All Activity

President Donald The President's support of legislation that would cap credit card interest rates at 10% has flagged in recent weeks, but experts say that the debate has highlighted significant gaps in regulators' understanding of the credit card market and how its risks are priced. View the full article

The humble tripod is an unheralded but essential part of any film or photo shoot. It’s the key to making shots level and pans smooth, and as a piece of equipment it’s seemingly about as simple as can be, with three legs and a mount at the top. But as any photographer or filmmaker knows, setting up a tripod properly can involve dozens of moving parts, clamps, pivots, and adjustments. A new tripod system from Italian camera equipment maker Manfrotto turns this setup into a single fluid motion. The Manfrotto One’s unique design allows for all three of its legs to be deployed simultaneously, extending out to the desired length in concert, each locking in place with a single lever. Thanks to a ball-based hub at the top of the tripod, the camera can be leveled in another single motion. And a custom-designed mount makes it possible to swap out cameras within seconds. The idea was to adapt this essential piece of gear to the way content creators are blending their media types. It’s increasingly common for content producers—from social media amateurs to film and photography pros—to quickly move from still cameras to mobile phones, toggle between photo and film, and alternate between horizontal and vertical frames. Designed by the London industrial design studio Layer, the Manfrotto One tripod was reconsidered from every angle to be easier to use and more adaptable to dynamic conditions. “Much of the brief was around quickness,” says industrial designer Benjamin Hubert, founder of Layer. “You’re quickly moving or panning a camera, then you’re able to snap it off and do some handheld shots, and then [you can put the camera] back on and quickly reset the height or the angle of the setup. It’s those transitional elements that allow for speed of use and as frictionless interaction as possible.” Seeing the One as a once-in-a-decade flagship product, Manfrotto has made an eight-figure investment in this new platform. It’s partly an effort to meet changing user needs, but also to stay ahead of the competition. “They’re seeing a lot of people enter the space, a lot of inexpensive products, a lot of commodity, a lot of things out of China and other parts of the world,” Hubert says. “They needed to move the needle and create something that was a big step forward.” Designing a new tripod Despite the seemingly simple makeup of a tripod, it’s a highly complex piece of equipment, and redesigning it to function quickly was far from straightforward. Manfrotto reached out about two years ago to Layer, known for its conceptual and product work ranging from airplane seats to wheelchairs to cryptocurrency wallets to dog toys. Hubert and his team broke the tripod down to what ended up being hundreds of individual components and reconsidered what made them work smoothly. “All the adjustment levers, all the attachment points, all the joints, everything is there because it has to be there from a functional point of view,” Hubert says. “Managing all of that noise and that amount of elements became one of the biggest challenges.” After churning through hundreds of prototyped components and narrowing them down to a series of viable options, Layer presented its designs as a kit of parts, with interchangeable elements and a shared logic. Combining the best bits, they dialed in on what became the One. Prioritizing how quickly the tripod could unfurl and how easily users could swap cameras on and off, Layer’s design focused on the size and placement of its key levers, making sure they could be manipulated almost effortlessly. The designers rethought the tripod’s conventional telescoping legs and created a system for the legs to extend both up and down from a central shaft, allowing the length to be controlled by a single lever. And rather than hiding parts or masking the functional elements of the tripod, Layer opted to accentuate the most critical moving parts in its overall form factor. “It’s like a skeleton constantly on display,” Hubert says. With the Manfrotto One tripod system’s retail price starting at $499, this may not be the gear for the average TikTok user. But the One’s clever design and adaptable use may even have amateurs looking at their old tripods with an unexpected level of scorn. View the full article

The record-breaking Falcons Flight roller coaster starts out slow, but don’t be fooled. Seconds into the ride at the new Six Flags Qiddiya City in Saudi Arabia, passengers are jolted into a high-speed journey that ascends mountainsides, passes through dark tunnels, and then does it all over again. The ride reaches a height of nearly 640 feet, lasts for nearly 3.5 minutes, and travels more than 2.6 miles. It’s the largest, longest, and fastest roller coaster in the world, reaching peak speeds of about 155 mph. To make it, a European design and manufacturing company used the most powerful electro-magnetic propulsion system on the market. Though Saudi Arabia just killed plans for the Line, its futuristic 150-mile-long city, it now holds records at its park, including the world’s tallest inversion on a roller coaster and the world’s tallest pendulum ride. Falcons Flight holds the speed, height, and length records for roller coasters, according to Intamin Amusement Rides, the Liechtenstein-based company that designed it. Founded in 1967, the company’s work spans from monorails in Moscow to an observation tower in Argentina, and includes what it claims was the world’s first “giant drop” ride in 1995. It says its newest roller coaster is part of “a commitment to pushing boundaries.” Intamin’s linear synchronous motors (LSM) drive system gives Falcons Flight an edge in terms of engineering. LSMs use electro-magnetic propulsion to move the ride forward through permanent magnets on the coaster train and electromagnets on the tracks. That’s different from other methods, like an old-school chain lift pulled by a motor, or a hydraulic launch. With LSMs, a moving magnetic field pulls the train forward. LSMs debuted on two Intamin-designed rides—Superman: Escape From Krypton at Six Flags Magic Mountain in Valencia, California, and the Tower of Terror II ride at Dreamworld in Australia, both of which opened in 1997. Today, it’s a popular way to build roller coasters because it’s more efficient and cheaper to run. It’s also super fast. Intamin says Falcons Flight was was always intended to break records; the bird-shaped trains were designed to be aerodynamic, with windshields “engineered to pierce through the air,” not to mention save riders’ eyes from all that wind. The Six Flags Qiddiya City opening late last year came after the November closure of Six Flags America just east of Washington, D.C. Six Flags announced later that month that more closures are forthcoming for underperforming parks. The Quiddiya City park is its first outside the United States. View the full article

WordPress published AI guidelines with five principles designed to encourage responsible use of AI. The post WordPress Publishes AI Guidelines To Combat AI Slop appeared first on Search Engine Journal. View the full article

