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At the Exceptional Women Alliance, we help senior women leaders mentor one another through shared insight. As founder, chair, and CEO, I speak with executives shaping how organizations evolve and perform. This month, I spoke with Jennifer Renaud, CEO of Kradle LLC and a board director with more than 30 years experience in digital innovation, commercial strategy, and customer-centered growth. She has guided companies through operating model transformation and post-integration growth. As artificial intelligence becomes embedded across organizations, Renaud believes companies must rethink how decisions are made. Traditional hierarchies, designed for stability and control, often slow organizations when speed and adaptability matter most. Here are highlights from our discussion. Q: How are traditional decision hierarchies becoming less effective? Jennifer Renaud: Hierarchies were built for predictability. They worked when markets moved slowly and information traveled through limited channels. Today, customer expectations shift quickly, competitive advantages disappear faster, and organizations are expected to respond almost immediately. Many companies still assume better decisions come from additional layers of approval. In reality, too many approvals often create delays. When decision authority sits too high in the organization, teams wait for alignment while customer and market signals lose relevance. Organizations rarely fail because of one bad decision. More often, they struggle because they make too few decisions to keep pace with change. Leaders are increasingly recognizing that decision quality improves when authority sits closer to the insight itself. The people closest to customers, products, and operations often understand emerging tradeoffs best. Q: How can companies move faster without losing alignment? Renaud: I think about this through the lens of decision proximity—how close decision authority sits to the information needed to make a strong decision. When decisions move too far from the source of insight, context weakens and response times slow. Leaders may gain consistency, but they often lose accuracy and speed. High-growth companies intentionally shorten the distance between signal and response. Amazon’s distinction between reversible and irreversible decisions is a strong example. Teams are encouraged to move quickly on decisions that can later be adjusted, rather than waiting for perfect consensus. Not every decision needs executive involvement or has to be perfect the first time. Decision proximity improves both speed and judgment because the people closest to the issue usually understand the tradeoffs most clearly. Q: How is AI changing decision-making inside organizations? Renaud: AI is dramatically increasing the number of signals organizations can act on. It is not just automating tasks; it is continuously generating insights across pricing, forecasting, supply chains, customer engagement, and operations. Signals that once took months to identify now appear in real time, forcing organizations to make decisions faster. Teams can evaluate multiple variables simultaneously and identify opportunities that would have been difficult to detect manually. For example, companies can analyze supplier constraints, production efficiencies, and product compatibility together to determine the most effective manufacturing combinations. The advantage is not simply better analysis. It is the ability to act on insight while it still matters. As AI expands the number of signals requiring interpretation, leaders cannot centralize every decision. Clarity around decision rights becomes far more important. Q: What helps leaders build strong decision cultures? Renaud: Decision cultures are shaped through everyday leadership behavior. One adjustment I’ve made personally is stepping out of meetings where decisions should be made closer to the action. When senior leaders are in the room, teams often wait for their perspective before committing. Leaders still create value by clarifying priorities, defining guardrails, and helping teams understand what good judgment looks like. As organizations grow, leadership effectiveness depends less on making every decision and more on building systems that enable strong decisions to happen consistently. Organizations that clearly define ownership and decision rights adapt faster as conditions change. Q: What mindset shifts matter most for leaders? Renaud: Many leaders feel pressure to always have the answer. One of the most important shifts is recognizing that leadership is less about personally making every decision and more about creating conditions where strong decisions can emerge throughout the organization. Companies that build decision cultures often develop stronger accountability and adaptability because insight and action remain closely connected. Hierarchies still matter for direction and alignment, but they cannot carry the full burden of decision-making in fast-moving environments. Ultimately, leadership is reflected in how consistently an organization can make strong decisions without needing the leader at every step. Larraine Segil is founder, chair, and CEO of The Exceptional Women Alliance. View the full article

GameStop announced on Sunday that it would offer to buy eBay for nearly $56 billion. One day later, CNBC spoke to GameStop CEO Ryan Cohen about the news, in an interview media outlets have called “bizarre,” “evasive,” “dizzying” and “awkward.” In what felt more like an SNL sketch than a CNBC interview, the billionaire CEO of GameStop provided little context or further explanation as to how the company would afford and operate eBay, which has a market capitalization of $46 billion compared to GameStop’s $11 billion. When asked how math for the deal would actually pan out, Cohen answered, “It’s on our website. Half cash, half stock, but the details are on our website.” But between GameStop’s market cap, $9 billion cash reserves and the $20 billion financing confidence letter the company received from TD Securities, that still leaves Cohen short around $16 billion. “We’ll see what happens,” Cohen responded when asked how GameStop would close that gap. “That’s a pretty straightforward question,” CNBC co-anchor Becky Quick chimed in. “I don’t get it. Where’s the rest of the money coming from?” “I don’t understand your question,” Cohen said. “We’re offering half cash, half stock. We have the ability to issue stock in order to get the deal done, but the full details of the offer are on our website.” Then, yesterday, Cohen posted on X that he was “selling stuff on eBay to pay for eBay.” Shortly after, Cohen said that his eBay account was suspended. His account is still live with all listings, which includes baseball trading cards, a $9,000 first generation Apple iPhone and other collectibles. Each listing includes a signed copy of Cohen’s proposal letter to eBay. “eBay has the second largest e-commerce franchise, and there’s a big opportunity to do something much larger and pull costs out of the system, as well as accelerate revenue growth,” Cohen had said in the CNBC interview. “[Our] focus on collectibles can be a much larger business, but bringing in an entrepreneurial mindset is what I plan on doing.” GameStop has built a 5% stake in eBay. The company posted a press release to its website, confirming receipt of the offer but declining to comment any further while the board “carefully and thoroughly” considers the proposal. “There’s an opportunity to make a much larger business, to make the business much more efficient, and to accelerate revenue growth,” Cohen said in the interview. “You look at GameStop as an example,” he added. “GameStop [is a] very difficult business, [it] should’ve been bankrupt multiple times over and it’s doing okay, it’s making a few bucks. eBay is in a very, very strong position but it could be in a much stronger position, and it could be a much larger business than what it currently is.” In a separate interview with the Wall Street Journal, Cohen said that GameStop’s takeover of eBay “could be a legit competitor to Amazon.” Amazon’s revenue totaled close to $717 billion, compared to GameStop’s total revenue of $3.6 billion last year. Cohen eventually said “there’s a lot of fat to cut” at eBay, alluding to the company’s $2.4 billion spend on sales and marketing last year. He added that if he was “running the business, it would make a lot more money.” Following the CNBC interview, GameStop stock dipped more than 10%. Investor Michael Burry, who was portrayed by Christian Bale in the film The Big Short, said he sold his entire GameStop stake. Cohen later spoke to OpenAI-acquired talk show TBPN, where he seemed to be in better spirits. He still seemed staunch in his belief that he will be the right person to steer eBay in a new direction. “There’s 11,500 employees,” Cohen said. “It doesn’t make sense. I could run that business from my house. It’s eBay, it looks the same as it did in 1995. It doesn’t need 11,500 employees.” View the full article

Artificial inteligence is being touted as the most transformative technology of the 21st century, changing everything from how people work to how they live. But forget all that—what sports fans want to know is, can it predict who is going to win the World Cup? According to a new Bank of America Global Research study shared with Fast Company, titled “The Beautiful Game: BofA’s World Cup 2026 Guide,” approximately 40% of FIFA fans they surveyed are betting on France’s Les Bleus. However, AI, specifically Microsoft’s Copilot, thinks Spain’s La Roja, or “The Red One,” will take home the gold. “Our 2026 World Cup survey . . . suggests that France will lift the trophy in a final,” said the report. “Mbappé is expected to be top scorer and Lamine Yamal player of the tournament . . . AI concurs, but adds Spain with equal probability to win the World Cup.” Only time will tell if humans or AI end up being right. “This tournament marks the transition of artificial intelligence from a support tool to a control layer,” the report added. “AI will analyze thousands of performance metrics in real time, power digital twins of stadiums, and orchestrate operations across three countries . . . Total data creation could top 2 exabytes [including] AI, simulations, streaming, and social platforms.” It also noted that this year’s World Cup will be “the biggest ever,” with over 75% of the globe engaging with the tournament. It will provide a boost of up to $41 billion to the global GDP, while supporting over 800,000 jobs, including some 185,000 in the U.S. alone. The 2026 FIFA World Cup, which kicks off in just about five weeks on June 11 and runs through July 19, is set to feature 48 teams playing over 100 matches, hosted for the first time by three countries in North America: Canada, Mexico and the U.S. Some 6.5 million fans, almost double the previous record, are expected to watch the games in the 16 host cities, including 11 in the U.S.: Atlanta, Boston, Dallas, Houston, Kansas City, Los Angeles, Miami, New York/New Jersey, Philadelphia, San Francisco Bay Area, and Seattle. The final tournament is scheduled to take place outside New York City at New Jersey’s MetLife Stadium on July 19. Not only has the competition grown, but so has the payout—which is set to be the largest in World Cup history, totaling some $871 million, with Americans paying record-breaking prices for tickets. However, some fans have complained the ticket-buying process is both confusing and expensive, with some saying the seats they purchased aren’t what they thought they were getting. View the full article

Symbolic move indicates growing resistance to The President administration’s payments to stop such projectsView the full article

