ResidentialBusiness

The first year of Otting's tenure as the New York lender's CEO brought substantial change, but the job isn't done. His goal: to build a powerhouse, profitable regional bank. View the full article

In today’s turbulent economic climate, there’s an intense pressure to perform. Organizations are exploring new business models and ways of working to accelerate growth and stay competitive. Boards and shareholders demand results, which pushes leadership teams to dial up their expectations. The term “accountability” has become a buzzword in discussions, but far too many misunderstand and misapply it. When leaders talk about creating a culture of accountability, they often rely on “shame and blame” tactics. This approach might seem effective in the short term, but it ultimately undermines the culture leaders seek to build. Instead of motivating individuals to do more, it drives people to hide from responsibility. Redefining accountability The challenge is redefining accountability. How do you set clear, high-performance expectations and hold people to them without sliding into the counterproductive cycle of shaming and blaming? To create a culture of accountability that truly enhances performance, leaders need to think about accountability differently. That means moving away from coercion and blame to mutual responsibility and ownership, which empowers individuals to own their roles and contribute to the team’s success. Consider the case of a manufacturing company I worked with. Facing stiff competition and the need to innovate quickly, the company’s executive team realized that the old ways of operating were no longer sufficient. Its traditional approach to accountability was stifling innovation and preventing the company from adapting to new market realities. The culture had to change from blame-focused to one where everyone—from the top down—felt invested in the company’s success and comfortable owning both their wins and their mistakes. Leadership needed to break down accountability into the distinct behaviors they wanted to see: identifying the issues, claiming the issues as your own, and changing the outcomes. This approach made the change real and enabled leaders to work collaboratively to implement the new culture. Here’s how: 1. Identify the issues: proactively ask for understanding The first step to building accountability in the company was for leaders to help their teams see issues before they escalate. They brought this to life through scaled leader sprints, which were focused, short-term initiatives designed to instill key habits across the organization. This practice encouraged leaders to seek feedback from their teams and peers, fostering a culture of continuous improvement and transparency when team members felt safe to speak up. Leaders also practiced how to pause before reacting to bad news. The simple act of taking a moment to consider the best response helped them approach problems with a clear mind, avoiding knee-jerk reactions that might discourage team members from raising concerns. Lastly, this practice also taught leaders to invite perspectives by asking, “How do you see it?” rather than the more typical “What do you think?” This promoted open dialogue and the consideration of multiple viewpoints to understand the same problem. By cultivating these habits, the company’s leaders focused more on inquiry, shifting active problem-solving to a collaborative process with the team. 2. Claim the issues as your own: embrace the outcomes The second part of accountability for the company was about taking actions that delivered the most critical business outcomes. The company needed to train leaders to prioritize initiatives that had the highest impact on these goals, avoiding the trap of rewarding “busy work” that appeared productive but didn’t contribute to organizational objectives. Leaders practiced skills to evaluate their initiatives to concentrate on high-leverage actions—those that would generate the most significant results with the least amount of wasted effort. That means setting the example of refocusing themselves on impactful actions (while stopping those that were mere activity) and then deliberately taking time in team meetings to review and reassess priorities. As a result, the leaders were able to develop a new muscle in themselves and their teams. The clarity on prioritizing the right actions over simply working harder energized the organization to continue to make the change. 3. Change the outcomes: measure and adapt The company focused on evolving its key performance metrics to support these new priority outcomes. Leadership realized that if they tried to change behavior, yet continued to measure the same old actions, the change wouldn’t stick. The company also needed to shift these key performance metrics to reflect what’s more important or impactful as business priorities evolved, which required more flexibility and transparency from the leaders. In this phase, the leaders moved to create a new dashboard, identifying the core metrics they were trying to accomplish that would tell them if they were moving the needle in response to competitive threats. They agreed to review the data quarterly and share what they learned with the organization. When the metrics moved in the right direction, there was a public celebration of the progress. And perhaps more importantly, when they didn’t, the leaders engaged their teams in ideating how to adapt their actions—and what they were measuring—rather than placing blame. The new habits practiced in these three phases created visible early momentum, as the aura of “shame and blame” noticeably lifted. One team, for example, reduced the time that it took to get product updates to market. Their rapid prototyping test-review-fail program allowed them to experiment quickly, share learnings at weekly meetings, and fail without fear of reprisal. By shifting away from traditional views of accountability and embracing a more collaborative and trust-based approach, you can help your team achieve the high performance that current market conditions demand. View the full article