At the 2026 Detroit Auto Show, the spotlight quietly shifted. Electric vehicles, once framed as the inevitable future of the industry, were no longer the centerpiece. Instead, automakers emphasized hybrids, updated gasoline models and incremental efficiency improvements. The show, held in January, reflected an industry recalibration happening in real time: Ford and General Motors had recently announced $19.5 billion and $6 billion in EV-related write-downs, respectively, reflecting the losses they expect as they unwind or delay parts of their electric vehicle plans. The message from Detroit was unmistakable: The U.S. is pulling back from a transition that much of the world is accelerating. That retreat carries consequences far beyond showroom floors. In China, Europe, and a growing number of emerging markets, including Vietnam and Indonesia, electric vehicles now make up a higher share of new passenger vehicle sales than in the United States. That means the U.S. pullback on EV production is not simply a climate problem—gasoline-powered vehicles are a major contributor to climate change—it is also an industrial competitiveness problem, with direct implications for the future of U.S. automakers, suppliers, and autoworkers. Slower EV production and slower adoption in the U.S. can keep prices higher, delay improvements in batteries and software, and increase the risk that the next generation of automotive value creation will happen elsewhere. Where EVs are taking over In 2025, global EV registrations rose 20% to 20.7 million. Analysts with Benchmark Mineral Intelligence reported that China reached 12.9 million EV registrations, up 17% from the previous year; Europe recorded 4.3 million, up 33%; and the rest of the world added 1.7 million, up 48%. By contrast, U.S. EV sales growth was essentially flat in 2025, at about 1%. U.S. automaker Tesla experienced declines in both scale and profitability—its vehicle deliveries fell 9% compared to 2024, the company’s net profit was down 46%, and CEO Elon Musk said it would put more of its focus on artificial intelligence and robotics. Market share tells a similar story and also challenges the assumption that vehicle electrification would take time to expand from wealthy countries to emerging markets. In 39 countries, EVs now exceed 10% of new car sales, including in Vietnam, Thailand, and Indonesia, which reached 38%, 21%, and 15%, respectively, in 2025, energy analysts at Ember report. In the U.S., EVs accounted for less than 10% of new vehicle sales, by Ember’s estimates. U.S. President Donald The President came back into office in 2025 promising to end policies that supported EV production and sales and boost fossil fuels. But while the U.S. was curtailing federal consumer incentives, governments elsewhere largely continued a transition to electric vehicles. Europe softened its goal for all vehicles to have zero emissions by 2035 at the urging of automakers, but its new target is still a 90% cut in automobiles’ carbon dioxide emissions by 2035. Germany launched a program offering subsidies worth 1,500 to 6,000 euros per electric vehicle, aimed at low- and middle-income households. In developing economies, EV policy has largely been sustained through industrial policies. In Brazil, the MOVER program offers tax credits explicitly linked to domestic EV production, research and development, and efficiency targets. South Africa is introducing a 150% investment allowance for EV and battery manufacturing, giving them a tax break starting in March 2026. Thailand has implemented subsidies and reduced excise tax tied to mandatory local production and export commitments. In China, the EV industry has entered a phase of regulatory maturity. After a decade of subsidies and state-led investment that helped domestic firms undercut global competitors, the government’s focus is no longer on explosive growth at home. With their domestic market saturated and competition fierce, Chinese automakers are pushing aggressively into global markets. Beijing has reinforced this shift by ending its full tax exemption for EV purchases and replacing it with a tapered 5% tax on EV buyers. Consequences for U.S. automakers EV manufacturing is governed by steep learning curves and scale economies, meaning the more vehicles a company builds, the better it gets at making them faster and cheaper. Low domestic production and sales can mean higher costs for parts and weaker bargaining power for automakers in global supply chains. The competitive landscape is already changing. In 2025, China exported 2.65 million EVs, doubling its 2024 exports, according to the China Association of Automobile Manufacturers. And BYD surpassed Tesla as the world’s largest EV maker in 2025. The U.S. risks becoming a follower in the industry it once defined. Some people argue that American consumers simply prefer trucks and hybrids. Others point to Chinese subsidies and overcapacity as distortions that justify U.S. industry caution. These concerns deserve consideration, but they do not outweigh the fundamental fact that, globally, the EV share of auto sales continues to rise. What can the U.S. do? For U.S. automakers and workers to compete in this market, the government, in our view, will have to stop treating EVs as an ideological matter and start governing it like an industrial transition. That starts with restoring regulatory credibility, something that seems unlikely right now as the The President administration moves to roll back vehicle emissions standards. Performance standards are the quiet engine of industrial investment. When standards are predictable and enforced, manufacturers can plan, suppliers can invest in new businesses, and workers can train for reliable demand. Governments at state and local levels and industry can also take important steps. Focus on affordability and equity: The federal clean-vehicle tax credit that effectively gave EV buyers a discount expired in September 2025. An alternative is targeted, point-of-sale support for low- and middle-income buyers. By moving away from blanket credits in favor of targeted incentives—a model already used in California and Pennsylvania—governments can ensure public funds are directed toward people who are currently priced out of the EV market. Additionally, interest-rate buydowns that allow buyers to reduce their loan payments and “green loan” programs can help, typically funded through state and local governments, utility companies or federal grants. Keep building out the charging network: A federal judge ruled on January 23, 2026, that the The President administration violated the law when it suspended a $5 billion program for expanding the nation’s EV charger network. That expansion effort can be improved by shifting the focus from the number of ports installed to the number of working chargers, as California did in 2025. Enforcing reliability and clearing bottlenecks, such as electricity connections and payment systems, could help boost the number of functioning sites. Use fleet procurement as a stabilizer for U.S. sales: When states, cities and companies provide a predictable volume of vehicle purchases, that helps manufacturers plan future investments. For example, Amazon’s 2019 order of 100,000 Rivian electric delivery vehicles to be delivered over the following decade gave the startup automaker the boost it needed. Treat workforce transition as core infrastructure: This means giving workers skills they can carry from job to job, helping suppliers retool instead of shutting down, and coordinating training with employers’ needs. Done right, these investments turn economic change into a source of stable jobs and broad public support. Done poorly, they risk a political backlash. The scene at the Detroit Auto Show should be a warning, not a verdict. The global auto industry is accelerating its EV transition. The question for the United States is whether it will shape that future—and ensure the technologies and jobs of the next automotive era are in the U.S.—or import it. Hengrui Liu is a postdoctoral scholar in economics and public policy at the Fletcher School at Tufts University. Kelly Sims Gallagher is a professor of energy and environmental policy and director of the Climate Policy Lab and Center for International Environment and Resource Policy at the Fletcher School at Tufts University. This article is republished from The Conversation under a Creative Commons license. Read the original article. View the full article

The only constant in life is change. This truth is as salient today as it was when the ancient Greek philosopher Heraclitus posited the idea centuries ago. It’s a truth that most modern leaders know firsthand, especially when it comes to culture. Culture is in constant flux. Emergent ideas are introduced to an organization—be they new technologies or nascent philosophies—which catalyze new imaginations and result in new ways of work. However, the question isn’t if things will change but how and when? So, we sat down with the former CMO of McDonald’s North America, Tariq Hassan, for this week’s episode of the From the Culture podcast to talk about cultural change and how leaders can best navigate it. As Hassan poetically puts it, every organization is haunted by the ghosts of cultures past. These are the existing conventions of an organization that were once introduced and integrated into its operating system but linger about even after a leader departs. Some were advantageous in the moment but perhaps soured over time. Others were likely rejected at first glance but eventually revealed themselves to be useful. These cultural contributions can be edifying or detrimental to an organization. Therefore, it’s incumbent upon new leaders to identify which ghosts should be summoned and which ought to be exorcised. How Will I Know According to Hassan, a trained strategist turned C-suite executive, culture should evolve but also remain static. This dynamic might seem paradoxical on the surface, but it is empirically supported by the literature. Famed anthropologist Grant McCracken refers to this as “fast and slow” culture. Slow culture consists of the deeply held beliefs and assumptions of an organization that inform “how we do things around here.” Fast culture, on the other hand, is a reflection of the organization’s beliefs in a contemporary context, based on the realities of today. They both exist at the same time but change at different rates. Slow culture moves at a glacier pace, if at all. This is the static nature of culture that Hassan argues is the anchor of an organization that keeps it stable. Fast culture is far more temporal—the evolving parts of Hassan’s cultural calculus. When considering change, new leaders must distinguish between the fast and the slow, which parts must be revisited (the fast) and which should be reinforced (the slow). This is where reenvisioning comes into play for the CEO and executions become contextualized for managers. Three Ideas To navigate these complexities, Hassan offers three recommendations. First, leaders must approach change with great humility. This means realizing that someone was there before you who helped get the organization to where it is today. As good as you may be, you can’t enter the company thinking Everyone here is incompetent and only I, alone, will save it. Doing so is to ignore the cultural conventions that ushered in its past successes or, worse, it may lead you to erroneously mistake them for the lingering conventions that may have prevented the organization from thriving. Discerning the differences is key. Secondly, Hassan suggests adopting a curious mindset. As a leader, he’s far more infatuated with questions than he is with answers. Questions invite other members of the organization who have experienced previous cultures to contribute to the exploration of change. It allows leaders to brain surf the institutional knowledge that already exists and leverage the endowment effect so that members of the team feel a sense of ownership in the change. That way, they are a part of the change as opposed to the change happening to them. Lastly, Hassan emphasizes the importance of empathy—self-aware perspective taking. Considering the kaleidoscope of meanings the world presents to our collective sense; having more perspectives provides a vivid picture of the organization’s reality, which helps you, as a leader, lead change more effectively. This, as Hassan notes, is not only true of business culture but also of culture more broadly. And that’s spot-on. Things aren’t the way they are; they are the way that we are, to paraphrase famed French-born author Anaïs Nin. And if that is the case, then understanding the multiple perspectives of the organization is critical to truly understanding the organization itself. Without this understanding, how can you effectively lead change? Check out our full conversation with Tariq Hassan on the From the Culture podcast, where we explore the inner workings of organizational culture with the leaders who lead them. View the full article

