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This is a historic moment of racial reckoning in the U.S. Many organizations have reacted to it with pledges to change the way they operate. As a result, many are now searching — internally and externally — for their first chief diversity, equity, and inclusion officer. Here are six questions companies should ask themselves before making that important hire. 1. Why now? Whatever the case may be, companies should be upfront and honest with their employees, customers, and most importantly, candidates, on why they're ramping up DE&I efforts today. 2. What are the job requirements? Unfortunately, DE&I is still a developing area of focus that hasn’t always had the staffing, funding, and commitment it deserves. So in addition to looking for candidates with senior DE&I leadership experience, companies should consider candidates with broader backgrounds but all the right skills: The ability to influence and be a change agent, design strategy and deliver results, create metrics and drive accountability, and communicate effectively across all levels of the hierarchy. Those with marketing, sales, or communications backgrounds might be a great fit. 3. Where does the role sit? The CDO should report directly to the CEO, or to the head of HR with a direct line to the CEO. Either way, a close partnership with HR, legal, and corporate communications — and full access to and support from the entire C-Suite — is critical. 4. What size budget and team will you provide as support? Building an end-to-end inclusion ecosystem takes money, talent, and commitment. If companies are hiring CDOs, they need to be prepared to invest. 5. What metrics will you use to track success? We know that what gets measured gets done; companies need to be clear about what success in year one will look like. 6. Will the CDO have influence over your products and services? The most effective CDOs are involved in not just HR, but also innovation, operations, and marketing to ensure that their companies are serving a diverse customer base inclusively and equitably. — Adapted from "Do You Know Why Your Company Needs a Chief Diversity Officer?" by Mita Mallick. Artist credit: MirageC/Getty Images

Research shows that time pressure can stifle creative work. So, is it really possible for organizations to push teams to work faster without sacrificing quality? A recent study points to a way to do just that. Researchers tracked the development of 13 health-tech projects across two hackathons. Teams were given just 72 hours to develop assistive technologies, such as remotely-operated respiratory devices and seizure alert devices, completely from scratch. Six of the 13 teams were able to successfully accelerate the product development process — a process that normally takes weeks or months — into just 72 hours. What did the researchers learn from the teams who were successful? Instead of attempting to compress existing innovation processes into an extremely limited time frame, the successful teams realized that new processes were necessary. They embraced the ambiguity and uncertainty of the situation, focusing on rapid, small experiments and learning as much as possible in a short time. The teams also learned that coordinating less can lead to better outcomes, even though things can get messy and redundant at times. But an increased sense of flexibility allowed the teams to quickly adapt despite lapses in communication. So, if you need your team to work fast, it may be worth abandoning traditional processes, even if they have been successful in the past. It may also be worth minimizing upfront coordination, even if that comes with drawbacks. — Adapted from "Embrace a Little Chaos When Innovating Under Pressure" by Hila Lifshitz-Assaf and Sarah Lebovitz. Artist credit: Johannes Mann/Getty Images

Leaders facing today’s level of uncertainty need to be ready and able to adapt quickly. But what does adaptive leadership really entail? There are four key principles to follow. 1. Ensure evidence-based learning and adaptation. Define key metrics that will determine your team's success or failure and set a clear process for collecting relevant data. 2. Stress-test the underlying theories, assumptions, and beliefs that inform your team's strategy by simulating possible future scenarios. 3. Strengthen transparency, inclusion, and accountability around decision-making. Make sure everyone understands who is making decisions, what's informing those decisions, and which possible risks are at play. This will create an environment of candor, psychological safety, and mutual trust that will ultimately help you avoid making decisions that are too safe or risk-averse. 4. Mobilize collective action. Responding to a crisis often requires behavioral change at a group level. Emphasize coordination, partnership, and dialogue to make sure that everyone is ready to move forward in the same new direction. — Adapted from “5 Principles to Guide Adaptive Leadership,” by Ben Ramalingam et al. Artist credit: Sensor Spot/Getty Images

