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From the outside, it looks like a generational standoff. Baby boomers are retiring earlier than expected, frustrated by workplace change, technology shifts, and growing tension with younger colleagues. At the same time, Gen Z talks openly about quitting jobs that feel misaligned or draining. Many leaders interpret this as a clash of values. Older workers cannot adapt. Younger workers lack commitment. The data tells a more complicated story. New research from Clari and Salesloft, conducted in partnership with Workplace Intelligence, surveyed 2,000 U.S. sellers and sales leaders across industries. The study found that 19% of baby boomers are planning to retire early because they are tired of dealing with Gen Z at work. At the same time, 28% of Gen Z respondents said they are actively searching for a role where they will not have to interact with baby boomers as much. The cost of that friction is not abstract. The research estimates that generational conflict is costing organizations roughly $56 billion each year in lost productivity, driven by miscommunication, burnout, and uneven adoption of new technologies like AI. On its own, that data suggests a workplace pulling itself apart. But another study complicates the narrative. Research from Southeastern Oklahoma State University, based on a survey of 1,000 employees, found that 71% of Gen Z workers are staying in a job or career longer than they want simply because they do not know how to leave. Nearly half say they are actively transitioning toward something new, while 68% report that their employer has no idea they are planning a change. Taken together, these findings reveal something leaders often miss. Baby boomers are leaving because they can. Gen Z is staying because they do not know how not to. This is not a motivation problem. It is a clarity problem. A shifting environment For many boomers, the workplace they are navigating today barely resembles the one they mastered. AI tools, shifting communication norms, and changing definitions of productivity have disrupted identities built on decades of experience and institutional knowledge. When those changes arrive without context or support, frustration grows. Early retirement becomes less about age and more about opting out of an environment that no longer feels coherent. Gen Z is facing the opposite challenge. They entered a workforce defined by constant change, but very little guidance. Career paths are opaque. Loyalty feels risky. Advice is often abstract. While they are often labeled as eager to quit, the reality is that many are stuck in roles they have already outgrown, unsure how to move on without harming their future. AI has intensified this divide rather than resolving it. For example, the same Clari and Salesloft research found that 39% of Gen Z would rather be managed by AI than by a baby boomer, while 25% of boomers say they would prefer working with AI over a Gen Z colleague. This preference is less about technology being superior and more about predictability. In environments where expectations feel unclear or inconsistent, AI can appear easier to work with than people. The leadership factor That is where leadership enters the equation. Engaged empathy is not about lowering standards or avoiding difficult conversations. It is about understanding how different generations experience the same systems and responding with clear, actionable communication. Without that effort, organizations allow frustration to turn into disengagement. For Gen Z, engaged empathy shows up as explicit career navigation. Not platitudes about growth, but concrete conversations about skills, timelines, and options. Many young employees are not afraid of hard work. They are afraid of making irreversible mistakes in a system that rarely explains the rules. For baby boomers, engaged empathy means recognizing that resistance to new tools is often rooted in identity, not stubbornness. When experience feels discounted rather than translated, trust erodes. Leaders who intentionally connect new technologies to existing strengths reduce defensiveness and preserve institutional wisdom. However, none of this works without clarity. High-performing organizations do not assume alignment across generations. They create it. They explain what success looks like now, how it is measured, and how employees at different stages can contribute and grow. They introduce AI as a shared resource rather than a silent evaluator. Boomers retiring early and Gen Z wanting to quit are not signs that work is fundamentally broken. They are signals that employees are responding rationally to unclear systems and inconsistent leadership. The solution is not fewer generations in the workplace. It is leaders willing to practice engaged empathy and communicate clearly enough that fewer people feel the need to escape in the first place. View the full article

Stop guessing when clicks fall and use a structured process to get Google Ads performance back on track. The post 4 Reasons Your Google Ads Clicks Are Down & What You Can Do appeared first on Search Engine Journal. View the full article

President’s decision on successor to Jay Powell comes at pivotal moment for world’s most important central bank View the full article

Last year was a brutal one for layoffs, with large cuts coming from Amazon, UPS, Microsoft and Verizon. And as things get rolling for 2026, it’s looking like this year won’t be any less uncertain for workers. This week has seen a slew of sizable job cuts from a wide variety of companies. As of Thursday morning, more than 61,650 positions have been eliminated. The actual number is likely a fair bit higher as many of the companies announcing layoffs—such as Shopify, Expedia, and Vimeo—did not release the number of jobs that were impacted. Dow Inc. was the most recent well-known company to announce cuts. On Thursday, the chemical maker said it would do away with 4,500 positions as part of a streamlining operation it calls “Transform to Outperform.” The company says it plans to rely more on artificial intelligence and automation in the months ahead. Those layoffs represented approximately 12% of the company’s workforce. Dow was hardly alone this week, though. The staff trimmings are occurring at tech and tech-adjacent companies around the world and are adding up fast. Here are some other notable reductions in staff that have been announced this week. Pinterest On Monday, social media platform Pinterest filed a notification with the Securities and Exchange Commission (SEC) that it was planning “a reduction in force that is expected to affect less than 15% of the Company’s workforce.” With an estimated workforce of 5,200 people, that puts the layoffs between 700 and 800. The company said it plans to utilize AI to fill many of those roles. Nike The footwear giant confirmed plans to lay off 775 employees in the U.S., the third year in a row that it has cut jobs. Nike said it would rely on automation to handle the duties of those workers. United Parcel Service (UPS) During an earnings call with analysts on Tuesday, Brian Dykes, chief financial officer of UPS, revealed plans to reduce operational hours at the delivery giant by 25 million, which will result in 30,000 workers losing their jobs. The cuts come as the company winds down its long-standing partnership with Amazon. The Home Depot The Home Depot confirmed plans Wednesday to lay off 800 workers, including 150 at its Atlanta headquarters. “We’re simplifying our corporate operations to better support our stores and our customers,” a spokesperson for the home improvement retail chain told Fast Company. “These changes include a reduction in roles associated with our store support center . . . This was a difficult decision, and we’re focused on doing the right thing and supporting associates who were impacted.” Amazon Just months after laying off 14,000 workers last fall, Amazon on Wednesday said it was eliminating another 16,000 jobs. And the company did not rule out additional cuts in the months to come (though it said none were currently planned). “Some of you might ask if this is the beginning of a new rhythm – where we announce broad reductions every few months,” wrote Beth Galetti, senior vice president of people experience and technology at Amazon. “That’s not our plan. But just as we always have, every team will continue to evaluate the ownership, speed, and capacity to invent for customers, and make adjustments as appropriate.” Other companies laying off workers Beyond the cuts this week, January has also seen notable workforce reductions from Autodesk (1,000 workers), Ericsson (1,600 employees), Meta Platforms (1,500 people), and ASML (1,700 staffers), according to job cut tracking sites Layoffs.fyi and trueup. Savings and productivity gains that come with AI and automation will almost certainly be pointed at by companies that lay off workers as layoffs in 2026 continue, but several businesses that have decided to become AI-first workplaces have come to regret the move. Two years ago, Klarna Group instituted a hiring freeze as it embraced the notion that AI could do the work of hundreds of employees. Last May, however, it reversed course, saying it might have been too ambitious with its AI goals. Meanwhile, language learning platform Duolingo saw its push to embrace AI attacked on social media. Shares of Duolingo are down more than 61% over the last 12 months. View the full article

It’s Friday afternoon. Your inbox looks like a battleground, your calendar is a collage of back-to-back calls, and the strategic plan you built last quarter already feels outdated. You’ve spent the week reacting, extinguishing fires, and juggling unexpected demands you didn’t plan for. You’ve been busy, but not necessarily productive. You’ve managed the chaos, but you haven’t had space to lead through it. This is the trap many leaders find themselves in today. Our attention is consumed by the urgent, leaving almost no cognitive room for the deep thinking, creativity, and strategic foresight that leadership requires. Working harder isn’t the answer. Neither is downloading yet another tool. Under time pressure and limited mental bandwidth, leaders tend to fall back on fast, intuitive shortcuts that erode decision quality in complex situations. What leaders need is a simple operating system reset: a weekly practice that converts disruption into insight and momentum. From Extinguishing Fires to Using Their Heat In nature, fire isn’t only destructive; it’s regenerative. Giant sequoias, for example, rely on the heat of a forest fire to release their seeds. Flames clear the underbrush, enrich the soil, and make way for new growth. High-performing leaders work the same way. Instead of viewing disruption as something to resist, they learn to harness its heat. They recognize that crises, customer surprises, shifting priorities, and unexpected wins all contain valuable signals about how the world is changing and where opportunity sits. Some fast-moving organizations have formalized reflection into their operating rhythms. For example, Spotify’s engineering teams have publicly described the use of agile retrospectives to turn surprises into learning. Taking time for a short weekly reset can help leaders capture those signals. Set aside 18 minutes at the end of each week to pause, asking yourself three deceptively simple questions and sitting with each for six minutes. 1. What must I clear away? Every ecosystem needs deadwood cleared before new things can grow. Your work is no different. Look back at your week and ask yourself: What assumption I held on Monday was proven wrong by Friday? What meeting, process, or habit is creating drag instead of value? Which “zombie project” is still consuming time or budget despite having no strategic future? The goal here is subtraction. Leaders tend to underestimate how much cognitive clutter weighs them down. Clearing it ruthlessly creates room for better decisions and more ambitious ideas. 2. What did this week’s disruption teach me? Once the underbrush is cleared, you can see what nutrients remain. Disruption is information. Your job is to extract meaning from it. This is benefit-finding: the discipline of intentionally looking for insight in unexpected places. Consider: What surprising customer comment, employee concern, or performance issue taught me something important? Where did our team get an unexpected win, and what were the conditions that enabled it? What new skill, workaround, or capability emerged that might be worth formalizing? This step shifts you from reacting to events to learning from them in real time. It builds future intelligence, the ability to read signals and adapt ahead of the curve. 3. What is one bold move I can take? Reflection without movement creates stagnation. Regeneration requires action. Choose one consequential decision, not a long list: What is the single conversation that will unlock progress next week? What experiment is worth running? What important decision have I been avoiding that I will now make? Choosing just one forces focus. It ensures you enter Monday intentionally. It’s a shift from managing the week to shaping it. Lead the Future, One Week at a Time Taking a weekly reset isn’t a productivity hack; it’s a leadership discipline that helps you step above the noise and recalibrate your direction. In an era defined by constant change, the leaders who thrive aren’t the ones who avoid disruption. They’re the ones who know how to convert it into insight, energy, and action. They learn to use disruptions to leap forward. This discipline becomes even more important in a world shaped by accelerating AI adoption, geopolitical volatility, climate-driven shocks, and continual shifts in customer expectations, as highlighted in recent global risk assessments from the World Economic Forum. Leaders who thrive build regenerative capacity, the ability to clear noise, extract meaning, and act decisively through practices like the weekly reflection tool. Research on adaptive leadership consistently shows that learning-oriented organizations are better at turning change into innovation. This 18-minute ritual is how you start. By clearing space, extracting meaning, and choosing one bold move each week, you reclaim your agency in a world that constantly pulls you into reaction. Disruption isn’t going away. But with the right rhythm, you can stop being managed by it and start using it as fuel for your next breakthrough. View the full article