Most professionals spend their days focused on performance, deadlines, deliverables, and doing good work that gets noticed. That’s normal. But there’s an overlooked truth about work (and life, really) that doesn’t show up in job descriptions or KPIs. Work feels better, and often goes better, when it’s shared. Shared in the human sense: letting someone in, acknowledging others, and enjoying progress together instead of alone. That idea comes through clearly in a story Oprah Winfrey often tells about growing up in Mississippi and learning an early lesson from a candy bar. “I’m telling you, if you do something to make someone else happier, it’s almost like it comes back to you exactly 100-fold. . . . I learned for myself, even as a little kid, that the candy bar tasted better if I had somebody to say, “Isn’t this good?” . . . All things in life get better when you share it, and when you do something for someone else, the benefit comes back to you as well as to them. That’s where I get my great joy.” It’s a simple story. Now, let’s apply it to the workplace, where we spend the majority of our waking hours. Because most of us miss it. Work isn’t meant to be a solo sport When people keep everything to themselves—ideas, credit, stress, wins—work becomes transactional and isolating. That’s a bummer by my book, and I’ve been in these dreadful offices before. But when workers share, even in small ways, something shifts in the atmosphere. Trust grows. Energy increases. People feel less alone in the grind. So, what does this look like in everyday work? Sharing builds connection without extra effort You don’t need a team-building exercise to create connection. Sharing context on a tough project, looping someone in early, or simply saying, “Here’s what I’m working on,” helps others feel included. It builds community. Inclusion, even informal inclusion, reduces friction and misunderstandings. Shared credit strengthens collaboration Calling out a colleague’s contribution—especially when you don’t have to—does more than make them feel good. It signals praise, respect, loyalty, and fairness. People are more willing to help when they know their effort won’t go unnoticed. Helping others improves your own work This is the part Oprah points to that people often underestimate. When you support and serve someone else—by offering feedback, time, or encouragement—it benefits you in many ways. It helps reinforce cultural values like empathy, generosity, and servant leadership. I would wager that most meaningful work moments for you may have involved other people. Those times when you were tasked to solve a problem together, laughing after a stressful meeting, and celebrating a small win. Work satisfaction rarely comes from achievement alone. It comes from achievement that’s witnessed. None of this requires a title, authority, or permission. And it’s free. I’ll leave you with a few ways to share with peers and colleagues on the fly, starting today: Share information instead of guarding it. Say thank you out loud; don’t just think it. Invite someone into a win instead of claiming it. Check in when someone looks overwhelmed. Include others in daily decision-making. Share credit with the team. The candy bar tastes better when someone else is there to enjoy it with you. Work does too. This week, intentionally share one thing at work—credit, your help, context, or appreciation. Notice how it changes not just the other person’s day but also yours. —By Marcel Schwantes This article originally appeared on Fast Company’s sister site, Inc.com. Inc. is the voice of the American entrepreneur. We inspire, inform, and document the most fascinating people in business: the risk-takers, the innovators, and the ultra-driven go-getters that represent the most dynamic force in the American economy. View the full article

Common feature in electric vehicles has raised safety concernsView the full article

If you’re a CEO, entrepreneur, recruiter, or hiring manager, you know how important it is to hire the right people for the right roles. But hiring the right people for the right roles goes way beyond simply attracting “the best and brightest” of your industry. Just because someone is highly qualified, great at what they do and has impressive experience, doesn’t mean they are a good fit for your organization or your culture. If you want your business to thrive in the marketplace, you need to filter out potential employees who may not be a great fit for your organization and attract those who are the most likely to thrive. Here are three ways to attract potential employees who are more likely to fall in love with your brand. Give candidates a realistic job preview According to LinkedIn, the biggest concern candidates experience when searching for a job is not knowing what it’s really like to work at an organization before they apply. If you truly want to give candidates a transparent look at your organization, including the not-so-glamorous side of the role they are applying for, consider adopting Realistic Job Previews as part of your recruitment strategy. Realistic Job Previews (RJPs), as the name suggests, are designed to give candidates a realistic peek behind the curtains of the role they are applying for so they can make well-informed decisions on whether the job is one which they will love and thrive in. Some companies, like Boston Consulting Group, allow candidates to take a 3D tour of the company and to register for a job simulation. Other companies, such as Marriott, use gamification to give candidates the opportunity to perform the digital equivalents of the tasks they would perform on the job if they are successful in their application. This gives candidates a close approximation of the difficulty level of the jobs they are applying for and can help them decide whether the job they are applying for is a good fit for them. If you simply don’t have the budget for these high-tech solutions, an effective low-tech alternative may be to simply allow candidates applying for a job at your organization to spend an entire day in your workplace shadowing team members in the department they are applying to be a part of and speaking with any of your team members individually or in groups—unsupervised and without any intervention or interruption by any member of our leadership team. This allows candidates the opportunity to have a truly unfiltered and uncensored view of your business from the perspective of employees without management running interference. Candidates who like what they see will be more likely to apply for (and love) a role at your organization, while those who don’t will look elsewhere for employment (saving you valuable time and money). This is RJP in its purest and most transparent form. Don’t worry too much about scaring off candidates with the truth, because when you stop and think about it, if they join your team, it won’t be long before they see both your strengths and weaknesses for themselves. It’s much better to be upfront with candidates so they can make an informed choice rather than to hide the truth and have your new employees quit after a few months, weeks, or days after they experience your culture for themselves! Articulate an inspiring purpose Research by Gallup shows that employees with a strong sense of purpose in the workplace are 5.6 times as likely to be engaged in their jobs compared to those with a low sense of purpose. And research conducted by McKinsey indicated that 82% of employees believe it’s important for their company to have a purpose. That’s why it’s important to carefully articulate your purpose in a way that inspires potential employees who are aligned with your purpose to want to work with you. If your purpose is, for example, to help alleviate poverty, it will attract individuals who love the idea of helping people improve their quality of life. If your purpose is to create technologically advanced products that improve the lives of customers, that purpose will help attract individuals who genuinely love being involved in the process of technological innovation. And, if your purpose is to help preserve the environment, you will attract employees who are passionate about conserving natural habitats. If your company doesn’t have a thoughtfully articulated and documented purpose, take the time to do so right away—it just might help you to attract individuals who will love working at your organization. Demonstrate that you value career development If you want your employees to love your organization, let them know upfront what career opportunities they may be eligible for across the organization beyond the role for which they are applying. Deloitte’s Explore Your Fit initiative does a good job of this by using technology that allows candidates to answer a series of questions about themselves, their experience, and their interests. Based on the responses, Deloitte will provide candidates with a custom digital guide to help them navigate career opportunities within their fit area. If you prefer a more personal touch, have a conversation with candidates that includes a review of your organizational chart, and what positions they may be eligible for if they excel at the position they are currently applying for—especially if your company has a history of promoting from within the organization. Some companies that value career development have even been known to create custom positions for high performers they want to retain even after they have outgrown the positions they originally applied for—something you may want to consider if you want to ensure that you retain your top talent, even in roles you may not have previously envisioned. When employers demonstrate that they value career development, candidates are more likely to have confidence that their work will be meaningful and lead to future opportunities within the organization—helping them make a more informed decision and more likely to fall in love with the jobs they have applied for. Of course, there are several other ways to attract employees who will love working for your organization, but these three activities are an excellent way to start the process of having potential employees who will fall in love with their roles in your organization. View the full article

