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Those who find themselves veering off course can rediscover their way by returning to their roots. 

"Power is a subject that makes many people extremely uncomfortable," Stanford professor Jeffrey Pfeffer argues, but just because we don't like to think about power doesn't mean it's not the lifeblood of business. "Power is in fact all around...like air and water and gravity," he insists.

Ignoring power, therefore, won't make it disappear any more than wishing away gravity will help you fly. Instead of sticking your head in the sand, Pfeffer suggests you get real and start thinking constructively about accumulating power. How can you do that? In the video he offers a handful of actionable (if not necessarily universally palatable) tips.

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What's the difference between a remote team that performs like a happy, cohesive unit, and one that performs poorly?

Tsedal Neeley, associate professor at Harvard Business School and founder of consulting firm Global Matters, has focused on this subject--bridging social and emotional distances on geographically dispersed teams--for more than 15 years. 

In a recently released article in the Harvard Business Review, Neeley shared a proven framework that has helped leaders manage long-distance employee relationships. The framework, which has five components, is called SPLIT: structure, process, language, identity, and technology. Here's a primer on the framework, along with some insight from Neeley, who recently spoke to Inc. about it.

Friedman profiles luminaries including Michelle Obama, Bruce Springsteen, and Sheryl Sandberg in his book and shows how they gradually became leaders. He shows the skills they exercised and how they integrate different parts of their life together.

Friedman says he chose subjects who possess what he calls the three principles of total leadership: "Being real, acting with authenticity and knowing your values and vision; being whole, respecting the whole person and knowing there are different parts of your work, community, and personal lives that affect each other; and being innovative, constantly learning and experimenting in new ways to get things done."