President expected to announce Kevin Warsh as next chair of US central bankView the full article

New research paper about creating a dataset for training deep research AI agents (SAGE) also provides SEO insights for content. The post Google’s SAGE Agentic AI Research: What It Means For SEO appeared first on Search Engine Journal. View the full article

Today, thousands of Americans are participating in a general strike. The instructions are simple: no work, no school, no shopping. The aim is ambitious—to pressure the The President administration to remove ICE from local communities. The strike is a response to the fatal shootings of Alex Pretti and Renee Good in Minnesota. In the days since, calls for a nationwide shutdown have spread rapidly across social media, shared by activists, nonprofits, and everyday people urging a halt to economic activity. Celebrities including Pedro Pascal, Edward Norton, and Jamie Lee Curtis have amplified the message to their followers. Some businesses—mostly small, independent ones—have heeded the call. Clothing label Misha and Puff, olive oil maker Brightland, and underwear brand Oddobody have all closed for the day, forgoing revenue as a form of protest. “The only thing the The President administration responds to is the market,” says Polly Rodriguez, founder of the sexual wellness company Unbound Babes, who has shuttered her business for the day. “Our goal is to raise awareness today, link people to other resources, and gather donations for organizations on the ground in Minnesota.” The General Strike US The Organizers Behind This Strike Although the strike has been organized in a decentralized way, with no single leader at the helm, many participants have turned to the website and Instagram account of The General Strike US, which offer guidance about organizing a general strike. Eliza Blum, a longtime labor organizer, built the site in 2022, alongside other activists. “I wouldn’t say I’m a founder,” she says. “We’re very much a non-hierarchical, decentralized network.” Through her work with Fight for $15, the campaign for a $15 minimum wage, Blum saw firsthand how strikes forced companies and policymakers to pay attention. As the The President administration pursued what she viewed as increasingly authoritarian policies, she began to see labor as a central tool of resistance. “When Roe v. Wade was overturned, I hit a personal breaking point,” she tells me. “Protesting in the streets, holding signs, calling our representatives—it wasn’t enough. We live in an extremely capitalist society where our greatest weapon is our labor. If working people stopped working, we could shut down the country until our demands were met.” Other prominent voices have echoed that view. “What does a national civic uprising look like?” Robert Reich, a U.C. Berkeley law professor, wrote in his Substack last April. “It may look like a general strike—a strike in which tens of millions of Americans refuse to work, refuse to buy, refuse to engage in anything other than a mass demonstration against the regime.” The General Strike website calls for people to sign a “strike card,” pledging their participation in future actions. The long-term goal, Blum says, is to secure commitments from 3.5% of the U.S. population—roughly 10.5 million people. The figure comes from research by political scientists Erica Chenoweth and Maria Stephan, which suggests that when 3.5% of a population engages in sustained protest, authoritarian governments are likely to collapse. So far, about 435,730 people have signed the pledge. Once the number reaches 10.5 million, organizers plan to coordinate a nationwide strike. In the meantime, Blum argues that smaller, recurring actions are essential for building momentum. Reich agrees. “[It will take more than] just one general strike, but a repeating general strike,” he writes. “A strike whose numbers continue to grow and whose outrage, resistance, and solidarity continue to spread across the land.” Last Friday, hundreds of Minnesota businesses closed as a show of opposition to ICE. For Blum, this was an important turning point. She saw local unions come together with community organizers to work collectively. This local strike had an impact, making headlines in the New York Times and the BBC. “It was the first time, since I’ve been doing this that I saw a general strike actually happen,” she says. The History of General Strikes The term “general strike” is most closely associated with events in Britain in 1926, when trade unions organized coal miners to walk off the job after mine owners slashed wages and lengthened working hours. Workers across other industries—including transportation, printing, and manufacturing—joined in solidarity, bringing large parts of the country to a standstill. The government quickly intervened, framing the strike as a threat not just to employers, but to the nation itself. Union leaders soon found themselves in direct confrontation with the state, and after nine days, they called off the strike. “It was a total failure,” says Jonathan Schneer, a British historian whose book, Nine Days in May: The General Strike of 1926 comes out this summer. (Disclosure: Schneer is my father-in-law.) “The coal miners were ultimately left isolated and forced to work under even worse conditions.” Schneer notes that while today’s general strike draws inspiration from the events of 1926, there are also crucial differences—most notably the level of coordination involved. In England at the time, between a third and half of all workers were unionized, and labor leaders were able to mobilize a significant share of the population. “It took enormous organization to pull something like that off,” Schneer says. Nearly a century later, the landscape has shifted. Today’s action is being organized largely online, at a moment when labor unions are far weaker than they were in early-20th-century Britain. The United States also has a much larger and more geographically dispersed population. What remains constant, however, is the central role of capitalism in everyday life—and the idea that halting economic activity can still be a powerful way to command the government’s attention. When enough people participate, Schneer argues, the signal is impossible to ignore. The Demands For Blum, the fact that the strike isn’t centrally organized is one of its strengths. Like other activist groups that emerged during The President’s second term—including Indivisible—she believes organizing works best at the local level, allowing communities to respond to their own conditions. Her role, she says, is less about directing the movement than equipping others with the tools to organize within their own networks. That decentralized structure also means there is no single, unified set of demands. The General Strike US website lists a wide range of causes worth striking for, from universal healthcare to voting rights. For now, however, participants appear to be coalescing around a more immediate goal: removing ICE from local communities. On social media, posts frequently express solidarity with protesters in Minnesota and call for the abolition of ICE altogether. While organizers encourage people to stay home from work and school, the most accessible form of participation is refusing to spend money. A number of small businesses have chosen to close for the day in solidarity, though no major corporations have followed suit. “I am very disappointed in the lack of reaction from companies that are far more powerful and influential than we are,” says Melody Serafino, founder of the communications agency No.29, which also shuttered operations. “Let me be clear: posting on Instagram and shutting down our business for a day is not brave. Real courage is being exemplified by the people on the ground who are putting their lives at risk.” For Blum, however, this moment is just the beginning. She sees the current action as the first in what she hopes will be a series of escalating strikes—and says it is already producing results. In recent days, tens of thousands of people have signed strike cards through her website. There is still a long road ahead to reaching the 3.5% threshold of the U.S. population, but the numbers, she says, are rising steadily. “Movements that reach that level of participation never fail to bring about radical change,” Blum says. “But it takes time.” View the full article