Progress towards greater gender equality has been hesitant and halting over the past five years. The Covid-19 pandemic now risks sending it into reverse: Research shows that women’s jobs are 1.8 times more vulnerable to the Covid-19 crisis than men’s jobs. And the burden of unpaid care, which has risen in the pandemic, also falls disproportionately on women. This backwards move is not just a blow to women — it’s a blow to the economy. An analysis from @mckinseyco shows that if no action is taken to counter the regressive effects, global GDP growth could be $1 trillion lower in 2030 than it would be if women’s unemployment simply tracked that of men in each sector. But what would happen if action is taken to advance gender equality? Doing so now could add $13 trillion to global GDP in 2030, according to the same analysis.  CEOs can start with three immediate steps: 1) They can track the data about their own company. Are job losses or requests for leave higher among women? Have promotion rates of women slowed since Covid-19? 2) They can take action. CEOs need to actively consider how to factor the pandemic’s impact into performance reviews, prevent employee burnout, and ensure that traditional diversity practices, such as employee resource groups, are reinvented for a virtual world. 3) They can look for opportunities to increase gender equity throughout their ecosystem. They can examine how their products and services might help counter regressive effects, for example. Companies can also take action to encourage gender diversity not just within their organizations, but also more broadly across their supply chains and distribution channels. — Adapted from "Don’t Let the Pandemic Set Back Gender Equality" by Deepa Mahajan et al. Artist credit: HBR Staff/Henrik Sorensen/Getty Images.

There are too many incompetent men in leadership positions — in large part because businesses tend to promote people on the basis of charisma, confidence, and even narcissism. Instead, companies should be putting people in charge who demonstrate competence, humility, and integrity. If you’re responsible for assessing leadership candidates, you should work on your ability to distinguish between confidence and competence. Remember that overconfidence is a natural result of privilege, which is often linked to gender. Fortunately, you can use scientifically valid assessments to measure the traits you want (or don’t want) in your leaders. You can ask company leaders, including emerging leaders, to take self-assessments and then measure their responses against their leadership style, performance, and effectiveness. The resulting data will help identify patterns that characterize good and bad leaders at your company. Of course, this practice will take time and effort, and many organizations won’t want to invest those resources. But vetting candidates for leadership roles will pay dividends down the line. — Adapted from “How to Spot an Incompetent Leader,” by Tomas Chamorro-Premuzic.

For leaders working to keep their teams healthy, the science of trauma can provide some insight. Research points to one conclusion that can offer hope: Instead of asking how we will recover from these painful times, we should ask how we will be changed by them. An analysis of tens of thousands of survivors of combat, serious injuries, and loss of loved ones showed that they 65% of them remained psychologically stable — and even experienced increased well-being — after their trauma. That’s in part because, in the aftermath of shocking events, people often start over and rethink their priorities. They might change careers to better match their values or reconnect with estranged friends. Many experience greater purpose, stronger social connections, or deepened spirituality. Psychologists call this posttraumatic growth, and it’s fairly common: In one meta-study of more than 10,000 trauma survivors, about 50% reported at least some of this type of growth. It's helpful to keep in mind that even terrible moments can have positive effects. For all its horrors, the Covid-19 pandemic has forced many of us into a more sustainable way of life and has encouraged kindness around the world. Anguish over police killings of George Floyd, Breonna Taylor, Rayshard Brooks, and too many others has galvanized a fight for racial justice. Employees are demanding more equality and organizations are taking action to achieve it. Rather than aiming for a recovery or asking employees to return to normal, leaders should ask bigger questions about how their organizations can grow through this moment. — Adapted from "Don’t Just Lead Your People Through Trauma. Help Them Grow." by Jamil Zaki. Artist credit: Image Source/Getty Images.

"HR is more involved in the personal lives of our employees than we’ve ever been. We need to support them at every level: physical health, emotional health, mental health... It’s a whole new level of engagement and responsibility." Nearly six months ago, Twitter mandated that all of its 5,000 or so employees begin working remotely. This sudden and widespread shift to remote work is by now a familiar story — but the consequences of that shift, what it means for the future of work, workers, and workplaces are still very much in question. HBR interviewed Jennifer Christie, Twitter’s Chief HR Officer, about what it’s been like to lead employees through this rapid transition. Tap the link in our bio to read what Christie had to say about the challenges — and unexpected highlights — of the WFH boom, how the company is supporting its remote workforce, and the changes she expects to last long after the pandemic. — Adapted from "Inside Twitter’s Response to the Covid-19 Crisis" by Ramsey Khabbaz. Artist credit: HBR Staff.

For many of us, remote work presents an opportunity to reclaim one of our most precious and limited resources: time. — Adapted from “How to (Actually) Save Time When You’re Working Remotely,” by Lauren C. Howe et al.

