Sara Wasserteil

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Five steps companies can take to give those with backgrounds a chance without sacrificing quality or business needs.

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If you want to take advantage of a ready, willing, and able workforce today—and build a more inclusive, innovative workforce for the future—don't forget those who have been involved in the criminal justice system.

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As companies try to attract broader, more diverse talent pools, human-centered design could be key.

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If you're going through a rough patch generating new ideas for your next big launch, consider these tried and true methods. It's no secret that coming up with an innovative solution to surpass the success of your last product or service rollout is never an easy feat, especially when there is always a chance of it flopping in the marketplace if current and prospective customers don't catch on quick enough.  In order to boost creativity in your leadership team and with employees across the entire company, CEOs and managers need to think outside the box to encourage their employees to share their ideas freely in an open work environment free of judgment where they feel safe and supported. And once you lift any mental constraints from their brainstorming process, an endless pipeline of propositions is likely to flow. Nine experts from Fast Company Executive Board weigh in on their approach to gathering employee-proposed projects with the most potential.

expert panel

Knowing when to stop a project that isn't going anywhere is an important skill every leader should develop. Brainstorming sessions often beget a wealth of ideas for a team to pursue. In the moments, most or all ideas seem like winners -- but once work starts, it can become clear that certain ventures may not be the best use of time and resources. Sometimes, it can be difficult for a leader to determine when it's time to let go of an initiative, especially if it's one they are personally passionate about. To help you make this difficult decision, a panel of Fast Company Executive Board members each offered one clear sign or red flag that a leader and team should walk away from a project, regardless of how much has been invested in it.