In HBO’s hit show Succession, patriarch Logan Roy pitted his children against each other for the top spot of leading his media conglomerate. Those who’ve seen the show will know how it ends, but what if he took a different route? What if he established a collaborative, multi-generational leadership team to guide Waystar RoyCo into the future? Granted, it would have made for far less dramatic tension (and probably fewer award wins) for the show. But for Roy’s shareholders, it would’ve been a smarter move in a rapidly changing media industry. Succession planning is a non-negotiable principle for any thriving organization, yet it’s also one of the hardest to get right. And in today’s volatile, fast-changing environment, proactive planning is even more critical. There are relentless technological disruptions, and diversity initiatives are under scrutiny. For the first time in history, five generations will work side-by-side in offices around the world. These dynamics present unique challenges for maintaining growth and stability. For CEOs, whose average age is 59, the following questions are critical: Are they equipped to engage Gen Z employees and the subsequent generation? Are they prepared to lead in an AI-driven world? Without support, the honest answer is often no. Last year, the Financial Times reported that a record number of CEOs stepped down due to investor pressures, technological disruptions, and underperforming markets. All of these factors are making the role harder than ever. After years of thought, I recently decided to appoint a new CEO for our U.K. and European business. It was a bold move as we skipped a few generations. But he was ready to take the reins after a lot of training, learning, and success. So far, it’s working. In a very short period, our business already feels more energized, agile, innovative, and resilient. Here’s how you can create the same momentum for your business. Build an open culture of multi-generational learning By the time Generation Alpha enters the workforce, five generations will be working together in a single workplace. Rather than seeing this as a challenge, treat it as an opportunity. Harnessing multi-generational perspectives fosters creativity, improves decision-making, and strengthens collaboration across teams. To align generational differences, encourage multi-generational open learning. For example, you could introduce mentoring schemes that encourage a two-way flow of ideas and perspectives between senior and junior staff, rather than solely top-down programs. Balancing continuity with the pursuit of innovation is the leadership challenge of our times. A multi-CEO model with age diversity might just be the way to navigate it. A diverse suite of leaders can help bridge the gaps between generations because it creates a synergy that benefits employees, clients, and organizational growth. Identify and support the right successors from each generation Finding qualified leaders has always been a challenge, and today’s hyper-disruptive business environment has only made it more difficult. From tech to media, industries undergoing transformation need leaders who can navigate complexity and disruption, even though it may be the first time they’ve done it. You might be wondering whether you should promote internally or hire from the outside. My view is clear, and it’s that home-grown works best. I’ve tried both, and in our type of business, growing a successor over time always seems to work better than bringing in someone from outside. Once you’ve identified a potential successor, help them rise with a development plan that gets them to the top job. They’ll have plenty of opportunities to succeed and fail along the way. By observing how they handle these moments, you build confidence in your choice. Just be aware that high-performing employees will have their choice of job offers, so you need to figure out how you can incentivize them to stay. Twice, I’ve developed successors only to have them leave for competitors. Losing these experts can be costly and immensely frustrating. A multi-generational C-suite acts as a safety net, retaining these individuals while equipping them with the tools and mentorship they need to continue excelling. Act now to prepare for the future The best time to think about your succession strategy is now. Tomorrow’s leaders need opportunities to observe, contribute, and think collectively about the decisions, products, and services that will define your organization in three to five years. Invite emerging leaders to share their opinions and take on increased responsibility. Encourage them to collaborate across generations. By empowering future leaders today, you foster innovation and resilience for the years ahead. Succession wasn’t just the heart of a TV drama; it’s a real-life leadership challenge. For business owners, Logan Roy’s missteps offer a cautionary tale. Procrastination and neglecting to nurture a diverse pool of future leaders are risks that no organization can afford. A multi-generational leadership pipeline isn’t just an asset; it’s a necessity in an environment defined by rapid transformation and complexity. Developing new leaders while leveraging the expertise of seasoned executives positions your business to weather disruptions and capitalize on opportunities. Don’t wait. Start building a forward-thinking succession strategy today and ensure that your organization is ready for tomorrow’s challenges. A dynamic, multi-generational C-suite can secure your place as a disruptor, not the disrupted. View the full article

Calculation deeply flawed economically and will fail in stated aim of ‘driving bilateral trade deficits to zero’, say analystsView the full article

European markets fall sharply and US futures point to lower open after declines in AsiaView the full article