Book bans are on the rise—and they’re increasingly focused on censoring facts. In a new report on banned books in U.S. public schools, the free expression advocacy group PEN America found that the number of nonfiction books pulled from shelves doubled last year. The group describes a “surge” of book bannings targeting nonfiction science, history, and biographic titles, including books about the digestive system and ancient Egypt. PEN America conducted an analysis of 3,743 books removed from American school libraries and classrooms in the 2024-2025 academic year. Of the banned titles, 29% (1,100) were nonfiction, up from 14% the previous school year. Fiction titles still make up the lion’s share of banned books, but the spike in nonfiction books targeted for their content is particularly alarming and hints at a new frontier in American academic censorship. Compared with the prior school year, the portion of educational and informational books banned grew from 5% of all banned titles to 13%. “This latest trend shows an embrace of anti-intellectualism, undermining public knowledge by devaluing education and expertise,” Kasey Meehan, PEN America’s Freedom to Read program director, said in a statement. “It is another example of how censorship sweeps broadly, leading to removals of all kinds of books, in its efforts to sow fear and distrust in our public education system.” Books aren’t banned in a vacuum. Titles can be flagged and pulled in a few different ways, including through parent or community interventions, by administrative decision, or in response to government policies. When a single book is banned, hundreds of copies of that title might be pulled from circulation in a school district across libraries and classrooms. Anatomy of a banned book In its report, Pen America identified a number of trends in the titles being pulled from school shelves. Of the 3,743 unique titles banned during the last school year, 57% of those books contained violence, 48% addressed death and grief, 39% dealt with empowerment and self-esteem, and 36% featured LGBTQ+ topics. Of the nearly 4,000 titles banned between 2024 and 2025, 38% were in the realistic/contemporary genre; 25% were dystopian, sci-fi, or fantasy; 14% were history or biographic books; and 13% were educational and informational. PEN America describes the latter category as predominantly nonfiction written “for reference or learning purposes” across a wide breadth of topics, including art, language, politics, geography, identity, puberty, mental health, and self-help. Objections to exposing children to sexual content are a common complaint when people seek to ban a book, but PEN America’s report found that only 10% of titles banned in the last school year actually featured “on the page” consensual sexual content. Sex dominates the conversation around censoring the kinds of books K-12 students have access to, but the reality is that most banned books don’t actually contain descriptions of sexual content. In the latest crop of banned books, 44% featured characters who were people of color—the largest percentage to date. In the prior school year, 36% of the targeted titles featured racial minorities. The increase, along with a similar uptick in banned books featuring LGBTQ+ characters and content, reflects a broader political climate that normalizes attacks on marginalized communities beyond the library. In a report published last month, the American Library Association found that more than 90% of efforts to ban or restrict books originated with organized pressure groups, school administrators, and government officials. Less than 3% of challenges to books came from parents of schoolchildren, and even fewer originated from the students who actually use school libraries. View the full article

Small business owners looking for ways to streamline their operations might be interested in Workday’s recent launch of the Personnel Action Request (PAR) Agent, specifically designed for federal HR systems but with implications for any organization managing personnel processes. This new AI-driven tool aims to revolutionize how HR transactions are handled, significantly cutting down processing times and enhancing accuracy—key metrics that small businesses can also leverage. The PAR Agent has been developed to tackle common inefficiencies in personnel management. It automates workflows for hiring, promotions, reassignments, and pay changes, which traditionally are paper-heavy and often involve lengthy delays. According to reports, routine actions can take anywhere from 22 to 120 days to process. The new system reduces these cycle times by up to 60%, making average completion times drop to just 9 to 18 days. This innovation resounds positively for small business owners who often juggle multiple roles. “Federal HR leaders are under pressure to fill critical roles, retain top talent, and ensure every personnel action supports mission readiness – yet they are often constrained by legacy, paper-based processes,” said Lynn Martin, general manager of Workday Government. This sentiment resonates across the board; small business owners face similar challenges with outdated systems that hinder vital HR processes. The PAR Agent’s automated nature and real-time visibility are game changers; imagine managers and employees being able to track personnel updates without constant inquiries. The system not only improves speed but also enhances decision-making through accurate data. Errors are minimized as the tool can validate data against internal policies, providing alerts before deadlines are missed. For small businesses, where every hour spent managing personnel can impact the bottom line, the potential for savings is significant. For instance, an agency processing thousands of PARs could save approximately 64,000 labor hours annually. Small business owners might not manage those scales, but the efficiency improvements, less administrative overload, and better allocation of human resources can still yield considerable financial and operational benefits. While these benefits are promising, there are challenges to consider. Transitioning to an automated system requires investment in software and training, which could be a hurdle for some smaller enterprises. Implementation can also lead to temporary disruptions as staff adjust to new processes. Additionally, compliance with new technologies can require businesses to keep up with evolving HR laws and data management practices. Moreover, while the PAR Agent is specifically designed for federal entities, small businesses might find similar automation tools or features in broader management software platforms. The move toward integrated, AI-enabled HR solutions can help businesses streamline operations, improve employee experiences, and enhance service delivery. Workday’s PAR Agent is expected to be available to its customers in 2027, but the effects of this innovation are already being felt in the broader HR landscape. As small business owners consider their own personnel management strategies, looking toward automation could very well lead to improved efficiency and employee satisfaction, ultimately translating to better business outcomes. For more detailed information about the PAR Agent and its impact on federal HR systems, you can visit the original press release at Workday’s newsroom here. As the conversation around technology in HR continues to evolve, remaining informed about these advancements is crucial for small business success. Image via Google Gemini This article, "Workday Launches AI Agent to Slash Federal HR Processing Times by 60%" was first published on Small Business Trends View the full article

Despite expert advice against relying on chatbots for mental health questions and concerns, people are turning to AI programs like ChatGPT for help. The company has faced criticism for how its products have handled certain mental health issues—including episodes where users died by suicide following conversations with ChatGPT. As part of a campaign to address these problems, OpenAI is now rolling out a voluntary safety check system for users who might be concerned about their thoughts. As reported by Mashable, OpenAI just launched "Trusted Contact," a new feature that lets you choose a trusted person in your life to connect to your ChatGPT account. The idea isn't to share your conversations or collaborate on projects within ChatGPT; rather, if the chatbot thinks your personal chats are veering in a concerning direction with regards to self-harm, ChatGPT will reach out to your Trusted Contact, letting them know to check in on you. How ChatGPT's Trusted Contact works Credit: OpenAI To set up the feature, choose someone in your life who is 18 years old or older. (The contact must be 19 or older in South Korea.) ChatGPT will send that person an invitation to become your Trusted Contact: They have one week to respond before the invite expires. Of course, they can also decline the invitation if they don't want to participate. If the contact agrees, the feature kicks in. In the future, if OpenAI's automated system thinks you're discussing harming yourself "in a way that indicates a serious safety concern," ChatGPT will let you know that it may reach out to the Trusted Contact, but also encourages you to reach out that contact yourself, with "conversation starters" to break the ice. While that's happening, OpenAI has a team of "specially trained people" to analyze the situation. (It's not all automated, it seems.) If this team concludes that the situation is serious, ChatGPT will then alert your Trusted Contact via email, text, or through an in-app notification in ChatGPT if they have an account. OpenAI says the notification itself is quite limited, and only shares general information about the self-harm concern, and advises the contact to reach out to you. It won't send any chat transcripts or summaries either, so your general privacy should be preserved, all things considered. OpenAI says that it's working to review safety notifications in under one hour, and that it developed the feature with guidance from clinicians, researchers, and mental health and suicide prevention organizations. The feature is, of course, entirely voluntary, so the user will need to enroll themselves (and a contact) in if they feel it would help them. As long as they do, however, this could be a helpful way for friends and family to check in on people when they're struggling—assuming they're sharing those thoughts with ChatGPT. Disclosure: Ziff Davis, Lifehacker's parent company, in April 2025 filed a lawsuit against OpenAI, alleging it infringed Ziff Davis copyrights in training and operating its AI systems. View the full article

You did a scope of work, you may have shared and signed a contract, agreed to terms, you did all of the work for the client, finally you sent your invoice when it was all wrapped up, and then… Nothing. No response from the client. No payment. The client no longer responds to your calls, emails, or texts. You have a creeping realization. You’ve been stiffed, and it feels like now there’s nothing you can do about it. Every day across the country freelancers go without payment for their owed invoices. Clients act with impunity. Whether clients are unaware of what they’re doing, don’t care, or somehow believe they are acting appropriately – the consequences of not paying their freelancers what they’re owed can mean that freelancers may not be able to pay their own bills, for their businesses, rent, healthcare, or groceries. At the Freelancers Union, we are acutely aware of this struggle. Through our legal clinic at the Freelancers Union, we handle each individual freelancer complaint that comes our way and walk through the steps with freelancers on the road to payment. Every freelancer is entitled to a just resolution to any issue they are having with their clients. We also encourage every freelancer to exhaust every opportunity to reach their client and resolve any dispute within their rights. This can sometimes mean negotiating or settling for a resolution that is less than what you as the freelancer are legally entitled pursuant to the law. However, it is important to consider that the process of pursuing legal remedy for a client issue can take a long time and can be expensive if the freelancer has an especially challenging client. Pursuing the legal path of a civil complaint in court can be very expensive and can take months or years to get to a resolution. Your time and money is important to us. We want you to be aware and equipped with what the legal process can entail, so that you can make the most informed decision possible! Below you will find the common steps and timeline for the freelancer legal complaint process: You encounter an issue with your client (i.e. nonpayment, delayed payment, harassment, employer misclassification, retaliation, unsafe working conditions, or other forms of abuse) STOP. You have a problem! Gather and organize all relevant documents – any form of contract, relevant work materials, communication (texts, emails), unpaid invoices, and any other documentation that could be helpful evidence for pursuing your issue MONTH 1Reach out to the Freelancers Union Legal Clinic for support by filling out our complaint form on our website. The Freelancers Union Legal Clinic responds to you. If you know other freelancers encountering issues with the same client, please encourage them to submit a complaint through our website. We will consult with you, and depending upon your specific issue – if it is a nonpayment issue, we can write a formal letter of demand to the client citing your rights Depending on where you live, you may be entitled to certain freelancer legal protections. If you are based in NYC, we work closely with the Department of Consumer and Worker Protection. You should file a Freelance Isn’t Free Complaint, and encourage any other freelancers with the same client to do the same. We have had success recouping nonpayment and resolving other disputes through these collective actions against clients. We also recommend that you consider our other resources: sign up for consultation with the Founder & Managing Director of the Freelancers Union legal clinic, our attorney, John Rudikoff [link]. If you are a creative or artist freelancing in NYC and seeking legal advice, please sign up to work with our partners at the Volunteer Lawyers for the Arts (VLA) [link]. MONTH 2 & 3 City and state agencies often take up to 10 weeks to process and respond to your complaint. If you are based in NYC, DCWP fields 800+ freelancer complaints every year and individually considers each submitted issue. If you haven’t received a response regarding your DCWP Freelance Isn't Free Act (FIFA) complaint after 10 weeks since filing, you are encouraged to contact the Office of Labor Policy & Standards (OLPS) at freelancer@dcwp.nyc.gov, or call: 212-436-0380. In NYC, after receipt of the DCWP complaint, clients have 20 days to respond. If your client responds, DCWP can assign a mediator to handle your dispute. And if your client does not respond within 20 days after receiving the notice of complaint from DCWP, you will receive a notice that creates a “rebuttable presumption” that you can then take to court, if you would like to proceed with enforcement of your rights. If you are still encountering issues with your client and want more support, reach out to your local and state elected officials and other non-governmental orgs that could offer support. MONTH 4 and BeyondIf your complaint is still unresolved, you can sue your client in court. If your issue is a nonpayment problem worth $10,000 or less, you can pursue it in Small Claims Court. If it’s worth less than $12,500 in LA – LA Small Claims CourtResources in NYC, if pursuing Small Claims Court:Legal Aid SocietyNational Employment Law ProjectNYC CourtsIf your complaint is worth more than $10,000 and you would like to pursue all legal remedies available to you, you can hire a litigation attorney.NYC BarNY State Bar Lawyer Referral ServiceLegal Aid Society, Worker Justice ProjectView the full article