Last Saturday, more than six million people held their breath as Alex Honnold took his first step up Taipei 101. The Free Solo climber, who went on to ascend Taiwan’s tallest building without the safety of a rope and harness, drew crowds all around the building, as well as on Netflix, where the ascent was live-streamed as part of a show called Skyscraper Live. Some of these people had likely already watched Honnold scale the 3,000-foot rock wall of Yosemite’s El Capitan. But for many, the climber’s ascent up a man-made structure was likely an introduction to an altogether different kind of climbing: not on the face of a cliff, but the side of a building. This type of sport is called “buildering” (from bouldering, to climb boulders) and it has been happening for more than a century. Unsplash From rock to concrete For decades, the ultimate challenge for climbers was nature itself. Modern rock climbing took shape in the late 19th century, when alpinists ventured beyond traditional mountaineering and onto steeper, more technical cliffs. By the mid-20th century, climbers embraced “free climbing,” meaning they relied on their hands and feet to move upward while using ropes only as a safety backup in case of a fall. Then, in the ’70s and ’80s, free-soloists like John Bachar pushed the sport to its extreme, stripping away the rope entirely and turning every move into a high-stakes commitment. Now, “buildings are the next challenge,” says 70-year-old American climber Dan Goodwin, who has climbed a dozen buildings, including the North Tower of the World Trade Center in Manhattan, and Millenium Tower in San Francisco. Today, more than half of the world’s population lives in cities, and the majority of climbers train in gyms. “They get out of the gym and what are they looking at? High rises,” says Goodwin. But climbing a building isn’t the same as climbing the face of a mountain. With rock climbing, every move is different, but climbing a building calls for repetition, which Goodwin says “attacks the muscle.” Hips cramp, shoulders start to burn: “It gets real quick, and I want to start educating people about how dangerous it is.” Dan Goodwin A brief history of “buildering” The thought of scaling the face of a building may send the average person into a tizzy, but people have been climbing buildings for almost as long as there have been buildings to climb. The earliest documented example dates back to 1901, when British alpinist Geoffrey Winthrop-Young anonymously published The Roof-Climber’s Guide to Trinity College, mapping the architecture of the campus as a series of climbing routes. Some decades later, “human flies” like George Polley and Harry Gardiner scaled buildings in cities like New York City and Boston. Dan Goodwin By the 1980s and ’90s, buildering had entered mainstream with televised (not live) ascents by “SpiderDan” Goodwin, and French climber Alain Robert, who went on to scale the Empire State Building, with no rope, and the Burj Khalifa with a safety rope and harness. (While Roberts was the first to ascend Taipei 101, Honnold was the first to do it rope-free.) Over the course of those years, buildings have changed drastically. According to Young’s original guide, buildings with good holds featured recessed window frames, narrow chimneys, and continuous parapets—architectural quirks that made climbing easier. With the advent of steel and concrete construction, many of these features disappeared in favor of sleek glass curtain walls, and climbing buildings became so much harder that some climbers have resorted to aids like suction cups and sky hooks—small devices that help climbers hang off tiny edges—to scale smooth facades. Goodwin was one of those climbers. In 1981, he climbed Chicago’s Sears Tower (now known as the Willis Tower) using suction cups and sky hooks. “As climbers, we would prefer relying on our physical strength than on a suction cup,” he told me. “I almost died because of my suction cups.” But “architecture dictates everything,” as Goodwin put it, and the tower had no suitable hand or foot holds. Plus, the climber had recently been issued a challenge he had to rise to. In 1980, a fire engulfed the MGM Grand fire in Las Vegas and killed 85 people after smoke spread rapidly through the building. Goodwin was deeply affected by the fire, and as he watched firefighters struggle to reach people trapped on upper floors, he argued that climbers could be trained to scale skyscrapers during emergencies. When a local fire marshal dismissed the idea and challenged him to climb a building himself, Goodwin took it literally—and went on to climb the Sears Tower, then the tallest building in the world. “That conversation changed my life,” he says. Goodwin, whose memoir, Untethered, is set to come out in the spring, went on to climb over a dozen buildings around the world, including the CN Tower in Toronto, which he climbed in 1986—twice in the same day—using only his hands and feet. The hardest climbs, he said, were those with slick glass that called for suction cups. The easiest were buildings with clearly defined features. Taipei 101, with its stacked, bamboo-like segments and decorative dragon heads, fits into the latter category. “So many beautiful handhold features,” he says. Alex Honnold The next era of “buildering” Perhaps these complications are the reason why, after more than 100 years of existence, the sport today remains dominated by just a few big names—from legacy figures like Robert and Goodwin, to younger climbers like the 26-year-old George King, who famously climbed The Shard in 2019 before base jumping off the top, and Honnold, whose career focused on rock climbing before he took on Taipei 101. George King Today, the buildering community remains small. In fact, according to Andy Day, a climber and photographer who wrote a paper on buildering in 2017, to call it a “community” would be generous. “It’s a more niche, sub-cultural level of interest,” he says, noting interest has largely ebbed and flowed over the years. “The discipline required to do what someone like Alain Roberts or Alex Honnold do is just so unique that it’s not going to happen very often,” he told me, adding, with a laugh, that there are enough well-equipped gyms serving hot coffee to keep climbers satisfied. But “SpiderDan” believes Honnold’s live-streamed climb might usher in a new era for urban climbers. “I know every climber is going to be walking through cities now and looking at what buildings they could climb,” he says. Honnold—who kicked off his ascent with a casual nod to the camera and ended it 91 minutes later with a low-key “sick!”—made his climb look like a walk in the park. But Goodwin knows urban climbers need the same regulations as rock climbers, so he is now working on a separate book in the hopes of making urban climbing safer. “We need to come up with standards, and ethics, and rules that govern future generations,” he says, “because you think you’re the only ones right now, but I know other people climbing buildings, and in the next year or two, I wouldn’t be surprised if we see fifty to 100 ascents.” View the full article

Former Rocket CEO takes new board position, Tidalwave welcomes MBA and ICE alums, NFM promotes at the top and Evergreen, Dark Matter add to their C-suites. View the full article

Finance, banking and professional services seek to grow footprint in mainland market despite past challengesView the full article

You probably know filmmaker and actor Taika Waititi from directing work like the Marvel movie Thor: Ragnarok or the Oscar-award-winning film Jojo Rabbit. What you might not know is that he’s also the creative mind behind multiple Old Spice ads, a bout of early 2010s PSAs for his home country of New Zealand, and some of the most iconic Super Bowl commercials of all time. From the early days of his career, between directing short films and appearing in acting gigs, Waititi has kept up a consistent cadence of ad work, ranging from spots for local names like the New Zealand Transport Agency to bigger brands like Samsung. Even as his Hollywood work has expanded, ad work remains a consistent part of his creative churn. In 2025, Waititi directed three different spots for the Super Bowl. This year, he’s returning to America’s biggest game with a new spot for Pepsi. Waititi says he keeps coming back to the Super Bowl for the same reason he’s done ad work for decades: it keeps his creative muscles firing. “Selfishly, I’ve used the world of making commercials as my filmmaking gym,” he says. Inside Pepsi’s new Super Bowl spot Waititi’s 2026 return to the Super Bowl comes via a Pepsi spot titled “The Choice,” set to Queen’s I Want to Break Free. The ad carries on Pepsi’s long tradition of lightheartedly bashing its main rival, Coca-Cola, by signaling the superiority of its cola’s taste. This time, Pepsi turned to one of Coca-Cola’s most iconic symbols as the star of its new Cola War spot: the Coca-Cola polar bear. “I feel like I’ve been watching the [Cola Wars] all my life, and so it was pretty fun just to take part in that and because it’s an iconic relationship that they’ve got,” Waititi says. He adds that the spot’s bear-centric storyline was already established before he joined the project, and that “my main job when it comes to these things is just to help solidify the tone, carry that through, and make sure that it’s fun and watchable.” The bear has appeared in Coca-Cola’s advertising as far back as 1922, including in some of its most beloved Christmas ads. In “The Choice,” he’s faced with the reality that he actually prefers Pepsi over Coke after conducting a blind taste-test of the two sodas. The realization drives him to his therapist (played by Waititi himself), before he ultimately “breaks free” from Coca-Cola and enjoys a Pepsi in, weirdly enough, a parody of the viral Coldplay kiss cam moment from last summer. Why ads are Taika Waititi’s creative gym Before Waititi ever became a household name, many of his clever, absurdist spots had already cemented themselves in the canon of advertising acclaim. Along the way, those projects were quietly shaping his creative voice and informing his larger projects. In 2008, Waititi directed a series of ads for Pot Noodle, including one surrealist spot called “Moussaka Rap”; a loosely Eminem-inspired song about the greek casserole. In 2011, he tackled another rap video for Sour Patch Kids and an underwater ballad for Cadbury. His first big break in the ad world—and one of his most recognizable spots to this day—was NBC’s 2012 Super Bowl bash “Brotherhood of Man,” which featured talent from on-air shows at the time like The Office and Parks and Recreation (as well as a now cringe-inducing cameo from The Apprentice’s Donald The President), and which had such a fraught production that it’s inspired entire think pieces. “What I remember about that was just how fun it was to visit all of these different TV shows and work with all of these people,” Waititi says, adding with a laugh, “Let’s not talk about everyone that I worked on that with.” Waititi took a hiatus from the big game to produce iconic spots like Air New Zealand’s 2014 Lord of the Rings-inspired “The Most Epic Safety Video Ever Made,” featuring Elijah Wood; and a 2018 series of heavy hitters for Old Spice. By the time he returned to directing for the Super Bowl in 2025, Waititi was both an Oscar and Grammy winner. His spots last year—a heartstring-pulling ad for Lays, two shorts for Homes.com featuring Morgan Freeman, and a brain-rottingly ridiculous ad for Mountain Dew starring humanoid seals—were all met with a hearty dose of acclaim. For Waititi, ad direction isn’t just a side gig; it’s a tool that’s shaped his career. In the periods between filming larger projects, he uses commercials to test new jokes, try out character ideas, experiment with VFX, and work on new camera and lighting techniques. If he feels like they’re “really good,” he says, he can use them in a film at some point down the road. “It’s fun to play with the creative space, and it’s not as risky for me when I’m making commercials,” Waititi says. “It’s just kind of a play space, really—a nice big sandpit.” View the full article