Four years ago, if you found yourself at one particular intersection of Buenos Aires, you would see a nondescript, three-story parking garage with no cars inside. That building still exists—but it’s completely unrecognizable. Today, that structure looks like a stubby, UFO-like tower mushrooming from a concrete pedestal with a landscaped ramp curving upward. The metamorphosis is thanks to a multiyear project by New York architecture firm ODA. Ola Palermo, as the reimagined structure is known, has become a mixed-use building with cafés, restaurants, and Class A office space. The cherry on top of this (concrete) cake is an open-air promenade that peels off the sidewalk, winds up to what used to be the roof of the garage, blossoms into a rooftop park, then winds back down to the other side of the building. In a structure once defined by cars, the ramp is now be synonymous with people. To demolish or not to demolishODA (ranked among the World’s Most Innovative Companies of 2025 by Fast Company) has a history of working on adaptive reuse projects, including Detroit’s Book Tower and 10 Jay Street in Brooklyn, but when founder Eran Chen first heard about the project from real estate firm BSD Investments, it was presented to him as an empty site. The building, which had been vacant for years, sits on a tricky plot sandwiched between two busy roads and an elevated train line. It is very close to the edge of Tres de Febrero Park (also known as Bosques de Palermo, or Palermo Woods), but before ODA got involved the two were not connected. Before arriving on-site, Chen had considered demolishing the parking garage, but when he saw the building, the idea just clicked. “The building immediately captured my imagination,” Chen says, noting the first thing that surprised him was the structure’s ceiling height. Most parking garages have low ceilings, which makes them challenging to convert—this one had a 14- to 15-foot ceiling. (For perspective: Most homes have 8- to 9-foot ceilings.) The ceiling had a waffle design, which looks like a grid of intersecting beams that create a pattern of recessed squares. This helped distribute the weight of the ceiling evenly, allowing it to span large areas without the need for additional columns for support, and creating a more open and flexible space for the building’s use. To top it all off, the roof afforded a clear 360-degree view. On one side, you could see through Palermo Woods, all the way to downtown Buenos Aires. On the other, there’s a private racetrack and polo fields that people can visit only if they have exclusive memberships. “On one side you have the haves, and on the other, you have everybody else, and this is smack dab in between the two,” says Chen. He saw the rooftop as an opportunity to turn the tables and allow the park’s visitors to “look down” on the exclusive grounds and catch a (free) glimpse of any events that take place there. Form follows experiencesODA kept 80% of the original structure to create a 160,000-square-foot building. A quarter of this surface—about 40,000 square feet—is dedicated to public terraces, green spaces, and the open-air promenade. The rest is taken up by restaurants, cafés, and retail spaces. Parking for 250 cars is also available on the ground floor. But the program, or function, of the building wasn’t always clear. The area isn’t zoned for residential use, and commercial use wasn’t “the obvious choice,” says Chen, as most companies who could afford rent for a modern office building would opt for a space in downtown Buenos Aires. Retail, which thrives on heavy footfall, wasn’t obvious either since the site is so isolated and on the edge of the city. But for many years now, Chen has been honing a new mantra. “Form should not follow function anymore. Form should follow experiences,” he says. “If we design buildings for the human experience, people will visit these buildings—and enjoy them—regardless of the program.” In other words, build it and they will come? I ask. “Build it well and they will come,” he says. An important distinction. To turn the building into an irresistible destination, ODA made four incisions. They carved out one courtyard to let light into the widest part of the building, and shaved off slivers of the facade to make room for two sets of stairs and the ramp. These incisions amount to 20% of the floor area, but the architects didn’t lose that space; they redistributed it. At one end of the building, there once was a water tower that rose above the area’s height restrictions. The tower was obsolete, so Chen convinced the city to remove it. In its place, Chen’s team built a four-story tower “based on the memory of the water tower.” This “concrete mushroom” as he calls it, now rises above the rest of the structure, holding its most premium office spaces. A blueprint for the U.S.The resulting building is what Chen calls a “win-win-win.” It benefits city agencies because it makes a meaningful contribution to the public realm. It benefits the local community, which now has access to a public rooftop park. And it benefits the developer, who saved on construction costs (no new foundations were required) by not demolishing the building. It also benefits the environment, since giving buildings a second chance, as Chen puts it, can help lower the environmental footprint associated with building anew. (Though there could be costs associated with bringing an old building up to code.) “Cities are filled with structures that are either dated or unnecessary, and of course, a big chunk of it is parking garages,” Chen says. Already, architects are starting to build “future-proof” parking garages like this multistory car park in Calgary, Alberta, that was specifically designed to transform into a 600-person office or 50-unit residential building if (and when) the need arises. But Chen believes that residential and commercial are not the only options, especially if the building’s ceilings are low, as they often are. He includes indoor/outdoor sports venues, like pickleball courts; urban farms; and even open-air markets among the possibilities. “The key,” he says, “is not to be fixated on the obvious programs that people might think of.” View the full article

For those tired of waiting in line to buy a new smartphone or anxiously refreshing a delivery tracking site to make sure a new phone arrives intact, Verizon’s Straight Talk Wireless brand is offering another option: phones from a vending machine. Straight Talk, a Verizon prepaid brand exclusively available at Walmart, has launched vending machines that dispense packaged iPhone and Android devices, similar to the tech vending machines often seen at airports. Customers can browse phones and plans via a touchscreen interface, then pick and pay for what they want, all without needing to wait for a salesperson. And when they take their new phone out of the box, it’s already activated and ready to make calls. That saves a potentially complex step for customers who would otherwise have to go home and figure out how to activate the device and add prepaid credit to it. “A lot of our customers, they get confused with what to do at home,” says David Kim, chief revenue officer at Verizon Value, which includes the telecom giant’s prepaid brands. “It drives calls to care. It drives customer dissatisfaction.” Even if potential customers aren’t ready to buy, they can use the machines to see what phone and plan deals are available without needing to wait on a sales rep, Kim says. And if they do have questions they’d want answered by a human being, the wait time will likely be shorter, since other customers can conduct their business with the machine. So far, the new machines are installed in five Walmart stores, where they’ve sold hundreds of phones after thousands of interactions. Verizon plans to add them at nearly 100 more Walmart locations over the course of the year. In some cases, Verizon is testing the machines near the department in the rear of the store where phones are normally sold, but the company is also testing other locations, including near the checkout, where customers can easily browse the machine to see what’s available. “As customers are checking out, they’re interacting with the machine just to see what’s the latest and greatest,” Kim says. The company is also testing payment methods, including cash and card. So far, most people are paying by credit or debit, with some signing up for monthly autopay via the machine. But the machines are likely to continue to support cash as they expand to more stores, Kim says. After developing the technology to ensure phones can be uniquely identified, tracked, and activated within the machine, the company continues to optimize how to highlight different phones for customers, including making them aware of various brands, price points, and special offers. And in addition to expanding at Walmart, Verizon Value—which offers eight brands at more than 100,000 locations across the United States—may also roll out vending machines to support its other lines at both other national retailers. While the company does need to ensure machines have internet connectivity and staffing to keep them stocked, selling no-contract prepaid phones is in some ways easy compared to selling phones on a contract, since there’s no need to check customer IDs or conduct a credit check. Expansion possibilities may also include smaller devices offering other services, like letting people pay for a month of service without needing to purchase a prepaid card, Kim says. Other options being considered include machines at airports, which could offer prepaid phones or SIM cards to international travelers, and at existing retail locations for various Verizon Value brands. “It’s just a matter of picking the right locations,” he says. View the full article