You did a scope of work, you may have shared and signed a contract, agreed to terms, you did all of the work for the client, finally you sent your invoice when it was all wrapped up, and then… Nothing. No response from the client. No payment. The client no longer responds to your calls, emails, or texts. You have a creeping realization. You’ve been stiffed, and it feels like now there’s nothing you can do about it. Every day across the country freelancers go without payment for their owed invoices. Clients act with impunity. Whether clients are unaware of what they’re doing, don’t care, or somehow believe they are acting appropriately – the consequences of not paying their freelancers what they’re owed can mean that freelancers may not be able to pay their own bills, for their businesses, rent, healthcare, or groceries. At the Freelancers Union, we are acutely aware of this struggle. Through our legal clinic at the Freelancers Union, we handle each individual freelancer complaint that comes our way and walk through the steps with freelancers on the road to payment. Every freelancer is entitled to a just resolution to any issue they are having with their clients. We also encourage every freelancer to exhaust every opportunity to reach their client and resolve any dispute within their rights. This can sometimes mean negotiating or settling for a resolution that is less than what you as the freelancer are legally entitled pursuant to the law. However, it is important to consider that the process of pursuing legal remedy for a client issue can take a long time and can be expensive if the freelancer has an especially challenging client. Pursuing the legal path of a civil complaint in court can be very expensive and can take months or years to get to a resolution. Your time and money is important to us. We want you to be aware and equipped with what the legal process can entail, so that you can make the most informed decision possible! Below you will find the common steps and timeline for the freelancer legal complaint process: You encounter an issue with your client (i.e. nonpayment, delayed payment, harassment, employer misclassification, retaliation, unsafe working conditions, or other forms of abuse) STOP. You have a problem! Gather and organize all relevant documents – any form of contract, relevant work materials, communication (texts, emails), unpaid invoices, and any other documentation that could be helpful evidence for pursuing your issue MONTH 1Reach out to the Freelancers Union Legal Clinic for support by filling out our complaint form on our website. The Freelancers Union Legal Clinic responds to you. If you know other freelancers encountering issues with the same client, please encourage them to submit a complaint through our website. We will consult with you, and depending upon your specific issue – if it is a nonpayment issue, we can write a formal letter of demand to the client citing your rights Depending on where you live, you may be entitled to certain freelancer legal protections. If you are based in NYC, we work closely with the Department of Consumer and Worker Protection. You should file a Freelance Isn’t Free Complaint, and encourage any other freelancers with the same client to do the same. We have had success recouping nonpayment and resolving other disputes through these collective actions against clients. We also recommend that you consider our other resources: sign up for consultation with the Founder & Managing Director of the Freelancers Union legal clinic, our attorney, John Rudikoff [link]. If you are a creative or artist freelancing in NYC and seeking legal advice, please sign up to work with our partners at the Volunteer Lawyers for the Arts (VLA) [link]. MONTH 2 & 3 City and state agencies often take up to 10 weeks to process and respond to your complaint. If you are based in NYC, DCWP fields 800+ freelancer complaints every year and individually considers each submitted issue. If you haven’t received a response regarding your DCWP Freelance Isn't Free Act (FIFA) complaint after 10 weeks since filing, you are encouraged to contact the Office of Labor Policy & Standards (OLPS) at freelancer@dcwp.nyc.gov, or call: 212-436-0380. In NYC, after receipt of the DCWP complaint, clients have 20 days to respond. If your client responds, DCWP can assign a mediator to handle your dispute. And if your client does not respond within 20 days after receiving the notice of complaint from DCWP, you will receive a notice that creates a “rebuttable presumption” that you can then take to court, if you would like to proceed with enforcement of your rights. If you are still encountering issues with your client and want more support, reach out to your local and state elected officials and other non-governmental orgs that could offer support. MONTH 4 and BeyondIf your complaint is still unresolved, you can sue your client in court. If your issue is a nonpayment problem worth $10,000 or less, you can pursue it in Small Claims Court. If it’s worth less than $12,500 in LA – LA Small Claims CourtResources in NYC, if pursuing Small Claims Court:Legal Aid SocietyNational Employment Law ProjectNYC CourtsIf your complaint is worth more than $10,000 and you would like to pursue all legal remedies available to you, you can hire a litigation attorney.NYC BarNY State Bar Lawyer Referral ServiceLegal Aid Society, Worker Justice ProjectView the full article