Corporate leaders may not be able to change the world, but they can change their world. Organizations are relatively small, autonomous entities — ideal places to develop policies and practices that promote racial equity. Harvard's Robert Livingston, whose research focuses on implicit bias and discrimination in society, identified five stages of effective interventions that can put companies on the path toward racial equity: 1) Problem awareness. Research consistently reveals that many white people don't actually think that racism is still oppressive to people of color. But many studies have confirmed the presence of racism in the workplace. Any intervention must start with making leaders aware that racism does persist, despite any “race neutral” policies or pro-diversity statements the company has. 2) Root-cause analysis. Many managers misattribute racism to a few bad actors rather than to broader structural factors. Organizations must be mindful of the “current,” or the structural dynamics that permeate the system, not just the “fish,” or individuals who operate within it. 3) Empathy. There's a difference between empathy and sympathy, the latter of which simply quiets the symptoms while perpetuating the disease. One way to increase empathy is through exposure and education. 4) Strategy. Aim to address personal attitudes, informal cultural norms, and formal institutional policies simultaneously. Establishing an anti-racist organizational culture, for example, tied to core values and modeled by top leaders, can influence both individual attitudes and institutional policies. 5) Sacrifice. Leaders must understand that fairness doesn't mean treating everyone equally. It means treating everyone equitably. They must consider the unlevel playing field and other barriers that exist. And they must also have the courage to make difficult or controversial calls. — Adapted from "How to Promote Racial Equity in the Workplace," by Robert Livingston. Artist credit: Diana Ejaita.

Many of us think that the person we are today is the person we’ll always be. We cling to labels like “I’m an introvert” or “I’m not good with people.” But that type of thinking leaves little room for growth. The reality is that we can and do change. So don’t be so wedded to who you are today. Instead, intentionally focus on who you want to be. Start by recognizing how much you’ve grown and changed from your former self. This will serve as a reminder that growth is possible. Then imagine who you want to be in the future. Maybe you want to be more comfortable chatting with new people or more confident in your professional skills. Keep that vision of yourself top of mind. Research shows that your behavior in the present is largely shaped by your view of your future. Then hold yourself accountable by telling other people who you want to be. This can be scary, but it will compel you to make your actions consistent with your new story. — Adapted from “Take Ownership of Your Future Self,” by Benjamin Hardy.

Research finds that traditional networking can be challenging for professionals of color, who may feel uncomfortable in white-majority spaces and face bias from their white peers. Networking from home may offer new opportunities to build relationships in ways that feel more comfortable and authentic. Here are some strategies to try: Consider reaching out through social media or a direct message to someone you've known for a while, but haven't spoken with in some time. Rekindling these relationships will help you feel a bit more connected during this ongoing crisis and may also lead to job opportunities down the line. In addition, you can participate in virtual learning events, which have largely replaced in-person professional conferences. Most colleges and universities are offering a variety of seminars, which can be good places to meet like-minded peers through workshops and discussion groups. And don’t forget to maintain contact with mentors, champions, and sponsors, who are crucial in helping you build your best future, especially during a time of uncertainty. These tactics for staying connected can benefit anyone working remotely, but particularly people of color. — Adapted from "Remote Networking as a Person of Color" by Laura Morgan Roberts and Anthony J. Mayo. Artist credit: Arthur Debat/Getty Images

Many believe that prestigious universities attract better students and provide better training. And in a pinch, many employers default to selecting hires based on the rank and prestige of their alma maters. But do these graduates actually perform better at work? A recent study suggests that they do, but not by much. Researchers tracked the job performance of 28,339 students from 294 universities in 79 countries. They studied not only the quality of their output, but also things like leadership, creativity, technical skills, emotional intelligence, and more. After controlling for age, gender, and the year of study, they found that graduates from higher-ranked universities performed better — but only nominally and only on some dimensions of performance. What does this mean for hiring managers? The researchers say that university rank alone is a poor predictor of job performance. Graduates of top universities typically command higher pay — an investment that may not be justified for companies by a candidate's school name alone. Employers are better off hiring the right students from lower-ranked institutions than just anyone from better-ranked institutions. — Adapted from "Graduates of Elite Universities Get Paid More. Do They Perform Better?" by Vasyl Taras et al.