For two decades, I’ve mentored professionals at every career stage: first as a high school teacher and administrator, and presently as a university professor and corporate consultant. One pattern emerges across every career pathway—the people who find strong fits for their talents aren’t the ones with the most impressive single credential. They’re the ones who understand how three things work together: Skills. Credentials. Network. The car mechanic who realized his hands-on skills weren’t enough as cars went digital. So he went to night school and earned his associate’s, bachelor’s, and MBA in four years. During the journey, he took advantage of every professional networking opportunity his job and college offered him. Today he’s a fleet director at a major construction firm. The product manager who wanted to transition into consulting. She started running experiments online and building an audience for her behavioral design work. That public learning launched her into a consultant role and, eventually, a managing director position at the same company. The mid-career professional who pursued an online master’s degree in data science while aggressively expanding his network. Within two years: book endorsements, podcast appearances, and a transformed career. Three people. Three different starting points. Same solution: they each tended to the three corners of professional success. Skills. Credentials. Network. Here’s what each corner means: Skills: Can You Do the Work? This is the obvious one, but it’s more layered than most people realize. You need hard skills (can you code, analyze data, design a system?), soft skills (can you communicate clearly, collaborate effectively, adapt to changing circumstances?), and job sculpting skills (can you position yourself effectively through résumés, cover letters, and strategic outreach?). Furthermore, in a world where AI can replicate many technical skills, you need to demonstrate more than competence. You need to show you can apply skills in messy, real-world contexts that don’t come with clear instructions. This comes from years of solving problems and creating possibilities in collaborative, real-world contexts. Credentials: Can You Navigate Systems? Yes, the “skills-based hiring” movement is real. But credentials still matter, and not just for the knowledge they represent. A degree signals to employers that you showed up, navigated a complex system, and saw a multiyear commitment through to completion. As one hiring manager told me: “If you finished college, I know you can operate in structured environments, meet deadlines, and push through when things get difficult.” Credentials aren’t just proof of knowledge. They’re proof of persistence and the ability to navigate systems. Network: Does Anyone Know You Exist? This is the most overlooked corner and the hardest to measure. Stanford University sociologist Mark Granovetter famously called it “the strength of weak ties”: the acquaintances who know different people and have access to different opportunities than your close friends do. It’s about who knows what you can do, who vouches for you when opportunities arise, and who creates pathways you’d never find on your own. The number of LinkedIn connections doesn’t matter. It’s the depth of contacts and engagements you have with people in your field and adjacent fields that does. Professional associations, internships, alumni networks, mentors: these aren’t “nice to have.” They’re foundational. Why All Three Matter Here’s what I’ve seen so many people misunderstand: they’re crushing it in one corner but can’t figure out why their career isn’t clicking. Dazzling skills, impressive credentials, cool connections, yet nothing’s working. I had one mentee who applied to hundreds of marketing jobs. He had impressive skills but no network and the wrong credentials. No interviews came his way. From where he sat, it was maddening. From the outside, it wasn’t mysterious at all. A strong network may have been able to overcome the credential mismatch, but with neither in place he had to carefully reconsider his next steps. Meanwhile, often mid-career professionals considering a master’s degree forget to be strategic about all three corners. The best programs aren’t just about the credential. You’re bringing work experience, building new skills, and accessing a powerful alumni network simultaneously. Too often people enter programs with a narrow focus. I’ve seen professionals complete expensive degrees, ace every exam, and graduate with zero meaningful relationships in their cohort. They don’t even think about using their student status to land an internship or fellowship at organizations they care about. They paid for one corner and ignored the other two! Here’s what makes this framework durable: the three corners reinforce each other. When you sharpen someone’s work, you’re building their skills. When you help them navigate complexity, you’re teaching system navigation. When you make introductions, you’re expanding their network. The framework works at every career stage because the fundamentals don’t change. The world is changing fast. AI disrupts skills, remote work reshapes networks, degree inflation is real. But employers will always need people who can do things well, navigate complexity, and work effectively with humans. Assess all three corners honestly. Where are you strongest? Where have you been neglecting? Invest there. Your next opportunity won’t come from one thing; it’ll come from understanding how all three work together. And while you can’t control luck, building all three corners means you’re ready when it shows up. View the full article