Effective organizational conflict management is vital for maintaining a productive workplace. It involves comprehending various conflict types, recognizing common causes, and addressing issues before they escalate. Implementing strategies like the Thomas-Kilmann Conflict Model can help navigate disputes, whereas training employees in communication skills encourages collaboration. Additionally, strong leadership can transform conflicts into opportunities for growth, benefiting overall performance. So, what specific strategies can leaders adopt to create a more harmonious workplace? Key Takeaways Implement the Thomas-Kilmann Conflict Model to effectively navigate and resolve disputes within the organization. Train employees in communication and negotiation skills to enhance collaboration and reduce misunderstandings. Establish clear, fair policies for conflict resolution to promote transparency and trust among team members. Foster a supportive atmosphere where employees feel comfortable expressing concerns and addressing conflicts openly. Leaders should actively maintain morale and promote ethical treatment during disputes, transforming conflicts into growth opportunities. Understanding the Importance of Conflict Management in Organizations Comprehending the importance of conflict management in organizations is vital, especially when you consider that unresolved conflicts cost American businesses around $359 billion each year. Organizational conflict, if left unaddressed, can lead to significant productivity losses, with employees often avoiding toxic situations. This avoidance results in costs of up to $7,500 per individual and over seven workdays lost. Effective conflict resolution isn’t just about addressing disputes; it improves team dynamics and nurtures collaboration, creating a culture of respect within your organization. Furthermore, poorly managed conflicts can decrease morale and increase turnover rates, driving employees to seek external support. By prioritizing organizational conflict management, you can proactively address issues, improving employee well-being and engagement. In the end, this approach boosts overall organizational performance, ensuring that your team remains motivated and united in pursuing common goals. Common Causes of Organizational Conflict When organizations face conflict, it often stems from a variety of common causes that can disrupt workplace harmony and productivity. Unclear responsibilities frequently lead to misunderstandings among team members, whereas personality clashes arise from diverse backgrounds and differing communication styles. Furthermore, resource scarcity can create competition, causing employees to vie for limited resources, which fuels conflict. Conflicting interests between departments or individuals likewise contribute to tension, making collaboration challenging. Finally, ineffective communication, including misinterpretations and lack of transparency, exacerbates misunderstandings and escalates disputes. Cause of Conflict Description Impact on Organization Unclear Responsibilities Misunderstandings about roles and tasks Decreased productivity Personality Clashes Friction because of diverse backgrounds Strained working relationships Resource Scarcity Competition for limited resources Increased tension Conflicting Interests Differing goals between teams Hindered collaboration Ineffective Communication Misinterpretations and lack of transparency Escalating disputes Types of Conflict in the Workplace In the workplace, you’ll encounter various types of conflict that can impact productivity and morale. Intrapersonal conflicts arise within individuals because of role ambiguity or conflicting values, whereas interpersonal conflicts occur between individuals, often fueled by personality clashes or miscommunication. Furthermore, group conflicts can emerge within teams or between different teams, especially when competition for resources or differing goals creates tension. Intrapersonal Conflict Dynamics Comprehending intrapersonal conflict dynamics is essential for recognizing how internal struggles can affect workplace performance. Intrapersonal conflict often arises from conflicting values, beliefs, or emotions, which can hinder your decision-making and productivity. You might experience stress or anxiety about your role, leading to reduced job satisfaction and engagement. Research shows that unresolved intrapersonal conflicts contribute to absenteeism, costing American businesses approximately $359 billion annually. To manage these conflicts effectively, you need self-awareness and emotional intelligence, which help you recognize and address your internal struggles constructively. Organizations can support you by providing resources like counseling and training programs focused on stress management and conflict resolution skills, ultimately nurturing a more resilient and productive workforce. Interpersonal Conflict Scenarios How do interpersonal conflicts manifest in the workplace? They often arise from personality clashes, communication breakdowns, or differing values. These conflicts can greatly impact team dynamics and productivity. In fact, about 53% of employees tend to avoid “toxic” situations caused by interpersonal conflict, resulting in considerable costs for organizations. Effective resolution is vital, as unresolved conflicts can lower morale and increase turnover rates. The Thomas-Kilmann Conflict Model suggests strategies like collaboration and compromise, which help encourage better workplace relationships. Leaders play a key role in mediating these conflicts, promoting open communication, and ensuring fair treatment, which ultimately improves team cohesion and employee engagement. Causes of Conflict Impact on Workplace Personality Clashes Decreased Team Dynamics Communication Breakdowns Increased Employee Turnover Differing Values Negative Organizational Reputation Avoidance Behaviors Loss of Productivity Ineffective Leadership Low Employee Morale Group Conflict Types Group conflict types in the workplace can greatly impact overall organizational effectiveness. These conflicts can be categorized into five types: intrapersonal, interpersonal, intragroup, intergroup, and inter-organizational. Intrapersonal conflicts occur within individuals, often stemming from personal dilemmas. Interpersonal conflicts arise between individuals, frequently because of personality clashes or different communication styles, disrupting team dynamics. Intragroup conflicts emerge within teams, often caused by unclear roles, leading to confusion and competition for resources. Intergroup conflicts involve disputes between teams, usually driven by competing interests or limited resources, which can hinder performance. Recognizing these distinct conflict types is essential, as it allows you to apply appropriate conflict management strategies customized to the specific challenges of each situation. The Impact of Unresolved Conflicts on Employee Engagement Unresolved conflicts in the workplace can greatly undermine employee engagement, creating a cascade of negative effects that ripple through an organization. When conflicts linger, productivity suffers considerably, contributing to the staggering $359 billion that American businesses lose each year. About 53% of employees choose to avoid “toxic” work situations, leading to an average cost of $7,500 and over seven workdays lost for each person. This avoidance can directly lower morale, reduce job satisfaction, and increase turnover rates. Furthermore, employees entangled in unresolved conflicts often report feelings of distrust and dissatisfaction, which can escalate into larger organizational issues. It’s essential to recognize that constructive conflict resolution is imperative for maintaining high employee engagement levels. By nurturing a culture of respect and collaboration, you can improve team productivity and create a healthier work environment that benefits everyone involved. Benefits of Proactive Conflict Management Proactive conflict management offers several critical benefits that can greatly improve your workplace. By addressing issues early, you can improve team cohesion, which leads to stronger collaboration among employees. Moreover, cultivating an environment of open communication boosts employee engagement and increases job retention, finally supporting a more productive and positive work atmosphere. Enhanced Team Cohesion Effective conflict management strategies can greatly improve team cohesion, especially when issues are addressed early. By proactively managing conflicts, you minimize the escalation of minor issues, preventing larger disruptions that could harm productivity. When organizations prioritize early resolution, they cultivate loyalty and retention, creating a supportive work environment that boosts team dynamics. Furthermore, addressing conflicts swiftly cultivates trust and mutual respect, which are essential for effective collaboration and innovation. This proactive approach encourages open communication, allowing you and your colleagues to express concerns without fear. In the end, a positive organizational culture emerges, leading to a harmonious workplace atmosphere where team cohesion thrives, ensuring that everyone feels valued and connected in their roles. Improved Employee Engagement When conflicts are addressed swiftly, you create an environment where employee engagement can thrive. Proactive conflict management encourages a positive work atmosphere, greatly enhancing employee satisfaction. By tackling conflicts early, organizations can reduce absenteeism and turnover, saving approximately $7,500 and over seven workdays per employee each year. When employees feel empowered to manage conflicts effectively, they’re more likely to feel valued, which boosts loyalty. This approach strengthens team cohesion and increases productivity; unresolved conflicts can cost American Express businesses $359 billion annually. Furthermore, a culture that promotes open communication and conflict resolution leads to higher morale, contributing to greater organizational success and a positive reputation in the industry. Engaged employees are crucial for achieving long-term goals. Increased Job Retention In today’s competitive job market, increased job retention is fundamental for organizational success. Proactive conflict management plays an important role in achieving this goal. By effectively addressing conflicts, organizations can greatly reduce employee turnover rates, resulting in lower absenteeism and higher job satisfaction. With companies losing an estimated $359 billion annually because of unresolved conflicts, maintaining a harmonious workplace becomes financially beneficial. Cultivating an environment focused on conflict resolution improves employee loyalty, which directly correlates with job retention and reduced hiring costs. Research shows that 53% of employees avoid “toxic” situations, underscoring the importance of proactive conflict management in retaining top talent and maintaining a positive workplace culture, critical for sustaining high employee morale. Key Strategies for Effective Conflict Resolution Conflict resolution in the workplace requires a strategic approach that can effectively address various disputes. Implementing the Thomas-Kilmann Conflict Model can improve your conflict resolution efforts by providing five strategies: Avoiding, Competing, Accommodating, Compromising, and Collaborating. Each strategy suits different levels of assertiveness and cooperativeness, allowing you to navigate conflicts more effectively. Proactive conflict management is crucial since unresolved conflicts can cost organizations around $359 billion annually. Training employees in communication and negotiation skills cultivates a culture of respect and collaboration, which improves team dynamics. Establishing clear policies for conflict resolution creates a fair and transparent environment, empowering employees to manage disputes independently. Moreover, encouraging a supportive atmosphere where employees feel safe expressing concerns can lead to higher job satisfaction and loyalty, eventually improving organizational performance and reducing turnover rates. The Role of Leadership in Conflict Management Effective leadership plays a pivotal role in managing conflict within organizations, as leaders not just address personal disputes but also guide employees in resolving their issues. When leaders effectively manage conflict, they help maintain team morale and productivity, reducing the significant $359 billion lost annually by American businesses because of unresolved disputes. By cultivating an environment of ethical treatment, leaders can guarantee fairness and accountability, which helps mitigate influence imbalances and builds trust among team members. Training managers in conflict resolution skills improves their ability to guide teams through disputes, empowering employees to tackle conflicts independently and reducing reliance on external mediation. Moreover, by promoting open communication and collaboration, leaders can transform conflicts into opportunities for growth, eventually contributing to a more resilient and engaged workforce. Your leadership sets the tone for conflict management, shaping how your team navigates challenges together. Training and Development for Conflict Management Skills When organizations prioritize training and development for conflict management skills, they equip employees with the tools needed to handle disputes effectively. Regular training sessions in conflict resolution build crucial skills like active listening and emotional intelligence. This training leads to a significant boost in employee satisfaction and engagement, finally enhancing overall productivity. Investing in conflict management training can increase employee satisfaction by 25%. Mediation training for managers encourages open communication, helping to resolve conflicts before they escalate. Continuous professional development opportunities guarantee employees adapt to evolving workplace dynamics. Moreover, regularly evaluating and updating training programs guarantees they remain relevant and effective. By focusing on these strategies, organizations can create a healthier workplace environment and reduce the costs associated with unresolved conflicts. Equipping your workforce with these skills isn’t just beneficial—it’s vital for long-term success. Building a Collaborative Workplace Culture Creating a collaborative workplace culture is essential for nurturing an environment where open communication and trust thrive. This culture greatly reduces misunderstandings and conflicts, which can cost organizations $359 billion annually. To establish this environment, consider the following strategies: Strategy Benefits Implementation Team-building activities Improves relationships Schedule regular events Training in conflict resolution Empowers employees Offer workshops on active listening and negotiation Clear conflict resolution policies Reinforces fairness Develop and communicate procedures Frequently Asked Questions What Are the 5 C’s of Conflict Management? The 5 C’s of conflict management are Communication, Collaboration, Compromise, Control, and Commitment. Communication involves clear dialogue to prevent misunderstandings. Collaboration focuses on working together to find solutions that benefit everyone involved. Compromise requires concessions from both parties when goals and relationships are moderately important. Control refers to leaders guiding the process to keep it constructive. Finally, Commitment guarantees all parties uphold agreed-upon solutions for effective conflict resolution. What Are the Five 5 Strategies to Resolve Workplace Conflict? To resolve workplace conflict, you can use five key strategies. First, avoiding works for low-stakes issues but isn’t ideal for important matters. Second, competing is effective in crises but can harm trust. Third, accommodating helps maintain relationships but may sacrifice your needs. Fourth, compromising requires both parties to give up something, balancing goals and relationships. Finally, collaborating aims for win-win solutions, enhancing both outcomes and workplace relationships. What Strategies Can Be Used to Resolve Organizational Conflict? To resolve organizational conflict, you can apply several strategies. Start by cultivating open communication, which encourages dialogue and comprehension. Utilize active listening to grasp different perspectives, and consider collaborative approaches to find win-win solutions. When appropriate, compromise can help both parties feel satisfied. Furthermore, addressing conflicts early on prevents escalation and promotes a healthier work environment. Finally, providing training in negotiation and mediation equips employees with crucial skills to manage disputes effectively. What Are the Five Conflict Management Strategies? The five conflict management strategies are Avoiding, Competing, Accommodating, Compromising, and Collaborating. Avoiding means steering clear of conflict, often suitable for minor issues. Competing involves assertively pursuing your goals, useful in emergencies. Accommodating prioritizes others’ needs, which can preserve relationships but may limit creativity. Compromising seeks a middle ground, balancing assertiveness and cooperativeness. Collaborating integrates everyone’s needs, nurturing solutions that benefit all parties, making it the most effective for complex conflicts. Conclusion In summary, effective conflict management is vital for nurturing a productive workplace. By grasping the causes and types of conflict, organizations can better address disputes and prevent escalation. Implementing strategies such as the Thomas-Kilmann Conflict Model, training employees in communication skills, and promoting a collaborative culture greatly improves resolution efforts. Leadership’s role in maintaining morale and fairness is significant, finally leading to improved performance and reduced turnover. Prioritizing conflict management benefits both employees and the organization as a whole. Image via Google Gemini and ArtSmart This article, "Key Strategies for Effective Organizational Conflict Management" was first published on Small Business Trends View the full article