Snow has returned to the Philadelphia region, and along with it, the white residues on streets and sidewalks that result from the overapplication of deicers such as sodium chloride, or rock salt, as well as more modern salt alternatives. As an environmental scientist who studies water pollution, I know that much of the excess salt flows into storm drains and ultimately into area streams and rivers. For example, a citizen science stream monitoring campaign led by the Stroud Water Research Center in Chester County (about 40 miles west of Philadelphia) found that chloride concentrations in southeastern Pennsylvania streams remained higher than levels recommended by the Environmental Protection Agency not only after winter snowfalls but also in many cases during some summer months—showing salt persists in watersheds year-round. Once there, it can have a profound impact on fish and other aquatic life. This includes a decrease in the abundance of macroinvertebrates, which are small organisms that form the base of many freshwater food webs, and reductions in growth and reproduction in fish. Increased salt concentrations can also degrade and pollute the local water supply. Working with other researchers at Villanova University, I have measured spikes in sodium levels in Philadelphia region tap water during and immediately after snow melts. These spikes can pose a health risk to people on low-sodium diets. What local governments can do In recent years, many state and local governments nationwide have adopted best management practices—such as roadway brining, more efficient salt spreaders, and improved storm forecasting—to limit damage from salt to infrastructure, including roads and bridges. Roadway brining works by applying a salt solution, or brine, that contains about 23% sodium chloride by weight prior to a storm. Unlike road salt, brines adhere to all pavement and can prevent ice from sticking to the roadway during the storm. This potentially reduces the need for subsequent road salt applications. The environmental benefits of these best practices, when properly administered, are promising. The Maryland State Highway Administration reduced its total salt usage on roadways by almost 50% by using multiple best practices. The extent to which these strategies will continue to reduce the salt burden on roads and, by extension, improve the water quality of streams elsewhere will largely depend on political will and corresponding economic investments. Yet, roads are not the only source of salt to our streams. Recent studies have suggested that the cumulative amount of salt applied to other impervious surfaces in a watershed, such as parking lots, driveways, and sidewalks, can exceed that applied to roads. For example, one survey of private contractors suggests their application rate can be up to 10 times higher than that of transportation departments. I do not know of any studies that have been able to determine a household application rate. How to salt at home To better understand how individuals or households deice their properties, and what they know about the environmental impacts of deicing, I collaborated with a team of environmental scientists and psychologists at Villanova University and the local conservation-focused nonprofit Lower Merion Conservancy. In winter 2024-2025, the Lower Merion Conservancy disseminated a survey in a social media campaign that received more than 300 responses from residents in southeastern Pennsylvania. We are completing the analysis to determine a household application rate, but some of our initial findings provide a starting point for engaging households on how to limit the environmental impact of deicers. One key finding is that only 7% of respondents reported being aware of municipal ordinances regarding deicer use on residential sidewalks. Of those who applied deicers to their property, 55% indicated they were unsure whether they used them in a way that would reduce environmental harm. About 80% of all respondents indicated interest in learning more about the environmental impacts of road salt. Based on these survey results, here are several actionable steps that homeowners can take to reduce their deicer use. 1. Check your local municipal ordinance. Most municipalities in the greater Philadelphia area do not require deicer use but instead require clearing a walkable path—in most cases, 3 feet wide—free of snow and ice within a certain time frame after a storm event ends. For example, the city of Philadelphia requires this to be done within six hours, the borough of Narberth within 12 hours and Lower Merion and Haverford townships within 24 hours. Narberth and Lower Merion specify which abrasives—such as sand, ashes, and sawdust—or deicers, like rock salt, can be used if ice persists. 2. Use rock salt and other deicers judiciously. The recommended amount from conservation organizations is one 12-ounce coffee mug of deicer for every 10 sidewalk squares. Keep in mind that “pet-friendly” deicers are not necessarily environmentally friendly. Many of these deicers contain magnesium chloride, which is harmful to plants and aquatic life. Deicers coupled with dyes might be a good choice to visually prevent over-application. They can also temporarily reduce concrete’s surface reflectivity, thereby increasing its warming effect and enabling melting. Finally, it’s important to know that many deicers become ineffective at or below certain temperatures. Rock salt/sodium chloride loses its effectiveness at 15 degrees Fahrenheit (minus 9 Celsius), magnesium chloride at 5 F (minus 15 C) and calcium chloride at minus 20 F (minus 29 C). If temperatures are expected to fall below those numbers, it might make sense to skip the salt. 3. Sweep up after. We have all seen rock salt on sidewalks for days on end, especially when a storm never materializes. If the next storm brings rain, this leftover salt will form a concentrated brine solution that will wash down the nearest storm drain and into a local waterway. Leftover salt can be swept up and reapplied after the next storm event, saving money and supplies. Read more of our stories about Philadelphia and Pennsylvania, or sign up for our Philadelphia newsletter on Substack. Steven Goldsmith is an associate professor of environmental science at Villanova University. This article is republished from The Conversation under a Creative Commons license. Read the original article. View the full article

Platinum and copper also fall on expectations The President will pick Warsh as next Fed chairView the full article

Bloc’s performance in the face of geopolitical and trade tensions has surprised policymakersView the full article

How much would you pay for a gray fleece? Yes, the type that’s ubiquitous in corporate cubicles and business-casual work conferences across America. What if it had the Miu Miu logo stitched on the left chest? If you said $2,500, you’d be on the money. Miu Miu’s $2,500 fleece sweatshirt, specifically in gray, has been trending online in recent months, spotted on celebs and featured in dozens of videos across social media platforms. You might think it looks like any other gray fleece. And you’d be right. Yet the Miu Miu version has inspired dupes and influenced people to unearth 4imprint jackets from their dad’s closet or old thrift finds to participate in the trend. For more than a decade, banks, investment firms, and tech companies have co-branded corporate logos on gray fleece vests for their workforces. Worn by everyone from interns to executives, this look, dubbed the “Midtown uniform” in major cities like New York, has become as ubiquitous in workplaces as the sad desk salad. “As my boyfriend was leaving for work this morning he put on the fleece that his company gave him,” New York City-based influencer Danielle Carolan said in a recent TikTok while wearing the Miu Miu version. “I was like, oh my god, this is literally like a fleece your tech company would give you.” Still, in influencer circles “the Miu Miu fleece”—to be uttered with the same reverence as Andy Sachs’s coveted Chanel boots in The Devil Wears Prada—has become a cultural shorthand. “The Miu Miu fleece is a wearable argument about how taste, comfort, and status work now,” according to a recent Substack post from Dot Dot Dot. “In simple terms: the ability to look relaxed without looking irrelevant.” And for the $2,500 price tag surely there’s something fashion normies must be missing to justify the cost? Something about the garment construction or fabric composition, perhaps. No. It’s really just a gray fleece made of 80% polyester and 20% recycled polyester. Some have suggested it’s a social experiment. Or is it a sign of the times? Coinciding with the RTO push, fashion houses have been tapping into the workplace discourse, taking inspiration from the office in runway collections and ad campaigns. Throughout 2025, designer brands like Prada and Miu Miu and more affordable high-street retailers like Uniqlo and Aritzia put their own spin on workwear fashion as companies ushered employees back in the office. That interest in corporate style has continued in 2026, with views on #OfficeOutfits up 811% over the past week, according to Vogue Business. From power dressing to business casual, corp-core is in vogue—even if the Miu Miu fleece is worn predominantly by influencers on their way to Pilates and brunch. View the full article

Back on February 6th, 2017, a teenaged Sabrina Carpenter tweeted, “Is there a way to look attractive while eating Pringles asking for a friend.” Is there a way to look attractive while eating Pringles asking for a friend — Sabrina Carpenter (@SabrinaAnnLynn) February 6, 2017 Now, nine years later, the pop star is doing exactly that—in the brand’s Super Bowl ad campaign. Created by agency BBDO New York, the teaser shows Carpenter treating her Pringles like a flower bouquet, plucking chips while saying, “He loves me, he loves me not . . .” For Pringles, the spot represents the perfect formula for celebrity partnership. “Our partner talent has to be a genuine brand fan!” says Sarah Reinecke, senior vice president of Mars Snacking’s salty portfolio and brand, which oversees Pringles. “Sabrina is the biggest thing in culture right now and is a fan of Pringles, so having the opportunity to work with her and engage her fan base in all the fun we have planned for the big game is an exciting partnership that hits all the right factors for us.” Pringles’ celebrity strategy Pringles is no stranger to the celebrity Super Bowl ad game. The brand tapped Meghan Trainor in 2023, Chris Pratt in 2024, and last year, a seemingly random collection of stars like James Harden, Adam Brody, and Nick Offerman. But Reinecke says the brand’s strategy isn’t some game of big name roulette. “Each partnership has sharpened our approach,” she says. “We’ve learned that the most effective talent isn’t just recognizable—it has to authentically align with both the audience and the brand’s voice.” Reinecke points to Carpenter as an example of this. “She connects deeply with Gen Z while naturally embodying the self-aware, unhinged internet humor that defines how the brand shows up today,” Reinecke says. “The partnership has really embodied a shared sense of play, which we hope ultimately makes it resonate with our fans.” Beyond the Game Given the level of investment required to just get a spot in the game, most brands now extend Super Bowl-related work to run long before and after the final whistle. For Pringles, that means tying its work with Carpenter into an existing campaign that launched last fall to resurrect its ‘90s ad slogan “Once You Pop.” Pringles’ Super Bowl teaser was one of the first to drop back on January 14th. Reinecke says that they knew partnering with someone like Carpenter would spark a ton of conversation, so the goal was to capitalize early and often in order to allow the brand to be at the center of the conversation for as long as possible. That level of conversation and enthusiasm is a key metric for the brand. “Of course, we would be lying if we said we didn’t care about ROI and metrics,” says Reinecke. “It’s incredibly important for us to measure success across both the marketing funnel and the impact on business. But while reach is important, what may be even more important is how much people care. So, we track everything from awareness, consideration, sentiment and purchase intent, and our impact to go beyond where a snack brand is expected to show up.” Celebrity Q&A There are three key questions every marketer should ask themselves before deciding whether to use celebrity talent and who to choose for a Super Bowl ad, according to Reinecke: Does the partnership feel authentic to the brand and relevant to the audience you’re going after? “The face of the campaign on one of the largest stages in brand marketing of the year is a crucial piece,” according to Reinecke. How will this ad positively impact the business? “For us, the Big Game is the biggest snacking occasion of the year, so having a presence directly ties back to business objectives,” she says. Does the partnership have the potential to expand beyond the game? “While the move to social media as a newsfeed grows, think about how the partnership and creative could extend to the small screen, and relevant ways to tap into the narrative your brand builds with your partner beyond game day,” Reinecke adds. View the full article