Can I say it? If you have ever scrolled on social media and felt like you joined a conversation halfway through, with no context at all, you are not alone. Over the past few weeks, a type of posting has resurfaced online with the sole purpose of ragebaiting everyone. It is called vagueposting, and it involves being intentionally cryptic as a form of engagement bait. Common vagueposts include “can I say it?” without ever saying anything, or insisting “you won’t like the answer” without ever revealing the answer. Or “oh that’s not…” What? WHAT? The practice is not new. The term was originally called vaguebooking, which referred to posting emo Facebook statuses that pandered for attention. One example might be writing “worst day ever” without offering any details, or posting a black square paired with a pointed platitude. The first meme of the year was one example of vagueposting in action. It started with a TikTok posted in December about rebranding for 2026. In the comments, others shared their own strategies and self-improvement tips for the upcoming year. A user named Tamara shared her own method involving 365 buttons. When pressed to explain what the 365 buttons were for, she simply responded: “Hey, so it actually only has to make sense to me for me to do it and I don’t feel like explaining it to anyone else.” Vagueposting has also resurfaced on platforms like X in December and early January. On X, one user noted, “Why has this entire site turned to fucking vagueposting in the past month, like every viral tweet means nothing anymore because there’s no context.” Why has this entire site turned to fucking vagueposting in the past month, like every viral tweet means nothing anymore because there's no context — FPSthetics (@FPSthetics) December 15, 2025 Another added: “Many dreadful things are happening online, but I’m really impressed by how utterly maddening the ‘vagueposting for likes’ trend is.” Many dreadful things are happening online, but I'm really impressed by how utterly maddening the "vagueposting for likes" trend is — Clarissa Aykroyd (@stoneandthestar) January 26, 2026 The fact that vagueposting is proliferating on X right now is not a coincidence. Elon Musk’s new monetization policies have warped the platform. Those who remain are in a race to the bottom, competing against AI slop in pursuit of clicks and engagement. “Vagueposting is a trend because the algorithm senses that you are clicking on those tweets (engagement) to see the replies for context,” one X user explained. “So it promotes vague tweets over ones that explain enough that you can read and scroll past them.” vagueposting is a trend because the algorithm senses that you are clicking on those tweets (engagement) to see the replies for context so it promotes vague tweets over ones that explain enough that you can read and scroll past them. — demi adejuyigbe (@electrolemon) January 11, 2026 As the internet continues to eat itself, what remains across beleaguered social media platforms are half-formed thoughts, clips stripped of necessary context, and engagement baits designed to hook our shrinking attention spans and further trigger our dysregulated nervous systems. …you’re probably not gonna like the answer. View the full article

It’s five answers to five questions. Here we go… 1. Should I take a job with my politician brother? My brother is running for local office as a Democrat in our very blue state. I think he has a great shot at winning, and not just saying that because he is my brother. This district has swung very blue since 24. His GOP opponents are definitely beatable. My state has no rules or guidelines on nepotism in office. So if he wins, and he probably can, I will almost certainly be offered something in his office. I will almost certainly be offered some office in his campaign, as well. Should I take it? On the one hand, it’s working for the family in a huge pressure cooker. On the other hand, it’d be a great experience, and it’s not just a family business. He and I also get along pretty well. Unless it crashes and burns, which could be detrimental. Do you have any advice about what questions to ask myself or him to decide if this would work? Or any guidelines we should set in place if I do decide to do this? Eh. Do you want to be a nepotism hire, with all that comes with that — like people assuming that you got the job because of your brother and not on merit, colleagues not being candid around you because it might get back to your brother, and — if it’s a job you couldn’t get without the family connection — potentially being responsible for work you don’t have the professional seasoning to do as well as someone experienced could do? And that’s before we even get into the personal complications of working with family, including changing the nature of your relationship with your brother? Some people clearly calculate that those trade-off’s are worth it to them, but those are the factors I’d try to look at as realistically as possible. More here: should I take a job working for my dad? I am the nepotism hire who no one likes 2. Our retreats are full of physical activities I can’t do I work at an organization that’s full of outdoorsy people, and most employees work outside at least once a week. I have an admin position and almost always work indoors, at home. This is great for me because I have fibromyalgia and don’t have very much energy for outdoor, physical work. I have trouble standing for long periods of time and have passed out or almost passed out several times in the past while working outside. However, we have staff retreats several times a year, and they are often set outside and involve a lot of physical activity (hiking, kayaking, etc.). Sometimes I am able to do these activities, and sometimes I’m not. Attendance is required, although it’s not really clear what the consequences would be if we skipped them. Most of my coworkers relish these retreats and often say how glad they are that we have them outside. The retreats give me a lot of anxiety, because I either won’t be able to do the physical activities, or they will likely cause a flare-up and I’ll have to take time off to recover. I worry that if I ask for some alternatives that are less physical/indoors, my coworkers will resent me. This is especially the case for our team retreats, because our team is small and it wouldn’t make much sense for us to split up to do separate activities, so everyone would end up doing something less physical/indoors. My boss is aware of my fibromyalgia and I have told him that I really struggle with outdoor activities, but since I haven’t needed to formally ask for accommodations (because my core responsibilities don’t require outdoors work) he hasn’t made any changes to our retreats. How can I ask for what I need without putting a damper on the retreats for the rest of my team? Bring it up now, before the next one is announced, and say this to your boss: “While I’ve tried to make it work in the past, for health reasons I won’t be able to participate in the physical activities at retreats from now on, like kayaking or hiking. Would it be better for me to not attend, or could we start planning retreats that don’t center around those types of activities?” Alternately, if you prefer to attend and just want different activities, reword that last sentence to, “I get a lot of value out of attending, so could we look at activities that don’t require those physical abilities?” You might also add, “I imagine at some point we may hire others with similar restrictions, and I know we want to be as inclusive as we can.” If being more inclusive makes your coworkers resentful … well, first, your boss should own this decision herself, not attribute it to you. But also, this is part of working with other people, and they’ll need to get over it! They are free to kayak and hike in their off hours as much as they’d like. 3. Should we stop suspending people without pay before firing them? My employer’s corrective action plan states that any employee who is issued a final warning (the last step before termination) serves an immediate one-day unpaid suspension. The reasoning is stated to be to emphasize the seriousness of the offense. Recently, I’ve had to enact this policy for someone who has repeatedly violated our attendance policy. I have brought up the fact that it seems pretty silly to suspend someone for not coming to work, and our admin team seems to agree and we may be altering this policy. In your opinion, are these sort of punitive policies effective or necessary? To me it seems a bit demeaning and assumes our employees aren’t mature enough to understand the consequences of their actions and a bit cruel as we’re weaponizing people’s pay/livelihoods against them. Also, it ends up being a logistical nightmare figuring out how employees are going to serve said suspensions without affecting business operations. Yeah, you should get rid of the one-day unpaid suspension policy. It’s purely punitive, and the entire concept of “punishment” doesn’t belong at work. There should be natural consequences when people badly mess up, which could be anything from getting less autonomy or less flexibility all the way to losing the job — but those consequences should be the logical result of whatever the problems were, not punishment imposed for punishment’s sake. If your company’s managers are managing well — setting clear expectations, giving clear feedback, and addressing it forthrightly when someone’s not meeting the bar they need — that should be all they need. 4. I joined the DEI council and they’re asking me for way too much I work at a large academic medical center and I joined a DEI council at work for staff members across the institution. I was originally told it was a small commitment (on the level of 7-8 hours a month) and it seemed like a good way to connect with people and help out with causes that are important to me. That does not feel like what I got. I joined a project subcommittee and was handed a project plan to rework that involved organizing equity trainings across the college. The plan was no longer viable as it was several years old. Then it came up a couple of months after we started that the institution would not be able to support creating or facilitating any training sessions, and we would have to shift to something else instead. The way this news was announced by the liaison to the administration made me think it was a known constraint that we weren’t made aware of at the outset. This something else is likely a resource website, but it appears that my group will have to start from zero and develop all the content ourselves. And I am absolutely not qualified to do that in any way! I am a data analyst for a research lab whose only relevant experience is being part of a marginalized community. And it would be a huge time sink to do it justice. The other subcommittees seem like less effort, focusing on engaging the full committee and doing some minor event planning (think panel discussions and holiday celebrations). Is their expectation for the project reasonable under these circumstances? And assuming it is unreasonable, do you have any suggestions on how to get out of it? I technically made a two-year commitment and I’m on month six. Nope, it’s not reasonable — but even if it were, you’d still be able to explain you didn’t realize that was what you were signing up for and that unfortunately it’s not work you’re able to do. That’s the framing I’d use here: “I’m sorry, my understanding was that I was signing up for seven or eight hours a month doing things like XYZ. This project is significantly larger and not one I am equipped to take on — and it’s important enough that it should be done by someone qualified to do it. I’m happy to stay on the larger council if you’d like me to, but I need to step down from this subcommittee.” 5. Resigning when I’m on my honeymoon I’m interviewing for a job I’m really hopeful for and it’s going well! My third interview (meeting the team) is tomorrow. My concern is about leaving my current job. Next week I’ll leave for my three-week honeymoon. If I get a job offer while I’m on vacation, what’s the best way to handle this? Do I submit my resignation ASAP? Submit it the second I return and work for two more weeks, assuming my new job would even be okay with that? For what it’s worth, I am doing my best to leave a list of instructions for “while I’m on vacation” that doubles as instructions for “while I’m gone forever.” My potential new job is already aware of my travel dates and is not concerned about that affecting my start date. And I’m honestly kind of desperate to run out the door from my current job. One option is to feel out the new job on how comfortable they’d be with you pushing your start date back enough that you could still work one to two weeks at your current job after you return, in order to help transition your work. A lot of employers would be completely fine with that (and would hope their employees would do the same in your situation). If you can do that, that’s the best option. But if they can’t be flexible on that (and there can be legitimate reasons for that) and you’re not going to be able to give much or any notice, then yes — you’d contact your boss from your vacation, apologize for the timing and say you know it’s not ideal, but you didn’t want to wait until you got back so that they could have the maximum possible notice. The post should I take a job with my politician brother, retreats are full of physical activities I can’t do, and more appeared first on Ask a Manager. View the full article