Anyone spending time inside a company right now can feel it. There is a growing assumption shaping decisions at the highest levels. AI will drive efficiency and therefore companies are expected to reduce headcount. It sounds logical. It sounds disciplined. But it is also incomplete. I have been in boardrooms where AI is discussed as both an opportunity and a justification. Leaders talk about transformation, and in the same breath talk about reducing headcount. The connection feels automatic, as if one must follow the other. Here’s what’s missing from the conversation: What is the work we actually want done, and how should it be done? THE EFFICIENCY SHORTCUT Labor is the largest line item for most companies. When AI enters the picture, it is natural to look there first. If technology can do more, we must need fewer people. But there is little evidence that AI is delivering productivity at a level that justifies the speed of workforce reduction. What I see instead is pressure, particularly in public companies, to show immediate returns on significant AI investments. Cutting travel or discretionary spending does not move the needle. Headcount does. So it becomes the most visible lever. THE ANALYST PROBLEM Recently, I spoke with a young analyst who just finished a rotation program. His advice was simple: Do not let new hires rely on AI too early. That runs counter to what most CEOs say. Every company wants employees to be AI-fluent. However, if you rely on AI before you understand the business, you lose the ability to judge the work. You may produce answers faster, but you cannot assess their quality, relevance, or risk. Judgment is built through repetition. By doing the work yourself, you learn what good looks like, where things break, and how decisions hold up in practice. Without that foundation, you defer to AI instead of using it as a tool. THE CODE REWRITE I recently heard about a company that used AI to rewrite its entire code base over a single weekend. It was a 10-year-old system. What would have taken months, possibly years, was done in days. On the surface, that sounds like the future. But the story did not end there. Once the code was rewritten, the company still needed the original engineers to validate it. They had to determine whether it would hold up, whether it introduced new risks, and whether it actually worked in the real world. The writing speed was impressive. The certainty was not. It required far more human input and judgment on the back end than expected. That is the part of AI adoption we are underestimating. Output accelerates, but the demand for judgment and deep assessment is only growing. THE RISE OF DEVELOPMENT DEBT At this moment, if you reduce junior hiring or eliminate early-career roles because AI can handle entry-level tasks, be clear about the tradeoff. You save money but also remove the pathway that develops the experienced talent, the talent your organization needs to rely on for judgment over time. This is the greatest long-term risk. I call it development debt. A gap emerges when cutting off that early pipeline. You will have a workforce that can generate but not evaluate answers. Your organization can move quickly, but lacks the context to know whether it should. AI cannot replace experience or replicate the pattern recognition coming from years of seeing how decisions play out. Someone still needs to say, “This works here,” or “This does not.” THE APPRENTICESHIP WE ARE LOSING Most learning early in a career comes from proximity to leaders and experts within the firm. Listening to how decisions are made. Watching how problems are framed. Seeing what tradeoffs leaders are willing to make. That kind of learning is slow. It is, by definition, inefficient. But it is effective and essential. If we replace that with AI reliance, we skip the stage where judgment is formed. A better approach requires intention. Give new hires time to observe, ask questions, and understand how the business actually works. Then introduce AI as a tool to enhance that understanding. One of the most effective models is pairing people who are strong in different ways. Junior employees often bring speed and comfort with technology, pushing for new approaches. More experienced employees bring context and perspective, challenging whether different approaches make sense. The outcome of working together is better than either working alone. This breaks down if companies cut off their junior talent pipeline. SLOW DOWN TO MOVE FORWARD The instinct right now is to move fast. Adopt quickly. Show results. But slowing down is the more strategic move. Instead of asking how many people can be replaced, ask how work should be redesigned. What should be done by humans. What could be done by machines. And where the combination creates something better. There are three things leaders can do: First, redesign the work before reducing the workforce. Be explicit about where human judgment is essential, where AI can augment, and where it can fully take over. Second, use natural attrition and role shifting instead of immediate layoffs. This creates space to evolve the organization without cutting off future capability. Third, treat AI adoption as an experiment, not a conclusion. Test, learn, and validate before making permanent structural changes. That kind of discipline is what builds something more resilient and sustainable. A DIFFERENT KIND OF ADVANTAGE There is no question that companies need to differentiate and disrupt themselves. That requires creating what does not yet exist, and that still depends on people. People are the differentiator, not AI. AI is widely accessible. What sets organizations apart is judgment. The ability to question the data, imagine real-world alternatives, and make decisions in context. Companies investing in that capability development, even when it initially feels slower and less efficient, will stand apart over time. In the end, AI may change how work gets done, but it does not replace the need for people who understand what the work should be. Tami Rosen is an executive, board director, and strategic advisor to finance and technology companies. View the full article

Advertisers are starting to push back on gaps in AI Max capabilities — particularly around landing page control — as Google continues its shift away from legacy Dynamic Search Ads (DSA). What’s happening. In a LinkedIn exchange, digital marketing expert Gabriele Benedetti raised concerns about AI Max lacking the same level of URL-based targeting controls that DSA campaigns offered. His point: DSA allowed advertisers to structure campaigns around website architecture — using categories, URL paths and page rules to guide where traffic lands. That level of control, he argued, is not yet fully replicated in AI Max. Why we care. For many advertisers — especially those managing large or structured websites — aligning campaign structure with site architecture is key to performance. Losing granular control over landing destinations could impact relevance, user experience and ultimately conversion rates. This highlights a broader tension in Google Ads today: automation vs control. Google responds. Google Ads Liaison, Ginny Marvin responded, clarifying that AI Max does support several URL-based controls, including: URL rules and combinations Page feeds with custom labels URL inclusions at ad group level and exclusions at campaign level However, she acknowledged that not all DSA targeting rules are currently supported — such as “page contains” conditions. Between the lines. Google is not removing control entirely — but it is reshaping how that control works. Instead of granular rule-building, advertisers are being pushed toward structured inputs like page feeds and labels that AI can interpret. Migration reality check. For advertisers moving from DSA to AI Max, existing URL rules will carry over — but with limitations. Unsupported rules will remain active as read-only, meaning they’ll continue to function but cannot be edited. That’s a temporary bridge, not a long-term solution. What’s next. Google says it plans to expand controls further, including bringing content and title-based exclusions to the account level later this year. This would complement AI Max’s existing “inventory-aware” features, which already exclude out-of-stock items automatically. Bottom line. AI Max is evolving, but it’s not yet a full replacement for DSA when it comes to granular control — and advertisers are making that clear. Dig deeper. Full discussion on LinkedIn. View the full article

We may earn a commission from links on this page. Deal pricing and availability subject to change after time of publication. In my years reviewing speakers, I've learned a couple of things: Reputation and price get me to buy it, but if I dig the look, I'll keep using it over better options. This is what Marshall speakers, in general, nail. They look great while still doing their basic job as a portable speaker well. Right now, the Marshall Emberton III is $129.99 (originally $179.99), its lowest price yet, according to price-tracking tools. Marshall Emberton III Portable Bluetooth Speakers, Wireless, IP67 Rating Dust & Water Resistant, 32+ Hours Playtime, Quick Charge - Black & Brass $129.99 at Amazon $179.99 Save $50.00 Get Deal Get Deal $129.99 at Amazon $179.99 Save $50.00 SEE -2 MORE My wife and I have been using the Marshall Emberton III for a few months now, and we love it. The moment she first saw it, she fell in love with the look and wanted to keep it on display on the kitchen counter before she even turned it on. We now use it on our kitchen counter and listen to music while we cook or clean up. The Emberton III is a portable speaker, so it's designed to be taken outdoors, resist the elements with its waterproof IP67 rating, and play for long sessions with its 32-hour playtime. It does all these things well while looking and feeling premium. The sound it produces is distortion-free, even at max volume, which is surprising for a small portable speaker, and it's loud for its size. The main downside is that there is no adjustable EQ on its app, but it can't have everything. There are physical controls on top of the speaker to skip songs and pause the media. There is also a battery bar that tells you how much juice you have left. The design is simple yet efficient, and I can't stress enough how much my wife and I love the retro look of the speaker. You can read more about it on ZDNET's review. If you're looking for a fun, good-looking portable speaker you can happily display, get the Marshall Emberton III while it's at its lowest price. Our Best Editor-Vetted Tech Deals Right Now Apple AirPods Pro 3 Noise Cancelling Heart Rate Wireless Earbuds — $199.99 (List Price $249.00) Apple Watch Series 11 [GPS 46mm] Smartwatch with Jet Black Aluminum Case with Black Sport Band - M/L. Sleep Score, Fitness Tracker, Health Monitoring, Always-On Display, Water Resistant — $329.00 (List Price $429.00) Fitbit Versa 4 Fitness Smartwatch (Black) — $149.95 (List Price $199.95) Apple iPad 11" A16 128GB Wi-Fi Tablet (Silver, 2025) — $299.00 (List Price $349.00) Anker 20,000mAh Portable Power Bank With Built-in USB-C Cable — $49.99 (List Price $69.99) Deals are selected by our commerce team View the full article

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A reader writes: I’m returning to the job-searching arena after several years and will be interviewing over the next few weeks. A few years ago, I was interviewed by a panel who were quite hostile and clearly not impressed with my resume or my responses. Up until that point, I’d never come across any interviewer who was aggressive, disrespectful, or rude, so the nastiness directed my way was unexpected: • belittling of my resume • verbal expressions of frustration at my lack of specific experience (and then giving me a nasty look) • patronizing remarks made about my responses to questions • aggressive facial expressions, no smiles, and no basic civilities (not even hello, just a curt instruction to “sit down!” • questions being asked in a hostile tone with a patronizing remark at the end • I think I was told at one point, “You aren’t very good, are you?” • Practically throwing a resume at me for me to refer to during the interview • Eye-rolling and groaning at my responses All of the above sounds like something from a movie, but it really happened. Surprisingly, I was offered the job, and as I had few choices at the time, I accepted it. I think I lasted about eight weeks before leaving for a better opportunity. If I were to be interviewed by a hostile, aggressive interviewer again, what is some wording I can use to quickly take myself out of the running and leave the interview with my dignity intact? Since my prior experience taught me that a hostile interviewer is indicative of employer culture, I’d rather give them a wide berth. If an interviewer is just a little unpleasant but not openly hostile, much of the time it makes sense to stay and finish the conversation — since who knows, you might want to apply again there in the future for a job with a different manager and ideally you’d preserve the relationship with the employer generally (even if you’d never work for this manager). But if an interviewer is openly hostile, you’re not required to just sit there and take it. If someone is flagrantly rude or antagonistic, there’s no reason you can’t say, “As we’re talking, I’m realizing this job isn’t quite what I’m looking for, and I don’t want to take up more of your time. I appreciate you talking with me, and I wish you the best in filling the role.” If you think you’d have a tough time saying this, it helps to remember that your interviewer isn’t in charge of you — which I say because the power dynamics of interviews can make people forget that. While it’s true that the interviewer is deciding whether or not they want to offer you the job, that assessment is a two-way street: you are also deciding whether or not you’d want to work with them. You aren’t a supplicant waiting for them to bestow their blessing on you. Particularly once you’ve decided that you don’t want the job, you are peers in a business conversation, and you are allowed to decide to wrap up and leave. In fact, I’d argue the best interviews always feel like peers in a business conversation and that’s not a shift that should only come about after you’ve decided you don’t want the job. Interview conventions tend to steer candidates away from feeling they can cut an interview short but you absolutely can, the same way an interviewer could also decide to do that if a you were clearly not the right match. If you ever need to want to end an interview early and you’re worried about how your interviewer will react, it can help to put yourself in the headspace of other types of business meetings and how you would handle those: for example, if a prospective vendor was rude in a meeting, you’d probably have a much easier time ending the conversation. The power dynamics are different in interviews — but they’re not so different that you have to tolerate abuse. The post how should I handle an openly hostile job interviewer? appeared first on Ask a Manager. View the full article