The moment I rise in the morning, I check my phone. Bad habit, to be sure. But I know I’m not the only one. There is a message from an editor marked “urgent,” there is an email from the school reminding me it’s parent-visit morning, and a text from a fellow soccer mom making sure I remembered the time change for Sunday’s tournament. (I hadn’t). The day had barely started, and I already felt hopelessly behind. This is the reality for working parents everywhere. On any given day, we have many jobs: employee, caregiver, chauffeur, chef, boo-boo healer—and each has its own inbox. Once upon a time, we believed technology would make our lives easier. Instead, it taught us how to be reachable at all hours of the day. We are desperate for time hacks. So naturally, parents are wondering if AI can help, or whether it’s just another thing demanding our attention. How AI Can Actually Help AI helps by taking care of the boring, time-sucking stuff that clutters your brain. In other words, that invisible labor that never lets up. For example, school emails that go on and on when all you really need to know is the date of the field trip and what the kids need to wear. AI can summarize them in seconds and pull out the important parts. It can also help us write polite notes to teachers, coaches, or HR without seeming defensive. It can turn your parent-teacher conference notes into an actionable plan. At home, the help is small but impactful. Weekly meal plans with grocery lists, recipes based on what’s already in your pantry, family calendars that catch conflicts you would have missed. At work, AI can summarize meetings you were half paying attention to, draft versions of presentations, and help organize your day so things don’t hit you all at once. And it does this in less time than it takes to pour a cup of coffee. Moments That Feel Like Magic AI can change your life in practical ways. For example: “Turn this voice note into a packing list.” “Rewrite this PTO request that expresses the urgency without sounding apologetic.” “Summarize the 25 Slack messages I missed while I was at the pediatrician.” Simplifying these tasks is one less thing crowding your mind. How AI Makes Things Worse Some tools require so much setup and maintenance that they become another thing “to do.” Others add notifications instead of reducing them. Many raise privacy concerns, especially if they include your children’s data. And there is the danger of us becoming too reliant on these tools. It should make our lives easier, but we still need to be able to do these things for ourselves just in case our sci-fi nightmare comes true and an electromagnetic pulse wipes out technology. Then there is the economics of it all. AI isn’t free, and paywalls could widen inequalities among parents. Efficiency vs. Relief Parents don’t just need to be more efficient; they need to feel supported. We are expected to be completely available for our employer and a fully present parent. AI can relieve that tension a little bit if used wisely. How to Get Started Start with one pain point, not your entire life. Choose the tools that reduce notifications instead of creating them. Be careful about what data you share. If a “helpful” tool creates more work, then it isn’t helpful. The Real Test Parents aren’t asking AI to raise their kids or run their lives—at least not entirely. We are asking it to carry the parts that don’t require humanity. So if AI can give us fewer tabs to keep open (either on our screens or in our heads), it might actually live up to its promise. It won’t make us superhuman, but it can make the day-to-day a little less punishing. Seven AI Apps That Make Parents’ Lives Easier To get started, here are some AI apps to try: 1. ChatGPT Think of it like a very fast assistant who never rolls their eyes. Use it to summarize long school emails, draft texts to teachers or coaches, and plan dinner. It can also turn a rambling voice memo into a to-do list. 2. Ohai.ai If you find yourself saying “Wait, when was this due?” several times a week, you might need this. It scans emails, documents, and screenshots, pulls out dates and tasks, then adds them to your calendar so fewer things slip through the cracks. 3. Goldee You can use Goldee to organize emails, schedules, and random information that gets lost in the class group chat. 4. AI meal-planning tools (like Ollie) These tools are for parents who are sick and tired of figuring out what’s for dinner. Ollie can suggest meals, create grocery lists, and even work with what’s already in your fridge. 5. Reclaim.ai This scheduling assistant automatically finds the best times in your calendar for work, family, and breaks. 6. Cozi (with AI features) This one helps flag schedule conflicts to keep everyone in the family on the same page. 7. AI-powered email tools (Gmail, Outlook) Use these to summarize long email threads, suggests replies, and pull up the messages that matter most. View the full article

A major winter storm is expected to bring heavy snow to parts of the East Coast this weekend. Amid freezing temperatures, many will be hunkering down and sipping hot cocoa by the fire or trying out new warming winter recipes. Others will be getting creative with an ingredient that won’t be in short supply: snow. “First snow of the year means SNOW CREAM,” one TikToker posted earlier this month. “This is literally my childhood,” another wrote in the caption of her video, combining fresh snow with milk, sugar, and vanilla to make a bowl of dessert. Other snow-based recipes that have gone viral in light of the recent weather include using snow as a way to freeze ice cream, adding whipped cream, vanilla, and icing sugar to a mixing bowl pressed into the snow. Another is “sugar on snow,” also known as maple taffy, made by pouring hot maple syrup directly onto snow and rolling it onto a stick for a simple cold-weather treat. While many of these concoctions aren’t new, comments online are mixed. “Ohhhh girlfriend you’re not supposed to make snow cream with the first snow of the season,” one warned. Another wrote, “Hey so I saw an under the microscope of snow and I’d just put that back on the ground.” These fears aren’t entirely unfounded. The National Snow and Ice Data Center suggests avoiding ingesting the first layer of snow covering the ground. “As snow falls through the sky, it can lock in pollutants into its intricate latticework. The most common is black carbon from coal-fired plants and wood-burning stoves,” the organization explains. “Snow acts like a scrubbing brush as it falls through the atmosphere. So, the longer the snow falls, the cleaner the air, and also the snow.” If you do want to try your hand at making snow cream this weekend, avoid any discolored or yellow-tinged snow (for obvious reasons) and anything that could have been in contact with chemicals, such as salt or ice melt. City snow is also more likely to be contaminated than rural snow. If you live in Manhattan, perhaps you should sit this one out. View the full article

At least three-quarters of the speaking invitations I get these days are about AI. But lately, they’re for different reasons. Companies used to bring me in under the assumption that artificial intelligence was going to change everything. So they’d ask me to talk about the jobless future, prompt engineering, or automating marketing online. Today, they’re asking a different kind of question: What went wrong? Where are the promised productivity gains? In other words, why isn’t AI helping our company do stuff? And if I were to answer honestly, I’d tell them the simple truth: It’s because you and your people don’t know what you want to do with it! This is not a technology problem or even a people problem, but an organizational one. Most companies are trying to run 21st-century AI-enabled companies on 20th-century industrial age architectures. The goals and the values are simply not aligned. Weak returns The failure of AI to increase productivity isn’t just cherry-picked anecdote or idle speculation. According to Microsoft’s own study, only 25% of AI initiatives achieved expected returns over the past three years. Computer scientist Gary Marcus has been writing about the hype and misplaced hope around large language models (LLMs) for just as long. But the problem here is not that AI can’t do great stuff; it’s that organizations are not yet thinking in a human-first way about technology. It’s what Chris Perry, my partner at Andus, calls “the Human OS.” Companies are trying to integrate AI into their existing workflows without considering the human systems that can not only utilize it, but also grow and improve with it. This means more than training workers on AI interfaces or running trials of AI-derived ads. It means remaking the very structure of your organization around these new opportunities. It’s a transition less technologically focused than the term OS may imply. You don’t reprogram your workforce around the needs of AI. Rather, you develop a different kind of workplace. Who thought up how a bank works, with a safe in the back and tellers behind special windows? It was a way of creating an interface between lenders and borrowers in a new economic system. Now it seems obvious. Or take the grocery store, with aisles, shopping carts, and cashiers. It is an operating system designed to allow humans to browse, gather, purchase, or even socialize (in the fruit section). These are architectures for human interaction under capitalism and then industrial production. And they worked, largely because the people designing them were taking the human consumers into mind. Lessons from the Industrial Age We don’t generally devise our operating systems for labor with the same considerations for the people trying to function within them. Industrial age values of efficiency and productivity led to the assembly line, the sweatshop, and the typing pool. These are environments in which humans are cogs in a machine, and the more repeatable and uniform their tasks, the better. If anything, the values of the industrial age were to remove human beings from the value equation altogether. Assembly lines allowed for unskilled, replaceable workers to replace higher-paid craftspeople. New machines were always valued for their ability to replace labor, or at least allow labor to be outsourced to less expensive labor in Asia. This approach to new technology won’t work in the age of AI. And even talking this way will make workers less likely to consider the possibility that you are trying to do anything other than replace them with this stuff. You are trying to augment instead of replace them, right? I sure hope so, because the alternative—a world where you are using AIs instead of people—means your only competitive advantage is the size of your contract with the AI company. Moving from “more’ to ‘better” Assuming you are on Team Human here, then the object of the game is to help your people come to terms with how their own capabilities can be enhanced with this stuff. Sure, they can churn out more PowerPoints or spreadsheets in an hour, but that’s not the enhancement on offer here. The possibility is for them to do categorically better, more considered, and more developed work. Instead of using AI to create more volume of what already is (industrial age efficiency), what about using it to help imagine what does not yet exist? Again, this is the opposite of industrial age repeatability and workforce reduction. We have that one down. It’s time to move on from “more” to “better.” But to do that, your company needs to retrieve its core competencies, rediscover its values, and reclaim its culture. Oddly enough, this is the real AI opportunity: to double down on the human creativity driving your enterprise. It’s the very opposite of what we’ve been doing with technology until recently. But this means building a different kind of human readiness into the very architecture of your organization. You can buy a bunch of AI capabilities, but you need to match them with human processes that can benefit from them in real and sustainable ways over time. It will take more than one article to explain how that works, because it covers everything from talent development and workflows to rituals and incentives. For now, think of it this way: Machines process data fast and accurately. Humans don’t process so much as respirate and metabolize. In a successful organization, these two functions—processing and metabolizing—can support each other. The way to get there is not simply to buy more AI capability and work on training, but to engage with your people in a way in which they know what they want to do better. They must understand that their nervous systems and sensibilities are going to be valued and trusted as they explore uncharted territory, and that their explorations are being integrated into the company’s institutional memory—whatever their apparent contribution to growth or efficiency. View the full article