Job searching can feel like a full-time job in and of itself. Endless networking coffees and cover letter drafts can make it easy to get discouraged. And while it’s helpful to get support from family, friends, and your significant other, they may not truly grasp the day-to-day grind that’s needed to keep the momentum going. In fact, for many, searching for a job is an isolating experience. According to a recent American Staffing Association/Harris Poll Workforce Monitor survey, 72% of Americans say applying for jobs can feel like sending résumés into a “black box.” And four out of 10 unemployed U.S. job seekers revealed they didn’t land a single job interview in a year. This cycle of applying for jobs and not hearing back can lead to frustration, hopelessness and loneliness, says Richard Wahlquist, chief executive officer at the American Staffing Association. One way to keep up a productive job search is to find a job-search partner. Experts say this support can help keep you motivated and feeling supported. Here’s how to best work with another job searcher to both secure new roles: 1. You’ll gain an extra set of eyes and ears There’s only so many hours in the day and so many networking channels one can explore. So, having a job partner—especially one searching in the same industry—can double your outreach. “They can identify job openings you missed,” says Wahlquist. 2. They can help you polish your materials and prep for interviews A job search partner can not only assist with proofreading, but they can also offer you a fresh perspective on your cover letter, and provide suggestions on how to customize your résumé for each position you apply for. Interview prep is also paramount, and Walhquist says a job search partner can provide very helpful roleplay as you practice answering challenging interview questions. These exercises can improve your communication skills and boost your confidence. 3. They can help you stay motivated Knowing that someone depends on your support can be motivating. “There’s an extra layer of accountability on days when the last thing you feel like doing is applying for another job,” says Wahlquist. How to choose a job search buddy It’s a personal decision whether to partner with a job seeker in your same industry—and of course depends on who you know who might also be searching for a job at the same time. Here are a few reasons why picking someone in the same field can be helpful: They understand the industry. Jenny Wood, a career-development expert and author of the new book Wild Courage: Go After What You Want and Get It, says picking a person in your field can be a good move, even if you’re worried about potential competition. “There are hundreds of thousands of jobs out there,” says Wood. “They only need one and you only need one. There are enough to go around.” They can give real feedback. Not only can they help you choose winning résumé keywords and bullet points, an insider can also help you grasp “what a solid versus mediocre answer is to an interview question,” says Wood. They’ll also better understand what certain role descriptions mean when you are both searching and applying. How to be sure a job search partner adds value Gaining support can only help you on your employment journey. “Job seekers who end up with the most options and, eventually, the best jobs are the ones who enlist as many people and resources as possible to support their job searches,” says Walhquist. But be sure to keep an eye on the prize of getting a job, and keep the interactions productive. “While it may be comforting to constantly touch base with your job search partner, make sure the relationship is not getting in the way of your actual search,” says Wahlquist. “Sitting in a café with your friend may be fun, but at the end of the day, you have to actually do the work to apply for jobs.” How often to check in The frequency of check-ins depends on the individuals involved, says Matthew A. Solit, LMSW, executive clinical director with LifeStance Health. “Weekly may work for some, but for others, higher frequency can increase accountability.” It’s all about what works for you and your accountability partner or partners. “Mutually agreed upon communication patterns and a framework for accountability is key to a good working partnership,” adds Solit. What to do when one of you gets a job There is a high likelihood that one member of the partnership will be offered a position before the other. And, says Solit, when one member of the team succeeds, everyone succeeds. “It’s not a race, and it’s not about winning or losing,” says Solit. “It is important to continue to support your job-search peers even if you are hired first and to see the mutual commitment to accountability through to the end for both members.” View the full article

Brexit deal means region could be hit by EU counter-tariffs on US goods View the full article

