Lencioni is founder and president of the Table Group, a firm dedicated to making work more fulfilling by making organizations healthier. 

Tabletop

With enough time, patience and attention from a good manager, almost anyone can learn to become a team player. I believe that.

Having said that, some people are better at teamwork than others. These are the kind of people who add immediate value in a team environment and require much less coaching and management to contribute in a meaningful way.

So, there are two obvious questions. What do these people look like? And how do we find them? As it turns out, they have three qualities or virtues in common: they are humble, hungry and smart.