Why it matters: Investors who might be familiar with FAANG companies and BRIC countries have yet another acronym to add to their lexicon. After absorbing a brutal start to the pandemic, BEACH stocks are now valuing a bit of time in the sun.

Why it matters: While I can assure you that my CEO matters 100% of the time, research from INSEAD suggests just 15-20% of firm outcomes can be attributed to CEOs. Of course, a lot depends on variables like the size of the company, the industry and the other talent that surrounds the CEO. Nevertheless, it is interesting to see that the person in the big chair doesn't always wield as much influence as you think.

Why it matters: The diversity of subjects captured by these photos is incredible. Some are "creative" and fun, like the moon BBQ above, but others are heartbreakingly powerful (like the boy with the lollipop, cigarette and black eye).

And yes, I am ashamed to admit that I have an entire collection of photos (sunsets, mountains, lakes, etc.) that feature my hairy "Bilbo Baggins" feet that the bottom. But strangely, none of the pics feature me in a shire.

Increase team collaboration remotely by using software for video conferencing, coordinating projects and sharing information, writes Naphtali Hoff, who walks through several scenarios.

We think that the move to remote work last year was simple, yet the length of the pandemic has made this an upheaval -- people uprooted from familiar environments and forced into "a life-shift change, not just a work-location change," writes David L. Bartholomew III of Myrtle Consulting Group. He offers tactics for how leaders can improve meetings and recognition, as well as advice for employees to redevelop their support systems.

Leading by example can improve employee performance, writes Adi Gaskell, who cites research that found retail stores performed better when the managers worked closely with employees for even part of the day. "By observing how their leader performs and the outcomes the leader achieves, employees receive a clearer signal about what is expected of them," the researcher wrote.

Remote work slowed innovation during the pandemic, but leaders can still spark collaboration through informal communication channels and encouraging a playful approach, write PwC researchers. "When we play together, space is made for instinct, feeling and nonverbal responses that charge through our rational filter, revealing how confined we were in our thinking before we opened up to other ways of looking at a problem," says PwC's Amy Lonton.

Comcast Cable HR executive Bill Strahan was drawn to HR because he likes to understand how people think, how they live their values and how they respond to storytelling. "If you're going to be good at HR, you have to understand what people are looking to accomplish for themselves, because inevitably they will regress to that mean of 'This is what I'm trying to do for myself,' " he says.

Why it matters: To paraphrase the renowned 1980s philosopher Ferris Bueller ... Trends in higher education move pretty fast, if university leaders don't future-proof their schools, they might miss it.

This article does an excellent job of outlining all the stakeholders that need to come together to ensure colleges and universities remain at the center of higher learning. The pandemic shifted many norms, but some of the threats detailed in this piece have been on the rise for quite a while, such as career certificate programs from the likes of Google and Facebook.