Everyone needs a drinkView the full article

Catfishing. Once a trend confined to the realm of online dating. Now, like other relationship phenomena including ghosting, career cushioning, and quiet quitting, it’s infiltrated the workplace. This is bad for employers and employees alike. Corporate catfishing is when employers make false or misleading claims about their working culture in job ads or interviews in a bid to attract top talent, and it’s a big issue. Research shows that 70% of hiring managers have lied to candidates during hiring processes. A separate study also found that 72% of workers have experienced “shift shock,” where the reality of a new job doesn’t live up to what you were sold. The reason it’s happening is simple. Companies want to attract the best talent to fill skills gaps and drive performance. Yet presently, employers and employees have conflicting preferences over ideal working environments. The return-to-office movement is a prime example. In fact, our data shows that demand for fully remote jobs rose by 10% across last year, and by the end of 2024, almost two-thirds of workers sought remote roles. Yet, only 4% of employers advertised fully remote roles last year. The lack of remote roles on offer is unsurprising given that we’ve recently seen a spate of return-to-office mandates issued by companies including Amazon and JP Morgan. In comes corporate catfishing: a half-baked solution some companies use when they cannot (or will not) offer what workers want. Maybe the hiring manager lies about how often employees are expected to show up to the office, or tells an applicant that the company is deeply committed to environmental efforts, when it’s actually been scaling back on its sustainability goals. Like with all lies, the truth will eventually come back to bite them. While corporate catfishing may widen your talent pool, there’s no guarantee that this pool will be filled with the right talent. Workers are looking for certain working setups for a reason. For example, they could be looking for a remote role because they have a health condition that makes it tricky to go into the office every day, or need working hours that they can flex around the school run. Job seekers lured in under false pretenses are likely to be a poor cultural fit for the company’s working environment. Plus, if workers do fall for corporate catfishing and are hired, they certainly won’t trust or feel loyal to that employer once they discover the truth of the working environment. This won’t be good for staff retention and could be costly for businesses, given that replacing a single employee can cost up to twice their annual salary. There’s also the reputational risks to consider. Smart job seekers will do a deep dive and look at online reviews from former employees before they accept roles. When the secret gets out (and it always does), the company’s reputation for lying to candidates will likely impact job offer acceptance rates and deter future prospects. Businesses will be far better off if they’re transparent about their benefits and working environments from the outset. But the smartest employers won’t stop there. More than ever, workers care not only about where they work, but how, when, and who they work for. So if employers really want to build job seekers’ trust and set themselves apart in the war for top talent, they need to go one step further. They need to build a strong, genuine employer brand, which actively showcases everything from the company’s working setup and benefits to its mission and values. To do this, employers should identify three core themes, which encapsulate the company’s unique value as an employer (be that a commitment to diversity and inclusion or an industry-leading vacation allowance). More than three, and your core identity can get lost in the noise. Sticking to these themes will help keep messaging feeling authentic and consistent across job ads, the company’s website, and social media. Having guidelines around tone of voice can complement this well, too. Showing, not just telling, workers what it’s really like to work for the company also helps build job-seekers’ trust in the employer brand. So, share pictures from team days and events on the company’s social media. Featuring posts from employees from all levels of the businesses, where they share their typical work day or professional achievements facilitated by company training programs or mentorship, can be a great way to do this. The content will feel more authentic to job seekers when it comes from their peers. You should also post about things which reflect the company’s core values on LinkedIn. This helps demonstrate to job seekers that the values the company shouts about really are embedded into its DNA. For instance, if sustainability is important to you, you could post about another company’s new climate initiative. We already have enough catfishing to dodge in the dating world. It’s time for employers to leave false promises behind and put transparency first. There’s someone out there for everyone, and getting more candid about workplace culture means everyone wins—both workers and employers can find their ideal match. View the full article

Work is full of potential rejection. Ask a colleague for a favor, and they may refuse. Apply for a job, and you may not get it. Seek a promotion, and you may be passed over. Submit a proposal to a client, and it may not be accepted. One key part of success is to be willing to learn from these failures, rather than to be paralyzed by them. Yet, you may find it hard to get over a rejection. Before you can learn anything from a failure, you first have to get beyond the emotions associated with rejection. Dealing with rejection sensitivity The first question you have to ask is whether a particular rejection is bothering you, or whether rejection in general is a problem. A long line of research suggests that some people have a high level of rejection sensitivity. There is even a measure of rejection sensitivity called the Rejection Sensitivity Questionnaire. This measure asks you to consider a variety of situations in which you ask for something from another person. You rate both the level of anxiety or concern you might experience in that situation as well as the degree to which you expect someone would accept or reject your request. People high in rejection sensitivity get quite anxious when faced with the possibility of rejection and may also expect that their requests will be rejected. Rejection sensitivity may be a reaction people develop to feelings of rejection by key loved ones when growing up. If you generally have anxiety about rejection, then it can hamper you in the workplace. You may avoid asking for things you need or pursuing new opportunities. You may also react with fear or anger when you feel like others are rejecting you. You might also take criticism of a project or your performance as a personal rejection rather than as feedback that provides an opportunity for you to improve. If you’re sensitive to rejection in general, then you have ingrained a set of habits that probably will not go away on their own. This sensitivity is going to affect both your work and personal life, and so it’s worth addressing. A good therapist can be a valuable part of the process of understanding the source of your anxiety and expectation of rejection and help you to develop strategies to help you handle future situations more effectively. Dealing with a specific painful rejection Even if you’re not a rejection-sensitive person, you may still find a particular rejection at work hard to handle. Perhaps you had a trusted friend or colleague who has now turned your back on you. Maybe a longtime client has decided to work with someone else. You might have applied for a job that you really wanted and lost out to another candidate. Of course, nobody should expected to get over a rejection immediately. Rejection stings, and that pain can last for a while. Sleep is an important part of your ability to deal with difficult emotions, so getting several good nights’ sleep can help you move past a painful rejection. If there’s a specific rejection that stays with you, it probably reflects a significant loss for you that is worth understanding. You might be prone to avoid thinking about rejections, but it can be helpful to write about them. That writing can help you to get the thoughts outside of yourself, which can be healing. In addition, it may help you to understand the source of the loss. Perhaps you feel betrayed by someone you trusted. It might be that the rejection affects something that is part of your self-concept. The rejection might feel like it is closing off a career or life path that you were invested in. If writing about the rejection doesn’t help, you might benefit from working with a counselor or therapist. Career success ultimately requires that you put yourself in situations in which you could face rejection. Not only that, it’s virtually impossible to do anything of significance without being rejected often. That means you must develop strategies to learn to accept rejections, to analyze them so that you learn how to be more effective in the future, and to continue to try difficult things that might lead to additional rejections in the future. View the full article