But there is a disconnect between economists’ metrics and people’s perceptionsView the full article

Meteoric rise — and thumping sell-off — has seen the volatile precious metal compared to a ‘meme stock’View the full article

The London brand has drawn on British marketing traditions for its irreverent imageView the full article

Meeting convened by UK prime minister comes as officials examine ways of overriding multi-billion pound funding gapView the full article

Telefónica and Liberty Global are leading a takeover of Netomnia in a deal to close gap with BT’s OpenreachView the full article

Resources at $500bn company are being redirected from long-term research towards improving the flagship chatbotView the full article

Kurt Björklund is the latest addition to growing list of wealthy financiers to have left the country View the full article

Falling levels of immigration also reduce competition among tenantsView the full article

European forces would be dispatched and backed by US military in case of repeated Russian violationsView the full article

When it pertains to maximizing your spending, comprehending the best reward card programs is crucial. Cards like the Capital One Venture Rewards and Chase Sapphire Preferred offer attractive bonuses and flexible redemption options. Meanwhile, the Wells Fargo Active Cash and Blue Cash Preferred from American Express cater to different purchasing habits, providing cashback on everyday expenses. Each program has unique features that can improve your financial strategy, so it’s important to compare them carefully. Key Takeaways The Capital One Venture Rewards Credit Card offers 2 miles per dollar on all purchases and a 75,000-mile sign-up bonus after spending $4,000. With the Chase Sapphire Preferred® Card, earn 2x points on travel and dining, plus a 60,000-point sign-up bonus after spending $4,000. The Wells Fargo Active Cash® Card provides 2% cash back on all purchases, a $200 sign-up bonus after spending $1,000, and no annual fee. Blue Cash Preferred® Card From American Express rewards 6% cash back at U.S. supermarkets, offers a $250 bonus after spending $3,000, with the annual fee waived first year. The Discover It® Cash Back card features 1% on all purchases, 5% on rotating categories, and a unique Cashback Match for the first year. Capital One Venture Rewards Credit Card The Capital One Venture Rewards Credit Card stands out as an excellent option for those who frequently travel and want to maximize their rewards. With 2 miles per dollar spent on every purchase, it’s one of the best rewards cards available. You can earn a substantial sign-up bonus of 75,000 miles after spending $4,000 in the first three months, which translates to $750 in travel expenses. Moreover, this highest rewards credit card offers no foreign transaction fees and access to travel accident insurance, enhancing your travel experience. The annual fee of $95 is waived for the first year, allowing you to explore its benefits without immediate cost. You can redeem miles flexibly for travel purchases, gift cards, or statement credits. Chase Sapphire Preferred® Card The Chase Sapphire Preferred® Card features a rewarding points structure that’s particularly beneficial for travelers and food enthusiasts. You earn 2x points on travel and dining, plus 1 point for every dollar spent on other purchases, allowing you to accumulate points quickly. Furthermore, the card offers valuable travel benefits like trip cancellation insurance and no foreign transaction fees, making it a practical choice for frequent travelers. Reward Points Structure With its competitive rewards structure, the Chase Sapphire Preferred® Card allows you to maximize your earnings on everyday spending. You earn 2 points per dollar on travel and dining, and 1 point on all other purchases. New cardholders can earn a sign-up bonus of 60,000 points after spending $4,000 in the first three months, redeemable for $750 in travel. This card is often considered one of the best points credit cards owing to its flexibility in redeeming rewards across various credit card rewards programs. Category Points Earned Redemption Options Travel & Dining 2 points per dollar Travel, Cash Back All Other Purchases 1 point per dollar Gift Cards Sign-Up Bonus 60,000 points $750 in Travel Transfer Partners 14+ programs 1:1 ratio Travel Benefits Overview When considering the Chase Sapphire Preferred® Card, you’ll find a range of travel benefits intended to improve your travels and provide peace of mind. This card stands out among credit cards with great rewards, offering some of the best credit card perks available. Earn 2X points on travel and dining, enhancing your rewards potential. Enjoy a generous sign-up bonus of 60,000 points after spending $4,000 in the first 3 months, redeemable for $750 in travel. Benefit from travel protections like trip cancellation/interruption insurance and primary rental car insurance. With points transferable to over 14 airline and hotel partners at a 1:1 ratio, this reward credit card maximizes the value of your points, making it a valuable choice for frequent travelers. Wells Fargo Active Cash® Card Offering a straightforward approach to cash back rewards, the Wells Fargo Active Cash® Card is an excellent choice for those who want simplicity in their credit card benefits. With a flat-rate cash back of 2% on all purchases, it stands out among credit cards with best rewards, enabling you to earn consistently without category limits. New cardholders can likewise enjoy a sign-up bonus of $200 after spending $1,000 in the first three months, making it one of the best credit cards with benefits. Moreover, there’s no annual fee, which helps maximize your cash back. Plus, you’ll benefit from a 0% introductory APR on purchases and qualifying balance transfers for the first 15 months, ensuring financial flexibility. Blue Cash Preferred® Card From American Express The Blue Cash Preferred® Card From American Express offers impressive cash back benefits, particularly for those who frequently shop at U.S. supermarkets, where you can earn 6% on the first $6,000 spent each year. You’ll additionally receive 3% back on transit expenses, making it a solid choice for anyone using taxis or public transport. Although there’s a $95 annual fee, it’s waived for the first year, allowing you to start maximizing your rewards right away. Cash Back Benefits With a compelling 6% cash back on the first $6,000 spent annually at U.S. supermarkets, the Blue Cash Preferred® Card from American Express is a strong choice for individuals who frequently purchase groceries. This card stands out among high reward credit cards, offering significant cash back benefits. Consider these highlights: Earn 3% cash back on U.S. gas station purchases. Enjoy 1% cash back