A workplace handbook is an essential document that outlines your company’s policies, expectations, and procedures. It serves as a reference guide for employees, helping to clarify what is expected regarding behavior and performance. This clarity not merely minimizes misunderstandings but additionally promotes a cohesive work environment. Comprehending the key components and importance of a workplace handbook can greatly impact your organization’s culture and compliance. What should you include to guarantee its effectiveness? Key Takeaways A workplace handbook is a comprehensive guide that outlines company policies, procedures, and employee expectations. It establishes a framework for professional behavior and aligns employee actions with the company’s mission and values. The handbook reduces misunderstandings by clearly defining behavioral expectations and performance standards among employees. It provides legal protection by communicating employee rights and responsibilities, minimizing the risk of lawsuits through consistent policy enforcement. Regular updates and feedback incorporation enhance employee engagement, transparency, and trust within the workplace. Understanding the Purpose of a Workplace Handbook Many people may not realize just how important a workplace handbook is for both employees and employers. A staff handbook serves as a thorough guide that outlines company policies, procedures, and expectations, guaranteeing everyone comprehends workplace standards. It’s particularly important during onboarding, as it introduces new employees to the company’s mission, culture, and values, enhancing their engagement and alignment with organizational goals. By clearly defining behavioral expectations and performance standards, a workplace handbook reduces misunderstandings and establishes accountability among employees. Furthermore, it offers legal protection for employers by formally communicating employee rights and responsibilities, which helps mitigate risks related to employment disputes. Regular updates to this handbook are necessary to guarantee compliance with evolving labor laws, keeping both employees and management informed of their rights and obligations within the workplace. Consequently, grasping the purpose of a workplace handbook is critical for promoting a productive and harmonious work environment. The Importance of a Workplace Handbook A workplace handbook plays a vital role in defining the framework of your organization. It clarifies employee roles, responsibilities, and expectations, which encourages a cohesive company culture and boosts engagement. By outlining workplace policies and procedures, it acts as a legal safeguard, reducing the risk of lawsuits. Here’s why a workplace handbook is important: Promotes fairness: Consistent policy enforcement improves trust between management and staff. Ensures compliance: Regular updates help you stay aligned with changing federal and state laws. Increases satisfaction: Clearly communicated benefits and compensation details lead to higher employee retention. Key Components of a Workplace Handbook In the process of crafting a workplace handbook, it’s essential to include several key components that provide clarity and guidance for employees. First, a company mission statement and values help align employee behavior with the organization’s culture. Next, a code of conduct specifies expected professional behavior, guaranteeing standards for workplace interactions. Critical legal policies, such as anti-discrimination and harassment guidelines, are necessary to comply with federal and state laws, protecting both employees and the organization. Moreover, detailing employee benefits and compensation clarifies eligibility and improves satisfaction. This section should outline health insurance, retirement plans, and other perks available. Clear procedures for requesting paid time off and leave are also vital; they guarantee employees understand their entitlements and how to navigate the process effectively. Steps to Create an Effective Workplace Handbook Creating an effective workplace handbook starts with identifying key stakeholders, like HR and legal teams, to gather crucial input. Once you’ve drafted clear policies, it’s important to circulate the handbook for feedback to guarantee clarity and compliance. Regularly updating the handbook not just keeps it relevant but likewise engages employees in the process, enhancing its overall effectiveness. Identify Key Stakeholders Identifying key stakeholders is crucial for developing an effective workplace handbook, as their insights can greatly improve the content’s relevance and applicability. Involving diverse perspectives guarantees that the handbook meets the needs of the entire organization. Consider engaging: Human Resources for policy compliance and employee concerns. Legal teams to identify potential legal issues and guarantee adherence to employment laws. Department heads to align the handbook with specific team expectations and culture. Regular consultation with these stakeholders throughout the drafting process promotes collaboration and encourages ownership. This feedback loop improves the clarity and effectiveness of the handbook, leading to better employee comprehension and adherence to the policies outlined. Draft Clear Policies Once you’ve gathered input from key stakeholders, the next step is to draft clear policies that reflect your organization’s values and legal obligations. Use simple, employee-friendly language to guarantee everyone understands the policies. Organize the handbook logically, starting with company values, followed by behavioral expectations, legal disclaimers, and benefits. Policy Section Key Considerations Company Values Reflect core beliefs and mission Behavioral Expectations Outline appropriate conduct Legal Disclaimers Guarantee compliance and limit liability Finally, include an employee acknowledgment page to confirm that employees have read and understood the policies. This reinforces accountability and promotes compliance within your organization. Regularly Update Handbook Maintaining an up-to-date workplace handbook is crucial for ensuring your organization remains compliant with evolving employment laws and internal policies. To achieve this, you should regularly review and update the handbook at least once a year. Consider scheduling periodic assessments driven by organizational growth or changes in policies. Engaging employees in the review process can provide valuable insights. Key steps include: Communicate major updates swiftly to all employees, ensuring they understand new policies. Document all revisions to showcase compliance and transparency efforts. Provide training sessions if necessary, reinforcing the importance of the updates. Maintaining and Updating Your Workplace Handbook To guarantee your workplace handbook remains an effective resource, it’s vital to conduct regular reviews at least once a year. This helps secure compliance with current state and federal employment laws and regulations. Keep an eye on changes in employment legislation and update your policies accordingly to mitigate legal risks and maintain a lawful operational framework. When you make major updates, communicate these changes swiftly to your employees. Consider using training sessions or information meetings to explain new policies effectively. Furthermore, encourage feedback from both new and long-term employees; this can help identify areas of the handbook that may need clarification or adjustments. Finally, utilize legal counsel to review your handbook periodically. This guarantees all content aligns with best practices and legal requirements, enhancing its effectiveness as a protective resource for your organization. Regular maintenance keeps your handbook relevant and valuable for everyone involved. Building a Positive Workplace Culture Through Your Handbook Your workplace handbook plays an essential role in communicating your company’s core values and expectations, which helps shape a positive culture. By clearly outlining these principles, you encourage employee engagement and accountability, laying the groundwork for a collaborative environment. Furthermore, a well-crafted handbook can serve as an important tool for promoting transparency and trust between employees and management. Communicating Company Values A well-structured employee handbook serves as an important tool for communicating company values, which in the end shapes the workplace culture. By clearly defining your mission, vision, and core values, the handbook nurtures a sense of belonging and alignment among employees. It likewise outlines expected behaviors and standards that reinforce a positive environment. Consider the following elements: A code of conduct that sets the framework for professional behavior. Clear expectations that encourage employees to embody company values daily. Regular updates that reflect evolving values and cultural shifts. Transparency in these communications builds trust between management and staff, contributing to higher employee satisfaction and retention rates. An effective handbook is vital for maintaining a cohesive workplace culture. Encouraging Employee Engagement Although many factors contribute to employee engagement, a well-designed employee handbook plays a pivotal role in promoting a positive workplace culture. A clear handbook communicates your company’s mission, values, and expectations, nurturing a sense of belonging among employees that can improve engagement by up to 30%. By outlining behaviors and performance standards, it creates transparency, helping employees understand their roles and boosting accountability and job satisfaction. Regular updates that incorporate employee feedback build trust and improve communication, crucial for engagement and retention. Additionally, including recognition programs and benefits can motivate participation, whereas clear guidelines on conduct and conflict resolution minimize misunderstandings, ultimately developing a harmonious and engaged workforce. Frequently Asked Questions What Is the Employee Handbook and Why Is It Important? An employee handbook is a detailed guide that outlines your company’s policies, procedures, and expectations. It’s important as it clarifies your rights and responsibilities, helping you understand what’s expected in the workplace. By providing this information, the handbook promotes consistency and accountability, which can protect both you and the employer from misunderstandings and potential legal issues. Regular updates guarantee you stay informed about changes in laws affecting your employment. Do You Legally Have to Have an Employee Handbook? You don’t legally have to have an employee handbook at the federal level. Nevertheless, many states require written policies on specific issues, like harassment and safety. Without a handbook, you risk inconsistent policy enforcement, which can lead to legal claims over perceived unfair treatment. It’s wise to consult legal counsel when creating or updating your handbook to guarantee compliance with applicable laws and to protect your business in potential disputes. What Is the Objective of a Handbook? The objective of a handbook is to clearly outline company policies, expectations, and procedures for employees. It serves as a reference for comprehending your rights and responsibilities, promoting fairness and transparency in the workplace. How Does an Employee Handbook Protect Employers? An employee handbook protects you as an employer by clearly outlining workplace policies, which can serve as evidence in legal disputes. It helps guarantee compliance with labor laws, reducing the risk of lawsuits related to discrimination or wrongful termination. By detailing disciplinary actions for policy violations, it provides a framework that demonstrates fairness. Regular updates keep the handbook relevant, reinforcing your commitment to lawful practices and helping to mitigate claims of unequal treatment among employees. Conclusion In summary, a workplace handbook serves as a vital tool for both employees and management, outlining policies, expectations, and legal protections. By clearly defining roles and responsibilities, it promotes a positive work environment as well as ensuring compliance with employment laws. Regular updates and maintenance of the handbook are important to reflect changes in policies or regulations. In the end, a well-crafted handbook not just improves communication but additionally contributes to a cohesive workplace culture that aligns with the company’s mission and values. Image via Google Gemini and ArtSmart This article, "What Is a Workplace Handbook and Why Is It Necessary?" was first published on Small Business Trends View the full article