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When you’re selecting a business structure for tax purposes, several key factors come into play. You’ll need to evaluate the desired tax treatment, as different structures offer varying tax implications. Liability protections are essential, especially if you want to shield personal assets from business risks. Administrative requirements and compliance obligations can likewise vary greatly. Comprehending these elements will help you align your choice with your long-term goals, but there’s more to explore about each option’s nuances. Key Takeaways Assess desired tax treatment by understanding the differences between pass-through entities and double taxation on profits for various structures. Consider liability protections offered by corporations and LLCs to safeguard personal assets from business debts and obligations. Evaluate administrative requirements, as some structures require more complex filings and compliance than others, impacting operational efficiency. Analyze ownership and capital requirements, as different structures attract investment differently and have varying limits on shareholders or members. Align the business structure with long-term goals, ensuring it supports scalability and flexibility for future growth and operational changes. Desired Tax Treatment When choosing a business structure, how do you guarantee you get the desired tax treatment? Comprehending the tax implications of each structure is crucial. Sole proprietorships and partnerships are classified as pass-through entities, meaning profits and losses flow directly to your personal tax return. Conversely, S Corporations allow earnings to pass through, avoiding this issue. If you’re considering an LLC, it offers flexibility by allowing you to choose between being taxed as a pass-through entity or as a corporation. This makes LLCs a popular option for tax-efficient business structures. When choosing the right business structure for tax purposes, additionally consider the benefits of an S Corporation, which can save you on self-employment taxes by only taxing wages and not distributions. Grasping federal tax classification rules is fundamental for achieving your desired tax treatment. Liability Protections One major advantage of choosing a corporation or Limited Liability Company (LLC) as your business structure is the personal asset protection they provide. This means your personal finances are shielded from business debts and liabilities, unlike in a sole proprietorship, where you’re fully responsible for all obligations. In partnerships, general partners share this liability, potentially risking their personal assets. An LLC offers a hybrid structure, combining liability protection with pass-through taxation, allowing you to avoid double taxation during the process of keeping your personal assets safe from business claims. If you’re considering an SBA and EIN in Texas, this structure can be especially beneficial for business ownership in high-risk industries. The level of liability protection you choose greatly impacts your risk exposure, making Corporation Service Company and LLCs commonly preferred for those looking to mitigate personal risk associated with their business endeavors. Administrative Requirements Administrative requirements for different business structures vary considerably, influencing your decision on which one to choose. Comprehending these requirements is crucial to guarantee smooth operation and compliance. Here’s a breakdown of key points to reflect on: Sole proprietorships: Minimal setup and ongoing requirements, typically needing just a DBA filing if you use a different name. General partnerships: No formal agreements or state filings needed, but you’ll require an assumed name certificate if the business name doesn’t include all partners’ surnames. Corporations and LLCs: Involve complex administrative processes, including filing a certificate of formation and maintaining detailed records. S Corporations: Require additional administrative tasks like following eligibility criteria, increasing complexity compared to other structures. Ownership and Capital Requirements When you choose a business structure, consider how it affects ownership flexibility and your ability to attract investors. Structures like C Corporations and LLCs allow for a broader range of ownership options, which can be appealing to potential investors looking for diverse opportunities. Conversely, Sole Proprietorships and General Partnerships may limit your appeal because of their restrictive ownership arrangements, potentially impacting your capital-raising efforts. Investor Attraction Potential Investor attraction potential hinges markedly on the business structure chosen, as each type offers distinct advantages and limitations regarding ownership and capital requirements. When considering what business structure you should choose, here are some key points to keep in mind: C Corporations attract investors because of unlimited share sales and capital raising. LLCs provide flexibility with an unlimited number of members, appealing to those seeking diverse ownership. S Corporations are limited to 100 shareholders, which may restrict investor interest. Partnerships often struggle to attract investment because of their informal structure and lack of liability protections. Ultimately, a business structure’s ownership framework and capital investment potential are crucial components in determining its attractiveness to potential investors. Ownership Flexibility Considerations Choosing the right business structure involves careful consideration of ownership flexibility, as it greatly impacts your ability to manage and attract investment. Sole proprietorships and general partnerships allow for unlimited member involvement, whereas LLCs can have an unlimited number of members. S Corporations, on the other hand, are limited to 100 shareholders. If you seek to attract investors, corporations offer the most flexibility since they can issue shares without restrictions. Limited partnerships likewise provide flexibility, allowing investors to contribute capital without full liability. Comprehending capital requirements is vital, as corporations can raise significant capital through stock issuance, which is often more appealing to investors compared to partnerships or sole proprietorships. Consequently, assess ownership flexibility when deciding on your business structure. Long-Term Goals and Scalability Selecting the right business structure is essential for aligning with your long-term goals and scalability ambitions. Different structures can greatly impact your potential for growth, so consider the following factors: Flexibility: LLCs offer flexibility in ownership and management, making them ideal for small businesses aiming to expand. Capital Raising: Corporations, especially C Corporations, allow for considerable capital raising opportunities through stock sales. Accommodating Changes: Confirm your structure can handle future changes like new investors or operational intricacies to avoid costly shifts. Tax Implications: Understand the tax implications associated with different structures, as these can influence reinvestment strategies and overall growth. Ultimately, think about what business structure you should choose to effectively support your long-term goals for growth as you consider how easily it can adapt as your business evolves. Compliance Requirements and Professional Consultation Comprehending the compliance requirements tied to different business structures is vital for maintaining your operations and avoiding potential pitfalls. Sole proprietorships and general partnerships typically face minimal regulations, whereas corporations and LLCs must adhere to stricter state and federal filing obligations. This variation means you need to be aware of the specific compliance requirements associated with your chosen structure. Seeking professional consultation with attorneys and accountants is highly recommended to navigate the complex legal compliance and tax implications of each business structure. These experts can help guarantee you meet all necessary filings and regulations, which is critical to avoid penalties and legal complications. Regular consultations can likewise keep you informed of changing regulations and tax codes that may impact your business strategy. If you decide to change your business structure, engaging with professionals can facilitate a smoother shift, making certain all compliance requirements are met during the process. Frequently Asked Questions What Are the Primary Factors to Consider When Choosing a Business Structure? When choosing a business structure, consider factors like liability protection, tax implications, administrative requirements, and future growth potential. You’ll want to evaluate whether you need personal asset protection, prefer pass-through taxation, or can handle the complexity of a corporation. Additionally, think about how the structure affects your ability to raise capital. Each option has unique advantages and disadvantages, so analyze your specific needs to make an informed decision. What Are the Key Factors to Consider While Selecting a Structure? When selecting a business structure, you need to contemplate several key factors. First, assess your personal liability protection; structures like LLCs and corporations offer more than sole proprietorships. Next, evaluate the tax implications, as some entities face double taxation whereas others don’t. Furthermore, think about administrative complexity; simpler structures require less paperwork. Finally, reflect on your long-term goals for growth and funding, as some structures facilitate attracting investors better than others. What Is the Most Tax Efficient Company Structure? The most tax-efficient company structure often varies based on your income and business type. S Corporations and LLCs typically allow for pass-through taxation, which means profits are taxed at individual rates, avoiding double taxation. You can additionally benefit from reduced self-employment taxes with an S Corporation. LLCs give you flexible tax options, whereas sole proprietorships and partnerships may expose you to higher tax burdens and personal liability risks. Choose wisely based on your circumstances. Is an LLC or S Corp Better for Tax Purposes? When deciding between an LLC and an S Corporation for tax purposes, consider your business’s revenue and personal income. An LLC offers flexible taxation options, whereas an S Corporation allows for pass-through taxation, potentially minimizing self-employment taxes on distributions. If you expect higher profits, an LLC might be advantageous, but if you want to limit self-employment taxes, an S Corporation could be better. Evaluate your situation to determine which structure aligns with your financial goals. Conclusion To summarize, selecting the right business structure for tax purposes requires careful consideration of various factors, including tax treatment, liability protection, and administrative obligations. Each structure offers distinct advantages and disadvantages, which can greatly impact your business’s financial health and growth potential. By aligning your choice with your long-term goals and consulting with professionals, you can create a solid foundation that supports your business’s success and reducing risks and maximizing benefits. Image via Google Gemini and ArtSmart This article, "Factors to Consider When Choosing the Right Business Structure for Tax Purposes" was first published on Small Business Trends View the full article

