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Now that passive index investing has overtaken active management, learn why this might not be as scary for the industry as it may seem.

There is a yawning gender gap in Corporate America. Studies show that companies with disproportionately low numbers of women in leadership do not perform as well as those with a more balanced gender ratio. For years, boards have vowed to change that formula, yet still it remains. To help spur changes, the Women CEOs Speak project was initiated and 57 women CEOs were interviewed for it. The ultimate goal: 100 women CEOs of Fortune 500 companies by 2025.

It is often heard that 'good talent' is hard to find. But what constitutes a good talent? And where are companies going to find the talent they need when the gap between worker supply and demand continues to widen? This podcast with John Hilton, news editor of HRD magazine, Andrew Lafontaine, and Felicity O'Shannassy, organizational strategy experts at Korn Ferry, focuses on understanding the imminent skilled workers crisis and what HR and business leaders can do to mitigate the impact of the Talent Crunch.

For two months, a financial services firm in New Zealand cut its workweek to four eight-hour days but paid for five days—and invited university researchers to study the impact on performance. Very quickly, the results became clear: workers showed up on time and creativity burgeoned. Productivity rose 20 percent. The policy became permanent. The idea of a shorter workweek is even trickling over to America. Interestingly, the sports world is providing some of the best evidence that these types of changes may help.

Every new leader faces challenges. But for those who are breaking barriers within nonprofits or family foundations, the challenges are even more pronounced. The new leaders must find their footing and navigate cultures that either overtly or subtly remind them that they are different, whether they are the first person of color, first woman, or first LGBTQ person to serve in a prominent role. The good news is there are now enough examples of trailblazing leaders to begin to see patterns, including key traits to take into leadership roles.

Wealthy individuals and family offices are increasingly looking to direct investments to enhance their returns. Other significant incentives for choosing direct investing include the elimination of management fees charged by investment firms. They can also serve as a vehicle to align investments more closely with the values and mindset of the investor. If you’re a family office contemplating a direct investment program, this article by NEPC outlines the key steps and guidelines to follow that will help set you up for success.

Every year, shareholders vote to appoint or reappoint boards to act on their behalf to ensure the company maximizes shareholder value. And enlightened boards are not waiting for activists but instead are pushing the “reset” button and reflecting on questions like “What are the characteristics of a high-performing board”? and “How do they benchmark themselves against this gold standard”? A model to use as a framework and then customize to your needs is the one established in the Blue Ribbon Commission on Board Evaluations.