A workplace handbook is an essential document that outlines your company’s policies, expectations, and procedures. It serves as a reference guide for employees, helping to clarify what is expected regarding behavior and performance. This clarity not merely minimizes misunderstandings but additionally promotes a cohesive work environment. Comprehending the key components and importance of a workplace handbook can greatly impact your organization’s culture and compliance. What should you include to guarantee its effectiveness? Key Takeaways A workplace handbook is a comprehensive guide that outlines company policies, procedures, and employee expectations. It establishes a framework for professional behavior and aligns employee actions with the company’s mission and values. The handbook reduces misunderstandings by clearly defining behavioral expectations and performance standards among employees. It provides legal protection by communicating employee rights and responsibilities, minimizing the risk of lawsuits through consistent policy enforcement. Regular updates and feedback incorporation enhance employee engagement, transparency, and trust within the workplace. Understanding the Purpose of a Workplace Handbook Many people may not realize just how important a workplace handbook is for both employees and employers. A staff handbook serves as a thorough guide that outlines company policies, procedures, and expectations, guaranteeing everyone comprehends workplace standards. It’s particularly important during onboarding, as it introduces new employees to the company’s mission, culture, and values, enhancing their engagement and alignment with organizational goals. By clearly defining behavioral expectations and performance standards, a workplace handbook reduces misunderstandings and establishes accountability among employees. Furthermore, it offers legal protection for employers by formally communicating employee rights and responsibilities, which helps mitigate risks related to employment disputes. Regular updates to this handbook are necessary to guarantee compliance with evolving labor laws, keeping both employees and management informed of their rights and obligations within the workplace. Consequently, grasping the purpose of a workplace handbook is critical for promoting a productive and harmonious work environment. The Importance of a Workplace Handbook A workplace handbook plays a vital role in defining the framework of your organization. It clarifies employee roles, responsibilities, and expectations, which encourages a cohesive company culture and boosts engagement. By outlining workplace policies and procedures, it acts as a legal safeguard, reducing the risk of lawsuits. Here’s why a workplace handbook is important: Promotes fairness: Consistent policy enforcement improves trust between management and staff. Ensures compliance: Regular updates help you stay aligned with changing federal and state laws. Increases satisfaction: Clearly communicated benefits and compensation details lead to higher employee retention. Key Components of a Workplace Handbook In the process of crafting a workplace handbook, it’s essential to include several key components that provide clarity and guidance for employees. First, a company mission statement and values help align employee behavior with the organization’s culture. Next, a code of conduct specifies expected professional behavior, guaranteeing standards for workplace interactions. Critical legal policies, such as anti-discrimination and harassment guidelines, are necessary to comply with federal and state laws, protecting both employees and the organization. Moreover, detailing employee benefits and compensation clarifies eligibility and improves satisfaction. This section should outline health insurance, retirement plans, and other perks available. Clear procedures for requesting paid time off and leave are also vital; they guarantee employees understand their entitlements and how to navigate the process effectively. Steps to Create an Effective Workplace Handbook Creating an effective workplace handbook starts with identifying key stakeholders, like HR and legal teams, to gather crucial input. Once you’ve drafted clear policies, it’s important to circulate the handbook for feedback to guarantee clarity and compliance. Regularly updating the handbook not just keeps it relevant but likewise engages employees in the process, enhancing its overall effectiveness. Identify Key Stakeholders Identifying key stakeholders is crucial for developing an effective workplace handbook, as their insights can greatly improve the content’s relevance and applicability. Involving diverse perspectives guarantees that the handbook meets the needs of the entire organization. Consider engaging: Human Resources for policy compliance and employee concerns. Legal teams to identify potential legal issues and guarantee adherence to employment laws. Department heads to align the handbook with specific team expectations and culture. Regular consultation with these stakeholders throughout the drafting process promotes collaboration and encourages ownership. This feedback loop improves the clarity and effectiveness of the handbook, leading to better employee comprehension and adherence to the policies outlined. Draft Clear Policies Once you’ve gathered input from key stakeholders, the next step is to draft clear policies that reflect your organization’s values and legal obligations. Use simple, employee-friendly language to guarantee everyone understands the policies. Organize the handbook logically, starting with company values, followed by behavioral expectations, legal disclaimers, and benefits. Policy Section Key Considerations Company Values Reflect core beliefs and mission Behavioral Expectations Outline appropriate conduct Legal Disclaimers Guarantee compliance and limit liability Finally, include an employee acknowledgment page to confirm that employees have read and understood the policies. This reinforces accountability and promotes compliance within your organization. Regularly Update Handbook Maintaining an up-to-date workplace handbook is crucial for ensuring your organization remains compliant with evolving employment laws and internal policies. To achieve this, you should regularly review and update the handbook at least once a year. Consider scheduling periodic assessments driven by organizational growth or changes in policies. Engaging employees in the review process can provide valuable insights. Key steps include: Communicate major updates swiftly to all employees, ensuring they understand new policies. Document all revisions to showcase compliance and transparency efforts. Provide training sessions if necessary, reinforcing the importance of the updates. Maintaining and Updating Your Workplace Handbook To guarantee your workplace handbook remains an effective resource, it’s vital to conduct regular reviews at least once a year. This helps secure compliance with current state and federal employment laws and regulations. Keep an eye on changes in employment legislation and update your policies accordingly to mitigate legal risks and maintain a lawful operational framework. When you make major updates, communicate these changes swiftly to your employees. Consider using training sessions or information meetings to explain new policies effectively. Furthermore, encourage feedback from both new and long-term employees; this can help identify areas of the handbook that may need clarification or adjustments. Finally, utilize legal counsel to review your handbook periodically. This guarantees all content aligns with best practices and legal requirements, enhancing its effectiveness as a protective resource for your organization. Regular maintenance keeps your handbook relevant and valuable for everyone involved. Building a Positive Workplace Culture Through Your Handbook Your workplace handbook plays an essential role in communicating your company’s core values and expectations, which helps shape a positive culture. By clearly outlining these principles, you encourage employee engagement and accountability, laying the groundwork for a collaborative environment. Furthermore, a well-crafted handbook can serve as an important tool for promoting transparency and trust between employees and management. Communicating Company Values A well-structured employee handbook serves as an important tool for communicating company values, which in the end shapes the workplace culture. By clearly defining your mission, vision, and core values, the handbook nurtures a sense of belonging and alignment among employees. It likewise outlines expected behaviors and standards that reinforce a positive environment. Consider the following elements: A code of conduct that sets the framework for professional behavior. Clear expectations that encourage employees to embody company values daily. Regular updates that reflect evolving values and cultural shifts. Transparency in these communications builds trust between management and staff, contributing to higher employee satisfaction and retention rates. An effective handbook is vital for maintaining a cohesive workplace culture. Encouraging Employee Engagement Although many factors contribute to employee engagement, a well-designed employee handbook plays a pivotal role in promoting a positive workplace culture. A clear handbook communicates your company’s mission, values, and expectations, nurturing a sense of belonging among employees that can improve engagement by up to 30%. By outlining behaviors and performance standards, it creates transparency, helping employees understand their roles and boosting accountability and job satisfaction. Regular updates that incorporate employee feedback build trust and improve communication, crucial for engagement and retention. Additionally, including recognition programs and benefits can motivate participation, whereas clear guidelines on conduct and conflict resolution minimize misunderstandings, ultimately developing a harmonious and engaged workforce. Frequently Asked Questions What Is the Employee Handbook and Why Is It Important? An employee handbook is a detailed guide that outlines your company’s policies, procedures, and expectations. It’s important as it clarifies your rights and responsibilities, helping you understand what’s expected in the workplace. By providing this information, the handbook promotes consistency and accountability, which can protect both you and the employer from misunderstandings and potential legal issues. Regular updates guarantee you stay informed about changes in laws affecting your employment. Do You Legally Have to Have an Employee Handbook? You don’t legally have to have an employee handbook at the federal level. Nevertheless, many states require written policies on specific issues, like harassment and safety. Without a handbook, you risk inconsistent policy enforcement, which can lead to legal claims over perceived unfair treatment. It’s wise to consult legal counsel when creating or updating your handbook to guarantee compliance with applicable laws and to protect your business in potential disputes. What Is the Objective of a Handbook? The objective of a handbook is to clearly outline company policies, expectations, and procedures for employees. It serves as a reference for comprehending your rights and responsibilities, promoting fairness and transparency in the workplace. How Does an Employee Handbook Protect Employers? An employee handbook protects you as an employer by clearly outlining workplace policies, which can serve as evidence in legal disputes. It helps guarantee compliance with labor laws, reducing the risk of lawsuits related to discrimination or wrongful termination. By detailing disciplinary actions for policy violations, it provides a framework that demonstrates fairness. Regular updates keep the handbook relevant, reinforcing your commitment to lawful practices and helping to mitigate claims of unequal treatment among employees. Conclusion In summary, a workplace handbook serves as a vital tool for both employees and management, outlining policies, expectations, and legal protections. By clearly defining roles and responsibilities, it promotes a positive work environment as well as ensuring compliance with employment laws. Regular updates and maintenance of the handbook are important to reflect changes in policies or regulations. In the end, a well-crafted handbook not just improves communication but additionally contributes to a cohesive workplace culture that aligns with the company’s mission and values. Image via Google Gemini and ArtSmart This article, "What Is a Workplace Handbook and Why Is It Necessary?" was first published on Small Business Trends View the full article

Delayed western payments keep country’s air defences ‘simply empty’, allowing Russia to knock out power, says president View the full article

