The must-reads MIT SMR editors are reading this week, including: the future of self-driving enterprises, the intersection of what new technologies can provide and what customers want, and how you can be a better leader by not giving advice.

Many leaders lack the skills and mindset to thrive in the digital economy, and mindset gaps create blind spots. It’s difficult to be a great leader when you don’t know what you don’t know.

Most organizations can agree on what questions to consider before making a decision about marketing, finance, or operations. But many stumble when the issue has ethical consequences. Leaders need to define what set of questions they want to consider when confronted with an issue that has ethical implications. Seven basic questions can get them started.

Leaders and managers must inevitably consult the analysis, advice, and research of people whose expertise exceeds their own in a variety of domains. Getting the most from that perspective means understanding precisely how to question the experts’ wisdom, no matter what form it takes. Eight specific lessons can help leaders and managers use others’ expertise to the greatest possible advantage in everyday business decisions.

The most popular articles from the MIT SMR archive reflect the depth and range of management challenges our readers face in areas such as innovation, leadership, strategy, and technology. Authors of these “must reads” include MIT Sloan faculty Nelson Repenning and Donald Sull, plus Clayton Christensen, Albert Segars, Michael Schrage, Sam Ransbotham, David Kiron, Philipp Gerbert, and Martin Reeves.

Research shows that giving advice is key to restoring confidence and motivation, which are two important factors for achieving long-term goals. So, instead of having struggling employees seek advice, it’s helpful to have them give it to others.

At JetBlue Airways, customer satisfaction is paramount. The carrier focuses on customer-related KPIs such as Net Promoter Score (NPS) to guide its strategy.

To successfully lead major organizational transformations, executives need to align purpose, performance, and principles within their companies. Doing so isn’t easy — and requires mastery of a wide range of leadership skills.

Making the right decision about which projects and partnerships to enter into seems like it should be easy. But it often isn’t. Being smart about where you devote your resources — your personal time, energy, and finances, as well as those of your organization — means being smart about not just time management, but about choice management. That means being proactive and disciplined about asking why you think a project is a good fit. It also means paying attention to your inner skeptic.

Gone are the days of centralized control of information and decision-making within organizations. With information now widely distributed among employees, Kaiser Permanente CEO Bernard J. Tyson says today’s executives face a critical question: “How do I charge up the organization so that we’re maximizing the intellects of all of our people?”

Few questions in business are more powerful than “What problem are you trying to solve?” Leaders who can formulate clear problem statements get more done with less effort and move more rapidly than their less-focused counterparts. But stopping to ask this question doesn’t come naturally — managers must put conscious effort into learning a structured approach.

Controlling your time is key in getting things done — but it often involves saying “no” to bosses, colleagues, and family. For most people, says author Greg McKeown, learning how to say “no” unapologetically is essential to success.

Harmful management practices should be treated like corporate viruses by eradicating the conditions that foster them.

In a rapidly changing world, full of mixed messages and various uncertainties, it’s reasonable for leaders and managers to look for some language — a narrative — that helps people grapple with it all. “Journey” fits this particular bill in many respects. It’s a familiar and perhaps comforting framework for describing the pursuit of some end — but using it could affect your ability to envision a wider range of possibilities.

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.

The MIT Leadership Center’s video series highlights different styles of leadership among senior executives and leaders.

It can be difficult for finance professionals to transition to broader leadership roles. Leadership development, it turns out, is different for people from finance backgrounds. But five changes in how they approach their job can help them succeed when taking on broader roles in an organization. Those changes include transitioning from being the expert to being someone who leverages expertise, and being able to unleash their thinking to see that a problem can have multiple plausible solutions.

Visits from corporate headquarters to operations in markets such as China are often seen as overly time-consuming and unproductive. According to one China country manager of a European luxury-goods group, “Not only do they come often, but they want to spend more time, and they all come on weekends! For my team, it means that nearly every weekend, there is somebody to entertain.” The authors offer a set of recommendations for healthier dynamics between corporate headquarters and affiliates.

Asking why you’re embarking on a project before you begin raises the project’s chance of success. But “to our continuing surprise, we often discover these teams have not even discussed, let alone agreed on, why they are pursuing the project,” write Karen A. Brown, Nancy Lea Hyer and Richard Ettenson. But producing a good “why” statement often requires both a lot of work and heated debate.

Smart leaders know that what can save you can also kill you — that traits that are good in many ways can boomerang back if you take them too far. The authors of “How to Become a Better Leader” explore how leaders can recognize and manage their psychological inclinations.