When you’re selecting a business structure for tax purposes, several key factors come into play. You’ll need to evaluate the desired tax treatment, as different structures offer varying tax implications. Liability protections are essential, especially if you want to shield personal assets from business risks. Administrative requirements and compliance obligations can likewise vary greatly. Comprehending these elements will help you align your choice with your long-term goals, but there’s more to explore about each option’s nuances. Key Takeaways Assess desired tax treatment by understanding the differences between pass-through entities and double taxation on profits for various structures. Consider liability protections offered by corporations and LLCs to safeguard personal assets from business debts and obligations. Evaluate administrative requirements, as some structures require more complex filings and compliance than others, impacting operational efficiency. Analyze ownership and capital requirements, as different structures attract investment differently and have varying limits on shareholders or members. Align the business structure with long-term goals, ensuring it supports scalability and flexibility for future growth and operational changes. Desired Tax Treatment When choosing a business structure, how do you guarantee you get the desired tax treatment? Comprehending the tax implications of each structure is crucial. Sole proprietorships and partnerships are classified as pass-through entities, meaning profits and losses flow directly to your personal tax return. Conversely, S Corporations allow earnings to pass through, avoiding this issue. If you’re considering an LLC, it offers flexibility by allowing you to choose between being taxed as a pass-through entity or as a corporation. This makes LLCs a popular option for tax-efficient business structures. When choosing the right business structure for tax purposes, additionally consider the benefits of an S Corporation, which can save you on self-employment taxes by only taxing wages and not distributions. Grasping federal tax classification rules is fundamental for achieving your desired tax treatment. Liability Protections One major advantage of choosing a corporation or Limited Liability Company (LLC) as your business structure is the personal asset protection they provide. This means your personal finances are shielded from business debts and liabilities, unlike in a sole proprietorship, where you’re fully responsible for all obligations. In partnerships, general partners share this liability, potentially risking their personal assets. An LLC offers a hybrid structure, combining liability protection with pass-through taxation, allowing you to avoid double taxation during the process of keeping your personal assets safe from business claims. If you’re considering an SBA and EIN in Texas, this structure can be especially beneficial for business ownership in high-risk industries. The level of liability protection you choose greatly impacts your risk exposure, making Corporation Service Company and LLCs commonly preferred for those looking to mitigate personal risk associated with their business endeavors. Administrative Requirements Administrative requirements for different business structures vary considerably, influencing your decision on which one to choose. Comprehending these requirements is crucial to guarantee smooth operation and compliance. Here’s a breakdown of key points to reflect on: Sole proprietorships: Minimal setup and ongoing requirements, typically needing just a DBA filing if you use a different name. General partnerships: No formal agreements or state filings needed, but you’ll require an assumed name certificate if the business name doesn’t include all partners’ surnames. Corporations and LLCs: Involve complex administrative processes, including filing a certificate of formation and maintaining detailed records. S Corporations: Require additional administrative tasks like following eligibility criteria, increasing complexity compared to other structures. Ownership and Capital Requirements When you choose a business structure, consider how it affects ownership flexibility and your ability to attract investors. Structures like C Corporations and LLCs allow for a broader range of ownership options, which can be appealing to potential investors looking for diverse opportunities. Conversely, Sole Proprietorships and General Partnerships may limit your appeal because of their restrictive ownership arrangements, potentially impacting your capital-raising efforts. Investor Attraction Potential Investor attraction potential hinges markedly on the business structure chosen, as each type offers distinct advantages and limitations regarding ownership and capital requirements. When considering what business structure you should choose, here are some key points to keep in mind: C Corporations attract investors because of unlimited share sales and capital raising. LLCs provide flexibility with an unlimited number of members, appealing to those seeking diverse ownership. S Corporations are limited to 100 shareholders, which may restrict investor interest. Partnerships often struggle to attract investment because of their informal structure and lack of liability protections. Ultimately, a business structure’s ownership framework and capital investment potential are crucial components in determining its attractiveness to potential investors. Ownership Flexibility Considerations Choosing the right business structure involves careful consideration of ownership flexibility, as it greatly impacts your ability to manage and attract investment. Sole proprietorships and general partnerships allow for unlimited member involvement, whereas LLCs can have an unlimited number of members. S Corporations, on the other hand, are limited to 100 shareholders. If you seek to attract investors, corporations offer the most flexibility since they can issue shares without restrictions. Limited partnerships likewise provide flexibility, allowing investors to contribute capital without full liability. Comprehending capital requirements is vital, as corporations can raise significant capital through stock issuance, which is often more appealing to investors compared to partnerships or sole proprietorships. Consequently, assess ownership flexibility when deciding on your business structure. Long-Term Goals and Scalability Selecting the right business structure is essential for aligning with your long-term goals and scalability ambitions. Different structures can greatly impact your potential for growth, so consider the following factors: Flexibility: LLCs offer flexibility in ownership and management, making them ideal for small businesses aiming to expand. Capital Raising: Corporations, especially C Corporations, allow for considerable capital raising opportunities through stock sales. Accommodating Changes: Confirm your structure can handle future changes like new investors or operational intricacies to avoid costly shifts. Tax Implications: Understand the tax implications associated with different structures, as these can influence reinvestment strategies and overall growth. Ultimately, think about what business structure you should choose to effectively support your long-term goals for growth as you consider how easily it can adapt as your business evolves. Compliance Requirements and Professional Consultation Comprehending the compliance requirements tied to different business structures is vital for maintaining your operations and avoiding potential pitfalls. Sole proprietorships and general partnerships typically face minimal regulations, whereas corporations and LLCs must adhere to stricter state and federal filing obligations. This variation means you need to be aware of the specific compliance requirements associated with your chosen structure. Seeking professional consultation with attorneys and accountants is highly recommended to navigate the complex legal compliance and tax implications of each business structure. These experts can help guarantee you meet all necessary filings and regulations, which is critical to avoid penalties and legal complications. Regular consultations can likewise keep you informed of changing regulations and tax codes that may impact your business strategy. If you decide to change your business structure, engaging with professionals can facilitate a smoother shift, making certain all compliance requirements are met during the process. Frequently Asked Questions What Are the Primary Factors to Consider When Choosing a Business Structure? When choosing a business structure, consider factors like liability protection, tax implications, administrative requirements, and future growth potential. You’ll want to evaluate whether you need personal asset protection, prefer pass-through taxation, or can handle the complexity of a corporation. Additionally, think about how the structure affects your ability to raise capital. Each option has unique advantages and disadvantages, so analyze your specific needs to make an informed decision. What Are the Key Factors to Consider While Selecting a Structure? When selecting a business structure, you need to contemplate several key factors. First, assess your personal liability protection; structures like LLCs and corporations offer more than sole proprietorships. Next, evaluate the tax implications, as some entities face double taxation whereas others don’t. Furthermore, think about administrative complexity; simpler structures require less paperwork. Finally, reflect on your long-term goals for growth and funding, as some structures facilitate attracting investors better than others. What Is the Most Tax Efficient Company Structure? The most tax-efficient company structure often varies based on your income and business type. S Corporations and LLCs typically allow for pass-through taxation, which means profits are taxed at individual rates, avoiding double taxation. You can additionally benefit from reduced self-employment taxes with an S Corporation. LLCs give you flexible tax options, whereas sole proprietorships and partnerships may expose you to higher tax burdens and personal liability risks. Choose wisely based on your circumstances. Is an LLC or S Corp Better for Tax Purposes? When deciding between an LLC and an S Corporation for tax purposes, consider your business’s revenue and personal income. An LLC offers flexible taxation options, whereas an S Corporation allows for pass-through taxation, potentially minimizing self-employment taxes on distributions. If you expect higher profits, an LLC might be advantageous, but if you want to limit self-employment taxes, an S Corporation could be better. Evaluate your situation to determine which structure aligns with your financial goals. Conclusion To summarize, selecting the right business structure for tax purposes requires careful consideration of various factors, including tax treatment, liability protection, and administrative obligations. Each structure offers distinct advantages and disadvantages, which can greatly impact your business’s financial health and growth potential. By aligning your choice with your long-term goals and consulting with professionals, you can create a solid foundation that supports your business’s success and reducing risks and maximizing benefits. Image via Google Gemini and ArtSmart This article, "Factors to Consider When Choosing the Right Business Structure for Tax Purposes" was first published on Small Business Trends View the full article

Spirit Airlines abruptly ended operations in the early morning of Saturday, May 2 following a failed government bailout for Spirit Aviation Holdings, Inc. The company shutdown left customers stranded—it flew over 50,000 people the day before—and about 17,000 employees without a job, effective immediately. Now, some of those employees have turned to GoFundMe for support during this tumultuous time. Searching “Spirit Airlines” on the donation site leads to campaign after campaign from former captains, flight attendants, and ground staff. Many of the campaigns highlight that the person is looking for new employment, but until then, needs support to stay on their feet. Fast Company has reached out to GoFundMe for details on the site’s verification process for these campaigns. We will update this post if we hear back. What did Spirit Airlines offer its employees? In short: basically nothing, so it’s hardly surprising former employees are turning to GoFundMe. According to Spirit’s team members guide, the company will pay employees for their work through May 2 and is offering no severance. It also ended benefits for employees enrolled in Spirit Medical, Dental, or Vision plans on Saturday. Individuals can opt to receive coverage from COBRA until May 31 by paying both the employee and employer premiums. After that, they have 60 days to enroll in Marketplace coverage. The guide also includes the question, “If a family member has a serious/chronic illness/is about to deliver a baby, will the Company assist me financially until we can get on a new plan?” Spirit’s answer: No, it won’t. According to reports, following the company collapse, Spirit did help former employees find a route back to their base airport if they were traveling for work. View the full article

American workers are stressed. Like, really stressed. In Gallup’s annual workplace deep dive, half of U.S. employees reported significant daily stress—in fact, the highest rate in the world out of all nine regions Gallup tracks for the report. Nerves are in tatters: Over half (52%) have experienced anxiety or panic-like symptoms at work in the last month, while nearly two-thirds (63%) of Americans have used alcohol, cannabis, or unprescribed drugs to cope with work stress in the past year. Some 52% have done so during the workday itself. And while work, in its very essence, is stressful, 2026 is serving up a particularly volatile cocktail of RTO friction, AI anxiety, and rampant layoffs. And yet, one of the biggest drivers of stress isn’t new, or even particularly dramatic. (That is, unless you’re the one experiencing it). It turns out, the biggest one-way ticket to trouble at work may be ambiguity around your role. That’s the conclusion of a sweeping, massive, seven-year effort that stands as one of the most comprehensive looks at workplace stress to date. The meta-analysis from researchers from Auburn University, Old Dominion University, and the University of Illinois Urbana-Champaign pulled together 515 studies spanning six decades, analyzing data from almost 800,000 workers. They found that the real antidote to stress at work is clearer role definitions and responsibilities. In organizational psychology, ‘role stressors’ often get lumped in the same few categories, but this research separates them into three distinct categories: role overload (too much to do), role conflict (conflicting and competing demands), and, the most pernicious of all, role ambiguity (unclear expectations). Solving that last one is less clear-cut than solving the other two. Gargi Sawhney, lead author and associate professor of psychological sciences at Auburn University, says that while all three show up across every job in every industry, how they operate has remained murky. Her team set out to unpack what drives these stressors, how they take hold, and what they do to employees. What they found could have managers rethinking everything. Ambiguity: the stressor hiding in plain sight Plenty of familiar workplace circumstances create the perfect conditions for role overload, role conflict and role ambiguity to flourish. As per the meta-analysis, conflict is the single biggest driver of burnout and intent to quit, which accounts for 47.5% of the variance in burnout. That’s especially the case with role ambiguity. “When workers get mixed messages—one supervisor says one thing, another says something else—it often means redoing work multiple times,” explains Sawhney. “That kind of ongoing conflict around how tasks should be executed takes a toll long-term.” Role ambiguity—the ‘what’ of the job—emerges as the most corrosive stressor. It tanks job satisfaction, performance, organizational commitment, and even things like whether people bother going above and beyond. If success isn’t clearly defined, people basically can’t function. Sawhney speaks of the hierarchy revealed in the study. Overload, she says, can be mitigated with extra support—but ambiguity is a thornier, more existential threat. “Clarify expectations—what employees should be doing—rather than leaving them to figure it out themselves,” she says. You can offer every wellbeing perk possible, from therapy stipends to extended PTO—but without the building blocks of role clarity, stress is inevitable. Against this backdrop, many jobs just simply aren’t up to scratch. Research from Jobs for the Future (JFF), alongside the likes of Gallup and the Families & Workers Fund, defines a ‘quality job’ as one that offers fair and stable pay, safety and inclusion, opportunities for growth, a sense of voice and agency, and predictable structure. By that measure, most roles fall short. In their 2025 survey of 18,000 workers, 60% reported gaps in stability, pay, or development opportunities, while 62% said their work schedules are unpredictable. Adding the lack of role clarity to already mounting levels of stress, and burnout feels increasingly inevitable. The consequences are already hard to ignore. Nearly a quarter of Americans report symptoms of burnout, according to USA Today and SurveyMonkey. More than one in three say their company is understaffed, leaving remaining employees to absorb extra responsibilities—with no extra compensation, and a lot more pressure. Less headcount, more confusion As companies downsize and AI rewires work, role ambiguity looms larger than ever. U.S. public companies have reduced their white-collar workforce by a collective 3.5% over the last three years, and more huge layoffs are yet to come. Next month, for example, Meta plans to cut 10% of its workforce, equivalent to 8,000 staff. At the same time, Gallup found in April that half of US workers use AI in their roles, but adoption is uneven, which leaves some employees with a new toolbox and shifting expectations, while others are barely touched by the change. These developments lead to a more lopsided workforce: teams are smaller and expected to do more post-layoffs; meanwhile, AI rollout and integration remains patchwork and uneven throughout the workforce. All this likely to intensify role ambiguity. Sawhney argues that leaders have a huge role to play, but only if they’re intentional about the basics. “Considerate leaders cut ambiguity and conflict, because when people feel cared for, they get fewer mixed messages and are more confident in how to do the work,” she points out. “And even if you’re not the best communicator, being approachable makes reports more likely to ask the important questions.” When leaders take time to spell out the actual job at hand, especially as roles shift around them, they give employees the clarity that their survival depends on. View the full article