As global leaders disperse from the World Economic Forum, LinkedIn cofounder and tech investor Reid Hoffman breaks down the biggest challenges and opportunities facing business today—from political headwinds tied to immigration and geopolitics to why fears of a tech bubble aren’t shaping his investing. A self-proclaimed optimist, Hoffman urges today’s business leaders to speak up and use their voices to help society “steer toward the good futures.” This is an abridged transcript of an interview from Rapid Response, hosted by former Fast Company editor-in-chief Robert Safian. From the team behind the Masters of Scale podcast, Rapid Response features candid conversations with today’s top business leaders navigating real-time challenges. Subscribe to Rapid Response wherever you get your podcasts to ensure you never miss an episode. One of the biggest drivers of U.S. tech leadership has been attracting talent from outside the U.S. … Immigration policies have tightened up. The outside pipeline has basically been cut off. Are we going to start to see any implications from that this year? Well, I think we already are. A huge amount of the technology advantages the U.S. has had is because of Indian and Chinese talent that’s come over. Well, now, the Indian talent’s going to stay there. It’s going to go to Canada. It’s going to go to Europe. When someone comes and builds a huge company here, it creates lots of jobs for restaurants and accountants and all kinds of services … and then buying stuff from American manufacturing and staying in American hotels and all the rest of the stuff. You’re wiping out all of that, and you’re saying, “Go somewhere else.” It’s like the Bernie Sanders stupid [remark], “No data centers here. Build them all in Canada. Have Canada get all the economic benefits. Let’s make sure we Americans don’t.” And it’s just, literally, up is down. It’s crazy thinking. It’s stupid thinking. And so, you want that immigration. That’s how we built the prosperity of this country. In 250 years, it comes entirely from a generation of us going, “Here is the way that we will take immigration and be a competitive advantage to every other country in the world.” It’s like, “Oh, well, let’s take our competitive advantage and let’s sabotage it.” Now, none of this says that we haven’t gotten to a place where we have problems with the borders, we have problems with asylum, we have a set of other things that, of course, need to get fixed. People are saying, “Hey, I’m feeling pain in my job, in my community, my environment. What’s going wrong? And help fix it.” And we should be doing that. But by the way, completely closing the border is not the right idea. I mean, you could do that as a start, just as saying, “Hey, let’s re-normalize.” But then you have to understand, for example, the earlier: “Well, we’re going to send ICE after all of the agricultural work.” And then I was, like, “Oh, our farm’s going to stop working. Oh, don’t do that. No, no. Send them into the center streets of Minnesota, so they can beat up people and shoot people. Do that instead.” You’re, like, “Okay, that’s not good either.” It’s frankly catastrophic and terrorizing. So, if you want to see domestic terrorism, see how ICE is operating in some cities and some environments. And so, it’s like, “Okay, what are the things to do to actually really solve Americans’ problems? That’s what we need. And some rationality in immigration is absolutely essential. How do we have prosperity for our society, for our children, for our grandchildren, and including a bunch of communities that right now feel a lot of pain? How do we solve all those problems?” That’s the thing we need to be doing. The political climate has made business leaders more cautious about commenting on societal issues. What do you say to people when it’s worth weighing in or even necessary to weigh in or whether now just isn’t the moment? Look, the theory that if you just keep your mouth shut, the storm will blow over, and it won’t be a problem—you should be disabused of that theory now. That is not what’s happening. Lots of people say, “Oh no, no, this tariffs thing. This is just an early negotiation tactic.” And it’s, “Look, the volatility is a massive sabotage to business. Our young people aren’t being hired.” It’s, “Well, yeah, businesses are in a highly volatile situation.” I’ll say, “Well, we’re not going to do no hiring until we understand what’s going on.” That’s the message that’s being sent from the White House out to the whole business community. And so, you need to speak up and you go, “Well, but what if I speak up, then they’re going to penalize me.” And they’re, like, “Well, by the way, precisely when you feel fears, you should think about, is this a time for courage?” Because by the way, of course, it shouldn’t be punitive for you speaking up about what your knowledge and expertise and experience and what’s going on is.” I, myself, get regularly called out by the White House and basically only for political persecution purposes. If they would say, “Hey, unlike The President who has all these pictures of Epstein at parties, I did a little bit of fundraising for MIT. Well, I’m a close associate.” Well, you guys have all the documents. Release all of them. Let’s let people decide the truth of this themselves. So, stop lying about me and reveal all the documents. So, speaking up is actually, I think, really important. And part of the reason why I do so, is not just because of me and because my sense of moral right—like First Amendment, freedom of speech, freedom of assembly—but it’s also to try to give other people a sense of, look, you should speak up about the things that you think are real. And if you feel fear, get some other people to speak up along with you and put the energy into it. Don’t just go, “Oh, I’m going to create a rationalization. I’m going to say, ‘Hey, I don’t need … I’m not being fearful. I’m not being a coward. It’s the right thing. It’s the right thing for my business. It’s the right thing.'” And look, human beings first—humanity, society—and you are members of both of those. Speak up, be present on those things. And by the way, when you’re powerful, one form of power is wealthy. Anyone who’s wealthy in the society should be extremely grateful for being part of the society. You have responsibilities. They’re commensurate with your power. And so, you need to speak up. And by the way, not only does the current administration want to silence all of this as speech and say, “No, no, you’re not allowed to. You must take pledges of loyalty.” But I also get arguments from the lefties who go, “Oh, well, you as a wealthy person, you have no moral right to speak.” I’m, like, “Yes, I do. We all have a right to speak.” Some people might value my speaking by knowledge of how companies are created, how prosperity is created, how you have a vibrant economy. And that’s part of what creates jobs. I mean, I’m a guy who’s created a site that has many hundreds of millions of people participating in it in order to find work. Should people weigh my opinion on some things more than others? Absolutely. Should they weigh them less than certain things than others? Absolutely. But it’s, we need to be speaking up, and we need to be figuring out how to solve our problems together. View the full article

Two in five Americans have fought with a family member about politics, according to a 2024 study by the American Psychiatric Association. One in five have become estranged over controversial issues, and the same percentage has “blocked a family member on social media or skipped a family event” due to disagreements. Difficulty working through conflict with those close to us can cause irreparable harm to families and relationships. What’s more, the inability to heal these relationships can be detrimental to physical and emotional well-being, and even longevity. Healing relationships often involve forgiveness—and sometimes we have the ability to truly reconcile. But as a professor and licensed professional counselor who researches forgiveness, I believe the process is often misunderstood. In my 2021 book, Practicing Forgiveness: A Path Toward Healing, I talk about how we often feel pressure to forgive and that forgiveness can feel like a moral mandate. Consider 18th-century poet Alexander Pope’s famous phrase: “To err is human; to forgive, divine”—as though doing so makes us better people. The reality is that reconciling a relationship is not just difficult, but sometimes inadvisable or dangerous, especially in cases involving harm or trauma. I often remind people that forgiveness does not have to mean a reconciliation. At its core, forgiveness is internal: a way of laying down ill will and our emotional burden, so we can heal. It should be seen as a separate process from reconciliation, and deciding whether to renegotiate a relationship. But either form of forgiveness is difficult—and here may be some insights as to why. Forgiveness, karma, and revenge In 2025, I conducted a study with my colleagues Alex Hodges and Jason Vannest to explore emotions people may experience around forgiveness, and how those emotions differ from when they experience karma or revenge. We defined forgiveness as relinquishing feelings of ill will toward someone who engaged in a harmful action or behavior toward you. “Karma” refers to a situation where someone who wronged you got what they deserved without any action from you. “Revenge,” on the other hand, happens when you retaliate. First, we prompted participants to share memories of three events related to offering forgiveness, witnessing karma and taking revenge. After sharing each event, they completed a questionnaire indicating what emotions they experienced as they retold their story. We found that most people say they aspire to forgive the person who hurt them. To be specific, participants were about 1.5 times more likely to desire forgiveness than karma or revenge. Most admitted, though, that karma made them happier than offering forgiveness. Working toward forgiveness tended to make people sad and anxious. In fact, participants were about 1.5 times more likely to experience sadness during forgiveness than during karma or revenge. Pursuing forgiveness was more stressful, and harder work, because it forces people to confront feelings that may often be perceived as negative, such as stress, anger, or sadness. Two different processes Forgiveness is also confusing, thanks to the way it is typically conflated with reconciliation. Forgiveness researchers tie reconciliation to “interpersonal forgiveness,” in which the relationship is renegotiated or even healed. However, at times, reconciliation should not occur—perhaps due to a toxic or unsafe relationship. Other times, it simply cannot occur, such as when the offender has died or is a stranger. But not all forgiveness depends on whether a broken relationship has been repaired. Even when reconciliation is impossible, we can still relinquish feelings of ill will toward an offender, engaging in “intrapersonal forgiveness.” Not all forgiveness has to involve renegotiating a relationship with the person who hurt you. I used to practice counseling in a hospital’s adolescent unit, in which all the teens I worked with were considered a danger to themselves or others. Many of them had suffered abuse. When I pictured what “success” could look like for them, I hoped that, in adulthood, my clients would not be focused on their past trauma—that they could experience safety, health, belonging, and peace. Most often, such an outcome was not dependent upon reconciling with the offender. In fact, reconciliation was often ill-advised, especially if offenders had not expressed remorse or commitment to any type of meaningful change. Even if they had, there are times when the victim chooses not to renegotiate the relationship, especially when working through trauma. Still, working toward intrapersonal forgiveness could help some of these young people begin each day without the burden of trauma, anger, and fear. In effect, the client could say, “What I wanted from this person I did not get, and I no longer expect it.” Removing expectations from people by identifying that we are not likely to get what we want can ease the burden of past transgressions. Eventually, you decide whether to continue to expend the emotional energy it takes to stay angry with someone. Relinquishing feelings of ill will toward someone who has caused you harm can be difficult. It may require patience, time, and hard work. When we recognize that we are not going to get what we wanted from someone—trust, safety, love—it can feel a lot like grief. Someone may pass through the same stages, including denial, anger, bargaining, and depression, before they can accept and forgive within themselves, without the burden of reconciliation. Taking stock With this in mind, I offer four steps to evaluate where you are on your forgiveness journey. A simple tool I developed, the Forgiveness Reconciliation Inventory, looks at each of these steps in more depth. Talk to someone. You can talk to a friend, mentor, counselor, grandma—someone you trust. Talking makes the unmentionable mentionable. It can reduce pain and help you gain perspective on the person or event that left you hurt. Examine if reconciliation is beneficial. Sometimes there are benefits to reconciliation. Broken relationships can be healed, and even strengthened. This is especially more likely when the offender expresses remorse and changes behavior—something the victim has no control over. In some cases, however, there are no benefits, or the benefits are outweighed by the offender’s lack of remorse and change. In this case, you might have to come to terms with processing an emotional—or even tangible—debt that will not be repaid. Consider your feelings toward the offender, the benefits and consequences of reconciliation, and whether they’ve shown any remorse and change. If you want to forgive them, determine whether it will be interpersonal—talking to them and trying to renegotiate the relationship—or intrapersonal—in which you reconcile your feelings and expectations within yourself. Either way, forgiveness comes when we relinquish feelings of ill will toward another. Richard Balkin is a distinguished professor of counselor education at the University of Mississippi. This article is republished from The Conversation under a Creative Commons license. Read the original article. View the full article