on all other purchases. Receive a $200 welcome bonus after spending $3,000 in the first six months. For those who are seeking the best credit card with best rewards, this card’s cash back rewards can be redeemed as statement credits, making it an excellent option within various credit card rewards programs. Grocery Rewards Focus For grocery shoppers looking to maximize their rewards, the Blue Cash Preferred® Card from American Express presents a compelling option. With an impressive 6% cashback on the first $6,000 spent annually at U.S. supermarkets, it ranks among the best credit cards for purchases in this category. Moreover, you’ll earn 3% cashback on U.S. gas station purchases and transit expenses, making it a versatile rewards credit card. New cardholders can take advantage of a $250 welcome bonus after spending $3,000 in the first 6 months, which adds significant value. Plus, with a 0% introductory APR on purchases for the first 12 months, you’ll find some of the best credit card offers available today. Annual Fee Details When considering the Blue Cash Preferred® Card from American Express, it’s important to review the annual fee structure. This card has an annual fee of $95, which is waived for the first year for new cardholders, making it an attractive choice among credit card programs. Here are some key details: You earn 6% cash back on the first $6,000 spent annually at U.S. Bank, ideal for grocery shoppers. You get 3% cash back on transit, including taxis and public transportation. A welcome offer provides a $250 statement credit after spending $3,000 in the first 6 months. These benefits position the Blue Cash Preferred® Card as one of the best credit card rewards programs, maximizing your credit card perks effectively. Discover It® Cash Back The Discover It® Cash Back card stands out for its distinctive cashback structure, allowing you to earn 1% on all purchases and 5% on rotating quarterly categories, which can considerably improve your rewards potential. New cardholders can take advantage of the Cashback Match, effectively doubling your cash back earned in the first year, making it one of the credit cards with good rewards. Plus, there’s no annual fee, enhancing its appeal when you reward credit cards compare. You can redeem your cash back for statement credits, direct deposits, or gift cards, providing flexibility in using your rewards. With tools like an online rewards tracker and alerts for bonus categories, you can maximize the best reward points. Capital One Savor Cash Rewards Credit Card Capital One Savor Cash Rewards Credit Card caters to those who frequently dine out and enjoy entertainment, offering an attractive cashback structure that boosts your earning potential. This award credit card stands out with its unique rewards, making it one of the best card reward programs available. Here’s what you can expect: Earn 8% cashback on dining and entertainment, 2% on groceries, and 1% on all other purchases. Enjoy a sign-up bonus of $100 credit plus $200 cash after spending $500 in the first three months. Benefit from no annual fee for the first year and access to exclusive culinary events. Cashback rewards can be redeemed for statement credits, providing flexibility in how you use your earnings. The New United℠ Explorer Card For those who travel frequently, the New United℠ Explorer Card offers a compelling rewards program customized to improve your travel experience. With an annual fee of $0 for the first year, it’s a solid choice among top credit cards for rewards. You earn 2 miles per dollar on dining and eligible travel, plus 1 mile on other purchases, allowing you to accumulate rewards quickly. New cardholders can likewise snag a sign-up bonus of 60,000 miles after spending $3,000 in the first three months, making it one of the best bonus points credit cards. Benefits include priority boarding, a free first checked bag, and miles that never expire, enhancing the value of this card in popular credit card loyalty programs. Frequently Asked Questions Who Has the Best Rewards Program? Determining who’s the best rewards program depends on your preferences and shopping habits. For example, Starbucks Rewards offers stars for purchases, leading to free drinks, whereas Amazon Prime provides benefits like free two-day shipping. If you’re into beauty products, Sephora’s Beauty Insider program features tiered rewards and birthday gifts. On the other hand, Nike Membership emphasizes community engagement and exclusive products, while Ulta Beauty Rewards allows you to earn points on every purchase. Choose based on what suits you best. What Is the World’s Most Generous Rewards Program? The world’s most generous rewards program is often considered to be the Starwood Preferred Guest (SPG) program, which lets you earn up to 5 points per dollar spent at participating hotels. You can redeem these points for free nights and room upgrades, and transfer them to over 40 airline partners at a 1:1 ratio. Moreover, the program’s no blackout dates policy guarantees you can use your points whenever you want, subject to availability. What Is the Most Successful Loyalty Program in the World? The most successful loyalty program in the world is Starbucks Rewards, with nearly 30 million members. It generates over half of store spending from participants, thanks to its gamification approach. You earn stars on purchases that can be redeemed for free items, enhancing engagement. The program’s year-over-year membership growth of 16% shows its effectiveness. Features like personalized offers and mobile ordering simplify the experience, making it a standout in customer loyalty programs. What Is the Best Card to Earn Rewards? To earn rewards effectively, consider your spending habits. If you prefer flexibility, the Chase Freedom Flex® card offers up to 5% cash back in rotating categories. For simplicity, the Citi Double Cash® card provides 2% cash back on every purchase. If you travel often, the Capital One Venture Rewards Credit Card delivers up to 6% on travel-related purchases. Each of these cards has unique benefits, so choose one that aligns with your financial goals. Conclusion In conclusion, the top seven reward card programs provide a range of benefits customized to various spending habits. Cards like the Capital One Venture Rewards and Chase Sapphire Preferred offer significant travel perks, whereas options like the Wells Fargo Active Cash and Blue Cash Preferred from American Express focus on cashback rewards. By evaluating your spending patterns and preferences, you can select a card that maximizes your rewards potential, ensuring you make the most of each purchase. Image via Google Gemini This article, "Top 7 Reward Card Programs You Should Know" was first published on Small Business Trends View the full article