PM hopes to strike a US trade deal to further cut 10% levyView the full article

The market was far too optimisticView the full article

For the past 15 years, the driving passion behind this website has been simple: to inspire and help people own less and live more. I hope, in one way or another, it’s been helpful to you in your pursuit. At first, this blog was the only resource I offered. I published articles three times per week and made them freely available to anyone who subscribed by email. (You still can, by the way.) But a website built on one-off articles has its limits. It becomes a stream of consciousness—topics shared in no particular order, simply based on what I was learning, thinking about, or wanting to articulate at the time. The articles were helpful—and still are—but now, just 30 short of 1,000 posts, they can be difficult to navigate. I started receiving more and more emails asking, “Do you have any articles about _____?” And often, I did—they were just buried in the Archives. So in 2016, I published The More of Less: Finding the Life You Want Under Everything You Own. The book laid out a straightforward argument for how owning less helps us pursue bigger and better dreams for our lives. I hoped it would inspire many people to embrace a new way of living. With over 100,000 copies sold, I’d say that’s a pretty good start. But as the book and blog gained readers, I began to notice something. Many people had read about minimalism and wanted the benefits of it—but still struggled to put the principles into practice. So nine years ago, I launched a solution: The Uncluttered Course. I created the course to provide everything a book, blog post, or YouTube video cannot: structure, accountability, weekly challenges, a supportive community, and an opportunity to ask questions and feel heard. The course has changed countless lives. I still receive emails that say, “I took your Uncluttered Course in 20xx and it changed my life.” And I always respond the same way: “I may have provided inspiration and structure—but you did the hard work.” A few years ago, in 2023, I sat down with a pen and paper and asked myself a new question: What more could I do to help people own less? I mapped out the entire journey someone might go through—from first hearing about minimalism, to decluttering their home, to building long-term habits that maintain a clutter-free life, to eventually inviting others into its benefits. No matter where someone finds themselves on that path, I want to help them take their next step. That process led me to a realization: As much as I love this blog, the books, and the online course, there are still some people who need something more personal in their journey. They don’t want to go through the process alone. They don’t want to figure it out online. They want in-person help. One-on-one. In their actual home. Sometimes that’s because they feel stuck. Other times it’s because they need personal support. And sometimes, they’re just too busy to do it on their own. Unfortunately, many professional organizers are focused on organizing what we already own—not helping us remove what we don’t need. It can be hard to explain to someone that the goal isn’t better organization—it’s owning less. The world needs more Professional Declutterers. So over the past two years, I’ve been training both professionals and passionate individuals in my approach to decluttering and minimalism. During our live professional trainings, I work directly with participants—teaching the most effective methods I’ve found to help people own less and live more. Today, nearly 100 individuals have completed the training. They live all over the world and are equipped to come into your home (or work virtually) to walk with you step-by-step through the process. If you’re looking for personal support to help you declutter, they are available and ready to serve. Here is a website where you can find their information. Of course, this is their livelihood. Hiring someone for individualized support will cost more than a book or course designed for a larger audience. But if you’re stuck, the investment is worth it—for your home, your peace, your time, and your life. *I don’t receive any commission from their work. Each of these professionals has my full recommendation. I’ve trained them personally. They have proven their understanding of my methods. And I believe they can help you. If you need the help, reach out. Owning less is worth it. — PS: If you’re a professional organizer—or even just someone passionate about helping others own less—I’d love to teach you. I offer this training three times per year. If you’d like more information or want to be notified the next time registration opens, sign up here. The post The Support You’ve Been Looking For: One-on-One Help to Own Less appeared first on Becoming Minimalist. View the full article

No doubt on doubtView the full article

Commission president warns global economy will ‘massively suffer’ from US trade barrageView the full article

Rumors of a Tumblr comeback have been bubbling for a couple of years—think a pair of Doc Martens here, a splash of pastel hair dye there. Now, Gen Z is embracing the platform as a refuge from an internet saturated with influencers and algorithm fatigue. Launched in 2007, just ahead of Instagram’s 2010 debut, Tumblr, with its blog-style format, encouraged users to craft personal aesthetics and immerse themselves in niche communities—where American Apparel tennis skirts, oversize flannels, and black wire chokers once reigned supreme. At its peak in early 2014, the platform had more than 100 million users and was often mentioned in the same breath as Facebook and other rising social media giants. But Tumblr struggled to monetize, even after Yahoo’s $1.1 billion acquisition in 2013. As competitors leaned into the creator economy with sponsored posts and digital storefronts, Tumblr faded into millennial nostalgia. Thanks to Gen Z, the site has found new life. As of 2025, Gen Z makes up 50% of Tumblr’s active monthly users and accounts for 60% of new sign-ups, according to data shared with Business Insider’s Amanda Hoover, who recently reported on the platform’s resurgence. User numbers spiked in January during the near-ban of TikTok and jumped again last year when Brazil temporarily banned X. In response, Tumblr users launched dedicated communities to archive and share their favorite TikToks. Meanwhile, progressives disillusioned with the political shifts of Mark Zuckerberg and Elon Musk are fleeing Facebook and X in favor of Tumblr’s more independent, chaotic charm. To keep up with the momentum, Tumblr introduced Reddit-style Communities in December, letting users connect over shared interests like photography and video games. In January, it debuted Tumblr TV—a TikTok-like feature that serves as both a GIF search engine and a short-form video platform. But perhaps Tumblr’s greatest strength is that it isn’t TikTok or Facebook. Currently the 10th most popular social platform in the U.S., according to analytics firm Similarweb, Tumblr is dwarfed by giants like Instagram and X. For its users, though, that’s part of the appeal. View the full article

US president’s imposition of global tariffs signals a shift in global economic policy View the full article

Officials examine use of command and control systems and early-warning aircraft View the full article

FTSE 100 group believes the £3bn narrow-body project could deliver a step change in British economyView the full article

