This week’s must-reads for managing in a digital age: How to sabotage your company, AI passes eighth grade and what that means for businesses, and give your customers what they want — sometimes.

Even though frontline employees are committed to advancing the objectives of the business, they sometimes see themselves as caught between representing the views of customers and what they think is reasonable. To preserve morale, businesses must keep employees engaged and confident that management has their backs.

Working all the time is not a badge of honor — it’s dysfunctional and a sign that something isn’t going right in your job or organization. This article looks at three simple strategies to combat martyrdom and burnout in the modern workplace.

Leaders can help employees manage immediate problems by harnessing the human capacity to think beyond the moment and recognize that “this too shall pass.” Psychological tools such as temporal distancing help ease the sting of current troubles. And the tool of “failure premortems” can help people identify dangerous risks and delusions in new projects by imagining they’re in the future looking back at why a project failed.

Prioritizing process improvement, redefining performance, and committing to digitization, DBS Bank revitalized its performance management strategy and turned itself into one of the world’s most successful global digital banks.

While anonymous feedback in teams can sometimes be less than constructive, when used the right way, digital chat tools that provide anonymity can help managers gauge employee morale and drive change.

Some women who feel like they won’t “fit” a stereotypical job description will talk themselves out of wanting it. This process of negatively evaluating promotional opportunities is due to a process called “job crafting.” As a result, managers who wish to employ female executives at the highest levels of their organizations should be especially careful of the signals they might be communicating to potential applicants.

Business leaders are often selfish. They honestly think they are entitled to more resources than anyone else, and that they have earned the right to take more. Their self-serving behavior is usually enabled by their organizations. But three strategies can help: Organizations can choose leaders who tilt away from self-serving frameworks; create systems that reinforce fairer evaluations; and recognize the added complexities that arise on the global stage.

In the short term, ignoring or stifling employees’ negative emotions is easier for managers than addressing the problem. But since brushing aside negative emotions can lead to high costs from reduced employee productivity, engagement, and effectiveness, executives should learn what to look for and how to respond.

It is impossible to block negative emotions from the workplace. Whether provoked by bad decisions, misfortune, poor timing, or employees’ personal problems, no organization is immune from trouble. And trouble agitates bad feelings. However, in many workplaces, negative emotions are brushed aside; in some others, they are taboo. Unfortunately, the author’s research suggests that neither of these strategies is effective. Instead, insight and readiness are key to developing effective responses.

Our electronic devices and expectations for immediate responses to communications are degrading our attention, with implications not just for productivity but also for mental health and stress levels in the workplace. That’s according to the 2016 book The Distracted Mind: Ancient Brains in a High-Tech World. In an interview, coauthor Larry D. Rosen says that research now shows that “the impact from so many interruptions on our mental and emotional functioning is vast, and it needs to be addressed.”

Rapid changes at all levels of society and technology are upon us. Seemingly stable business and social environments aren’t immune. Whether it’s technology, policy, or broader socioeconomic forces, the transformation of your organization and your role in it are all but inevitable. One suggestion for responding: Get outside your standard routine and engage with the changes.

What’s happening this week at the intersection of management and technology: Data analytics for a better work-life balance; cybercrime as a managerial mindset; how to put IoT data to work.

Digital innovation is transforming every part of the company, from customer experience to business models to operational management. But it’s people who make companies work. The digital economy shouldn’t be one where automation squeezes workers — and managers — out, but one where computers help employees to collaborate fluidly, make decisions scientifically, and manage better with automation than they ever could without it.

Managers have an opportunity to interrupt a sometimes vicious cycle between trust and commitment. The relationship between workers’ trust in decision-making authorities and their commitment toward the organization is a self-perpetuating one, and organizations can achieve a higher level of workforce engagement by proactively building and maintaining trust-based relationships. The key, research finds, appears to be the continuous anticipation and management of the so-called “expectation-experience gap.”

Employees can be inspired to perform better if their creativity is challenged through teamwork. At four Deloitte LLP offices in India, an experiment in team-based contests to come up with smart, challenging and practical solutions to real-life business problems unleashed out-of-the-box, original thinking that challenged traditional wisdom.

Research into the ways that people can feel less time-pressed and more time-affluent suggests that the answer lies in focusing attention on the present and away from the self.

Tough economic times can lead to misguided perspectives.

Sexual harassment — and how to deal with it — is well understood by most companies. But now new dangers are being recognized in the ways an office romance affects the people around it. “Hostile work environment” claims, and their financial costs, are just the start.