European Council president António Costa says bloc has Kyiv’s support for seeking to negotiate with Russian presidentView the full article

In a significant move to tackle pandemic-related fraud, the U.S. Small Business Administration (SBA) has referred over half a million suspected fraudulent loans to the U.S. Department of Treasury for collection. This unprecedented action, totaling approximately $22.2 billion, aims to hold accountable those who exploited relief programs designed to help small businesses during the COVID-19 crisis. SBA Administrator Kelly Loeffler emphasized, “From Day One, the The President SBA has worked tirelessly to crack down on billions in pandemic-era fraud that the Biden Administration forgave or ignored.” This referral marks the largest package the SBA has sent to Treasury, highlighting the agency’s renewed commitment to recouping lost taxpayer dollars. The PPP and Economic Injury Disaster Loans (EIDL) were crucial lifelines for businesses grappling with the economic fallout from the pandemic. However, with SBA and Treasury working together, there is now a push to restore integrity to these programs and recover the funds tied to potentially fraudulent claims. The urgency behind this initiative stems from the fact that nearly all of the 562,000 reported loans had previously evaded scrutiny and collection efforts. Fewer than 1,000 of these loans faced any investigations prior to this action. By referring these cases to Treasury, the administration aims to accelerate the collection process and provide a clearer pathway for accountability among borrowers. The broader implications of this move extend beyond financial recovery. Small business owners can expect heightened scrutiny in future assistance programs, as the SBA enhances its fraud detection mechanisms. The agency has already taken steps to implement stricter verification processes, such as citizenship and birth date checks, helping to prevent fraudulent applications from taking advantage of future funding. While this aggressive action to combat fraud is likely to restore some faith in the integrity of SBA assistance, it also presents challenges to small business owners who legitimately utilized these funds. If they unknowingly received funds linked to fraudulent activity, they may face collection efforts that could impact their financial stability. It is essential for business owners to keep clear records of their funding applications and ensure compliance with the stipulations of any federal programs they engaged with. Navigating this complex landscape may require small business owners to seek legal or financial counseling, especially if they find themselves unexpectedly linked to any fraudulent activities. Understanding fraud alerts and notifications from the SBA can help business owners proactively address any issues that arise from these referrals. This referral is part of a broader initiative led by the White House Task Force to Eliminate Fraud, which seeks to coordinate efforts across various federal agencies to combat fraud in government programs. With an estimated $200 billion potentially lost to fraud in COVID-related loans, the stakes are high for both recovery and future program integrity. Reiterating the administration’s dedication to curbing fraud, Loeffler stated, “The SBA is deeply grateful to the U.S. Department of the Treasury for its partnership in this historic action.” This collaboration represents a strategic commitment to restoring trust in federal assistance programs while also deterring future instances of exploitation. Looking ahead, it is crucial for small business owners to stay informed about ongoing developments related to loan policies and compliance requirements. Engaging with local SBA offices or seeking advice from financial advisors can provide valuable insights and support. As the SBA ramps up its efforts in fraud detection and recovery, it is a timely reminder of the importance of due diligence and transparency in navigating government assistance programs for small businesses. For further details, the original press release can be accessed here. Image via Google Gemini This article, "SBA Refers 562,000 Fraudulent Loans to Treasury, Aims to Recover $22B" was first published on Small Business Trends View the full article

In a significant move to tackle pandemic-related fraud, the U.S. Small Business Administration (SBA) has referred over half a million suspected fraudulent loans to the U.S. Department of Treasury for collection. This unprecedented action, totaling approximately $22.2 billion, aims to hold accountable those who exploited relief programs designed to help small businesses during the COVID-19 crisis. SBA Administrator Kelly Loeffler emphasized, “From Day One, the The President SBA has worked tirelessly to crack down on billions in pandemic-era fraud that the Biden Administration forgave or ignored.” This referral marks the largest package the SBA has sent to Treasury, highlighting the agency’s renewed commitment to recouping lost taxpayer dollars. The PPP and Economic Injury Disaster Loans (EIDL) were crucial lifelines for businesses grappling with the economic fallout from the pandemic. However, with SBA and Treasury working together, there is now a push to restore integrity to these programs and recover the funds tied to potentially fraudulent claims. The urgency behind this initiative stems from the fact that nearly all of the 562,000 reported loans had previously evaded scrutiny and collection efforts. Fewer than 1,000 of these loans faced any investigations prior to this action. By referring these cases to Treasury, the administration aims to accelerate the collection process and provide a clearer pathway for accountability among borrowers. The broader implications of this move extend beyond financial recovery. Small business owners can expect heightened scrutiny in future assistance programs, as the SBA enhances its fraud detection mechanisms. The agency has already taken steps to implement stricter verification processes, such as citizenship and birth date checks, helping to prevent fraudulent applications from taking advantage of future funding. While this aggressive action to combat fraud is likely to restore some faith in the integrity of SBA assistance, it also presents challenges to small business owners who legitimately utilized these funds. If they unknowingly received funds linked to fraudulent activity, they may face collection efforts that could impact their financial stability. It is essential for business owners to keep clear records of their funding applications and ensure compliance with the stipulations of any federal programs they engaged with. Navigating this complex landscape may require small business owners to seek legal or financial counseling, especially if they find themselves unexpectedly linked to any fraudulent activities. Understanding fraud alerts and notifications from the SBA can help business owners proactively address any issues that arise from these referrals. This referral is part of a broader initiative led by the White House Task Force to Eliminate Fraud, which seeks to coordinate efforts across various federal agencies to combat fraud in government programs. With an estimated $200 billion potentially lost to fraud in COVID-related loans, the stakes are high for both recovery and future program integrity. Reiterating the administration’s dedication to curbing fraud, Loeffler stated, “The SBA is deeply grateful to the U.S. Department of the Treasury for its partnership in this historic action.” This collaboration represents a strategic commitment to restoring trust in federal assistance programs while also deterring future instances of exploitation. Looking ahead, it is crucial for small business owners to stay informed about ongoing developments related to loan policies and compliance requirements. Engaging with local SBA offices or seeking advice from financial advisors can provide valuable insights and support. As the SBA ramps up its efforts in fraud detection and recovery, it is a timely reminder of the importance of due diligence and transparency in navigating government assistance programs for small businesses. For further details, the original press release can be accessed here. Image via Google Gemini This article, "SBA Refers 562,000 Fraudulent Loans to Treasury, Aims to Recover $22B" was first published on Small Business Trends View the full article

Few people know fame like Robert Downey Jr. The Oscar-winning actor has done everything from critical darlings like Oppenheimer to pop culture juggernauts like The Avengers. While Downey took a more traditional path to celebrity, many up-and-coming stars got their starts on social media. Two of this year’s Grammy nominees for Best New Artist, Addison Rae and Alex Warren, were known for their TikToks before they were known for their music. Several of the biggest new names in filmmaking, including directors Danny and Michael Philippou of Talk to Me and Kane Parsons of the upcoming Backrooms, went viral on YouTube before breaking into Hollywood. But according to Downey, it’s “absolute horseshit” to assume that influencers will be “the stars of the future.” In a recent appearance on the podcast Conversations for our Daughters, Downey sounded off on influencer culture, saying that while fame has become more accessible thanks to social media, that doesn’t mean influencers will usurp true celebrity status. “Nowadays, people can create celebrity without ever doing much besides rolling a phone on themselves,” Downey said. “I don’t look at that as a negative thing. I just look at it as more like the challenge for individuation is being upped.” “When I hear people talk about, ‘Oh, the stars of the future are going to be influencers,’ I go, ‘I don’t know what world you’re living in, but I think that that is absolute horseshit,’” he added. Gen Z’s influencer aspirations Downey may not be wowed by influencers’ collective cult of personality, but younger generations tend to disagree. In a 2023 survey, 57% of Gen Zers said they want to be influencers. Downey shared that he saw his own 14-year-old son get “caught up in this whole influencer thing.” “Next thing you know, it’s like, ‘Hey, if you like the way I’m playing this video game, do you wanna send me a donation?’ And really, it becomes a religion,” Downey said. “The influencers today are almost like the Evangelical hucksters of the information age.” Still, Downey said he hopes the majority of young people will pursue passions outside of social media. “Hopefully [young people are] gonna say, ‘Yeah, but that’s not my thing. I want to go do something, I’m going to make something, I want to build something, I want to educate myself and I want to have more inputs, so whatever my output is, it isn’t just a self-aggrandizing kind of influencer-type thing,’” he said. For all his criticisms, Downey added that he has little issue with influencers themselves. “We’re playing in this new territory and so it’s a little bit of a frontier, and I don’t really have a judgment on it,” he said. “I also know when I am promoting a film now I’ve gotten to know a few of these influencers, and I find them—many of them—grounded, interesting, accomplished, cool people.” Downey’s social media presence Though he’s an actor first and foremost, Downey could reasonably be called an influencer himself: On Instagram, he sports 57.6 million followers and he regularly posts on the platform. But Downey said he tries to be as authentic as possible on social media—which for him means keeping his online presence to a surface level. “People say, ‘Robert, they just love it when you’re just kind of like seeming off the cuff, and they’re getting a glimpse into your life.’ And I go, ‘Yeah, but I’d be manufacturing that aspect for them, so it’s B.S.,” Downey said. “I try not to get too deep down any rabbit hole,” he added. “I don’t wish to be consumed. I am, at essence, still a consumer that is also a contributor.” View the full article

The 30-year fixed spiked earlier in the week, but fell as Middle East news helped to drive the 10-year Treasury yield lower by 9 basis points by Wednesday. View the full article