Blackstone, KKR and EQT among buyout groups raising concerns over government reformsView the full article

A new study by Flatworld Solutions shows that remote work in the United States continues to gain momentum in 2025, even as some major companies reinstate return-to-office (RTO) mandates. The research, which analyzed telework trends across demographics, industries, and regions between 2022 and 2025, paints a complex picture of an evolving workforce adapting to the opportunities and challenges of distributed work. According to the report, overall telework adoption increased from 19.9% in October 2022 to 23.6% in January 2025, an 18.6% rise. As of early 2025, 12.5% of American workers were teleworking some hours, while 11.1% worked remotely full-time. Interest in remote work has also surged among the public, with Google search interest for the term rising 134% since 2020. “The exponential jump in remote work adoption reflects more than just a temporary shift—it signals a fundamental redefinition of workplace digital transformation,” said Israel Paul, head of human resources at Flatworld Solutions. “At Flatworld Solutions, we see technology not merely as an enabler, but as a strategic asset that fuels innovative workforce models.” Regional and Demographic Variations The study highlights significant disparities in telework adoption across the U.S. The District of Columbia leads with a 56.5% adoption rate, while Mississippi lags behind at just 4.7%. Other states with high remote work rates include Colorado (31.7%), Massachusetts (29.4%), and Washington (28.5%). Age and gender also play a role in remote work trends. Workers aged 35-44 lead with a 28.1% average telework rate, while those 65 and older experienced the largest growth—54.6% among men in that age group. In contrast, the 16-19 demographic showed the lowest adoption at 2.7%. “Distinct demographic and occupational trends in telework are reshaping how organizations plan their talent strategies,” Paul noted. “For instance, significant growth among older workers underscores the critical role of adaptable work environments powered by data-driven insights.” Occupational and Industry Trends Remote work remains more prevalent in certain occupations. The study shows that computer and mathematical jobs lead in telework rates at 69.9%, followed by business and financial operations (59.2%) and legal roles (52.6%). Media, arts, design, and entertainment roles also saw strong adoption at 46.5%. In terms of industries, professional and technical services top the chart with a 56.3% adoption rate, with finance and insurance not far behind at 61.7%. The financial activities and information sectors also reported high adoption levels, at 55.4% and 49.7%, respectively. The Rise of Global Capability Centers The emergence of Global Capability Centers (GCCs) is highlighted as a major trend shaping remote work. These virtual and offshore hubs allow multinational firms to scale distributed teams and tap into global talent pools. Google Trends data supports this shift, with search interest in capability centers climbing from near zero in 2020 to a peak of 100 in January 2025. “This transformation represents not just a response to immediate remote work needs but a strategic shift in how companies structure their IT and software service delivery for long-term resilience and competitive advantage,” Paul said. Return-to-Office and Its Challenges Despite the rise in remote work, some large corporations are pushing for full-time office returns. Amazon, AT&T, and JPMorgan have all announced five-day in-office workweeks for 2025. However, these policies are not without issues. The study found that 42% of companies enforcing RTO mandates experienced higher-than-expected employee attrition, while 29% faced recruitment challenges. About 23% of companies plan to introduce RTO policies by the end of the year, and 7% will delay implementation until 2026 or later. Security Concerns in the Remote Era With the expansion of remote work, job-related scams have surged. Losses due to fraudulent job postings and gamified task scams have more than tripled since 2020, reaching over $220 million in reported losses in the first half of 2024. “With the alarming rise in job scams targeting remote workers and the pushback we’re seeing with office returns, it’s clear that protecting our workforce while maintaining productivity is a delicate balance,” Paul said. “Success in this new era isn’t just about having the right technology—it’s about understanding and supporting the people using it.” Methodology The study draws on datasets from BLS monthly surveys, Google Trends, and supplementary sources tracking telework patterns across regions, age groups, and occupations from 2022 to early 2025. It focuses on growth rates, regional disparities, and emerging concerns like remote work vulnerabilities and workforce resilience. Image: Envato This article, "Remote Work Gains Ground Despite Return-to-Office Push, Study Finds" was first published on Small Business Trends View the full article

A new study by Flatworld Solutions shows that remote work in the United States continues to gain momentum in 2025, even as some major companies reinstate return-to-office (RTO) mandates. The research, which analyzed telework trends across demographics, industries, and regions between 2022 and 2025, paints a complex picture of an evolving workforce adapting to the opportunities and challenges of distributed work. According to the report, overall telework adoption increased from 19.9% in October 2022 to 23.6% in January 2025, an 18.6% rise. As of early 2025, 12.5% of American workers were teleworking some hours, while 11.1% worked remotely full-time. Interest in remote work has also surged among the public, with Google search interest for the term rising 134% since 2020. “The exponential jump in remote work adoption reflects more than just a temporary shift—it signals a fundamental redefinition of workplace digital transformation,” said Israel Paul, head of human resources at Flatworld Solutions. “At Flatworld Solutions, we see technology not merely as an enabler, but as a strategic asset that fuels innovative workforce models.” Regional and Demographic Variations The study highlights significant disparities in telework adoption across the U.S. The District of Columbia leads with a 56.5% adoption rate, while Mississippi lags behind at just 4.7%. Other states with high remote work rates include Colorado (31.7%), Massachusetts (29.4%), and Washington (28.5%). Age and gender also play a role in remote work trends. Workers aged 35-44 lead with a 28.1% average telework rate, while those 65 and older experienced the largest growth—54.6% among men in that age group. In contrast, the 16-19 demographic showed the lowest adoption at 2.7%. “Distinct demographic and occupational trends in telework are reshaping how organizations plan their talent strategies,” Paul noted. “For instance, significant growth among older workers underscores the critical role of adaptable work environments powered by data-driven insights.” Occupational and Industry Trends Remote work remains more prevalent in certain occupations. The study shows that computer and mathematical jobs lead in telework rates at 69.9%, followed by business and financial operations (59.2%) and legal roles (52.6%). Media, arts, design, and entertainment roles also saw strong adoption at 46.5%. In terms of industries, professional and technical services top the chart with a 56.3% adoption rate, with finance and insurance not far behind at 61.7%. The financial activities and information sectors also reported high adoption levels, at 55.4% and 49.7%, respectively. The Rise of Global Capability Centers The emergence of Global Capability Centers (GCCs) is highlighted as a major trend shaping remote work. These virtual and offshore hubs allow multinational firms to scale distributed teams and tap into global talent pools. Google Trends data supports this shift, with search interest in capability centers climbing from near zero in 2020 to a peak of 100 in January 2025. “This transformation represents not just a response to immediate remote work needs but a strategic shift in how companies structure their IT and software service delivery for long-term resilience and competitive advantage,” Paul said. Return-to-Office and Its Challenges Despite the rise in remote work, some large corporations are pushing for full-time office returns. Amazon, AT&T, and JPMorgan have all announced five-day in-office workweeks for 2025. However, these policies are not without issues. The study found that 42% of companies enforcing RTO mandates experienced higher-than-expected employee attrition, while 29% faced recruitment challenges. About 23% of companies plan to introduce RTO policies by the end of the year, and 7% will delay implementation until 2026 or later. Security Concerns in the Remote Era With the expansion of remote work, job-related scams have surged. Losses due to fraudulent job postings and gamified task scams have more than tripled since 2020, reaching over $220 million in reported losses in the first half of 2024. “With the alarming rise in job scams targeting remote workers and the pushback we’re seeing with office returns, it’s clear that protecting our workforce while maintaining productivity is a delicate balance,” Paul said. “Success in this new era isn’t just about having the right technology—it’s about understanding and supporting the people using it.” Methodology The study draws on datasets from BLS monthly surveys, Google Trends, and supplementary sources tracking telework patterns across regions, age groups, and occupations from 2022 to early 2025. It focuses on growth rates, regional disparities, and emerging concerns like remote work vulnerabilities and workforce resilience. Image: Envato This article, "Remote Work Gains Ground Despite Return-to-Office Push, Study Finds" was first published on Small Business Trends View the full article

Private sector employment in the United States grew by 155,000 jobs in March, while annual pay increased 4.6% year-over-year, according to the latest ADP National Employment Report produced in collaboration with the Stanford Digital Economy Lab. The report offers a high-frequency, independent view of the labor market using anonymized payroll data from more than 25 million U.S. employees. “Despite policy uncertainty and downbeat consumers, the bottom line is this: The March topline number was a good one for the economy and employers of all sizes, if not necessarily all sectors,” said Nela Richardson, chief economist at ADP. Job Gains by Sector and Region March’s job growth was driven primarily by the service-providing sector, which added 132,000 jobs. The goods-producing sector contributed an additional 24,000 positions. Goods-producing industries: Manufacturing: +21,000 Construction: +6,000 Natural resources/mining: -3,000 Service-providing industries: Professional/business services: +57,000 Financial activities: +38,000 Leisure/hospitality: +17,000 Education/health services: +12,000 Other services: +11,000 Information: +3,000 Trade/transportation/utilities: -6,000 Regionally, the Northeast led with 89,000 new jobs, including 57,000 in New England and 32,000 in the Middle Atlantic. The Midwest followed with 81,000 jobs, most of which came from the East North Central division. Regional employment changes: Northeast: +89,000 Midwest: +81,000 South: +27,000 West: -41,000 In the West, employment declined by 12,000 in the Mountain region and by 29,000 in the Pacific region. Hiring by Establishment Size Job gains were spread across businesses of all sizes: Small establishments (1-49 employees): +52,000 Medium establishments (50-499 employees): +43,000 Large establishments (500+ employees): +59,000 Among small firms, those with 1–19 employees contributed the most, with 42,000 jobs added. Medium-sized businesses with 50–249 employees added 34,000 jobs. Pay Insights ADP’s pay data showed a slowdown in wage growth. Job-stayers saw a 4.6% increase in annual pay, while job-changers experienced a 6.5% increase. The 1.9 percentage point premium for job-changers matched a series low last seen in September. Pay gains for job-stayers by industry: Manufacturing: 4.8% Financial activities: 5.3% Construction, education/health services, leisure/hospitality: 4.7% Other services: 4.4% Professional/business services: 4.4% Trade/transportation/utilities: 4.3% Natural resources/mining: 4.3% Information: 4.0% Pay gains for job-stayers by firm size: Small firms (1–19 employees): 2.9% Small firms (20–49 employees): 4.2% Medium firms (50–249 employees): 4.8% Medium firms (250–499 employees): 5.0% Large firms (500+ employees): 4.9% As of January 2025, ADP’s Pay Insights measure captures nearly 14.8 million individual pay change observations each month, up from nearly 10 million when it launched. The data provides near real-time insights into the private sector labor market. This article, "ADP: Private Sector Adds 155,000 Jobs in March; Annual Pay Up 4.6%" was first published on Small Business Trends View the full article