When it pertains to maximizing your spending, comprehending the best reward card programs is crucial. Cards like the Capital One Venture Rewards and Chase Sapphire Preferred offer attractive bonuses and flexible redemption options. Meanwhile, the Wells Fargo Active Cash and Blue Cash Preferred from American Express cater to different purchasing habits, providing cashback on everyday expenses. Each program has unique features that can improve your financial strategy, so it’s important to compare them carefully. Key Takeaways The Capital One Venture Rewards Credit Card offers 2 miles per dollar on all purchases and a 75,000-mile sign-up bonus after spending $4,000. With the Chase Sapphire Preferred® Card, earn 2x points on travel and dining, plus a 60,000-point sign-up bonus after spending $4,000. The Wells Fargo Active Cash® Card provides 2% cash back on all purchases, a $200 sign-up bonus after spending $1,000, and no annual fee. Blue Cash Preferred® Card From American Express rewards 6% cash back at U.S. supermarkets, offers a $250 bonus after spending $3,000, with the annual fee waived first year. The Discover It® Cash Back card features 1% on all purchases, 5% on rotating categories, and a unique Cashback Match for the first year. Capital One Venture Rewards Credit Card The Capital One Venture Rewards Credit Card stands out as an excellent option for those who frequently travel and want to maximize their rewards. With 2 miles per dollar spent on every purchase, it’s one of the best rewards cards available. You can earn a substantial sign-up bonus of 75,000 miles after spending $4,000 in the first three months, which translates to $750 in travel expenses. Moreover, this highest rewards credit card offers no foreign transaction fees and access to travel accident insurance, enhancing your travel experience. The annual fee of $95 is waived for the first year, allowing you to explore its benefits without immediate cost. You can redeem miles flexibly for travel purchases, gift cards, or statement credits. Chase Sapphire Preferred® Card The Chase Sapphire Preferred® Card features a rewarding points structure that’s particularly beneficial for travelers and food enthusiasts. You earn 2x points on travel and dining, plus 1 point for every dollar spent on other purchases, allowing you to accumulate points quickly. Furthermore, the card offers valuable travel benefits like trip cancellation insurance and no foreign transaction fees, making it a practical choice for frequent travelers. Reward Points Structure With its competitive rewards structure, the Chase Sapphire Preferred® Card allows you to maximize your earnings on everyday spending. You earn 2 points per dollar on travel and dining, and 1 point on all other purchases. New cardholders can earn a sign-up bonus of 60,000 points after spending $4,000 in the first three months, redeemable for $750 in travel. This card is often considered one of the best points credit cards owing to its flexibility in redeeming rewards across various credit card rewards programs. Category Points Earned Redemption Options Travel & Dining 2 points per dollar Travel, Cash Back All Other Purchases 1 point per dollar Gift Cards Sign-Up Bonus 60,000 points $750 in Travel Transfer Partners 14+ programs 1:1 ratio Travel Benefits Overview When considering the Chase Sapphire Preferred® Card, you’ll find a range of travel benefits intended to improve your travels and provide peace of mind. This card stands out among credit cards with great rewards, offering some of the best credit card perks available. Earn 2X points on travel and dining, enhancing your rewards potential. Enjoy a generous sign-up bonus of 60,000 points after spending $4,000 in the first 3 months, redeemable for $750 in travel. Benefit from travel protections like trip cancellation/interruption insurance and primary rental car insurance. With points transferable to over 14 airline and hotel partners at a 1:1 ratio, this reward credit card maximizes the value of your points, making it a valuable choice for frequent travelers. Wells Fargo Active Cash® Card Offering a straightforward approach to cash back rewards, the Wells Fargo Active Cash® Card is an excellent choice for those who want simplicity in their credit card benefits. With a flat-rate cash back of 2% on all purchases, it stands out among credit cards with best rewards, enabling you to earn consistently without category limits. New cardholders can likewise enjoy a sign-up bonus of $200 after spending $1,000 in the first three months, making it one of the best credit cards with benefits. Moreover, there’s no annual fee, which helps maximize your cash back. Plus, you’ll benefit from a 0% introductory APR on purchases and qualifying balance transfers for the first 15 months, ensuring financial flexibility. Blue Cash Preferred® Card From American Express The Blue Cash Preferred® Card From American Express offers impressive cash back benefits, particularly for those who frequently shop at U.S. supermarkets, where you can earn 6% on the first $6,000 spent each year. You’ll additionally receive 3% back on transit expenses, making it a solid choice for anyone using taxis or public transport. Although there’s a $95 annual fee, it’s waived for the first year, allowing you to start maximizing your rewards right away. Cash Back Benefits With a compelling 6% cash back on the first $6,000 spent annually at U.S. supermarkets, the Blue Cash Preferred® Card from American Express is a strong choice for individuals who frequently purchase groceries. This card stands out among high reward credit cards, offering significant cash back benefits. Consider these highlights: Earn 3% cash back on U.S. gas station purchases. Enjoy 1% cash back on all other purchases. Receive a $200 welcome bonus after spending $3,000 in the first six months. For those who are seeking the best credit card with best rewards, this card’s cash back rewards can be redeemed as statement credits, making it an excellent option within various credit card rewards programs. Grocery Rewards Focus For grocery shoppers looking to maximize their rewards, the Blue Cash Preferred® Card from American Express presents a compelling option. With an impressive 6% cashback on the first $6,000 spent annually at U.S. supermarkets, it ranks among the best credit cards for purchases in this category. Moreover, you’ll earn 3% cashback on U.S. gas station purchases and transit expenses, making it a versatile rewards credit card. New cardholders can take advantage of a $250 welcome bonus after spending $3,000 in the first 6 months, which adds significant value. Plus, with a 0% introductory APR on purchases for the first 12 months, you’ll find some of the best credit card offers available today. Annual Fee Details When considering the Blue Cash Preferred® Card from American Express, it’s important to review the annual fee structure. This card has an annual fee of $95, which is waived for the first year for new cardholders, making it an attractive choice among credit card programs. Here are some key details: You earn 6% cash back on the first $6,000 spent annually at U.S. Bank, ideal for grocery shoppers. You get 3% cash back on transit, including taxis and public transportation. A welcome offer provides a $250 statement credit after spending $3,000 in the first 6 months. These benefits position the Blue Cash Preferred® Card as one of the best credit card rewards programs, maximizing your credit card perks effectively. Discover It® Cash Back The Discover It® Cash Back card stands out for its distinctive cashback structure, allowing you to earn 1% on all purchases and 5% on rotating quarterly categories, which can considerably improve your rewards potential. New cardholders can take advantage of the Cashback Match, effectively doubling your cash back earned in the first year, making it one of the credit cards with good rewards. Plus, there’s no annual fee, enhancing its appeal when you reward credit cards compare. You can redeem your cash back for statement credits, direct deposits, or gift cards, providing flexibility in using your rewards. With tools like an online rewards tracker and alerts for bonus categories, you can maximize the best reward points. Capital One Savor Cash Rewards Credit Card Capital One Savor Cash Rewards Credit Card caters to those who frequently dine out and enjoy entertainment, offering an attractive cashback structure that boosts your earning potential. This award credit card stands out with its unique rewards, making it one of the best card reward programs available. Here’s what you can expect: Earn 8% cashback on dining and entertainment, 2% on groceries, and 1% on all other purchases. Enjoy a sign-up bonus of $100 credit plus $200 cash after spending $500 in the first three months. Benefit from no annual fee for the first year and access to exclusive culinary events. Cashback rewards can be redeemed for statement credits, providing flexibility in how you use your earnings. The New United℠ Explorer Card For those who travel frequently, the New United℠ Explorer Card offers a compelling rewards program customized to improve your travel experience. With an annual fee of $0 for the first year, it’s a solid choice among top credit cards for rewards. You earn 2 miles per dollar on dining and eligible travel, plus 1 mile on other purchases, allowing you to accumulate rewards quickly. New cardholders can likewise snag a sign-up bonus of 60,000 miles after spending $3,000 in the first three months, making it one of the best bonus points credit cards. Benefits include priority boarding, a free first checked bag, and miles that never expire, enhancing the value of this card in popular credit card loyalty programs. Frequently Asked Questions Who Has the Best Rewards Program? Determining who’s the best rewards program depends on your preferences and shopping habits. For example, Starbucks Rewards offers stars for purchases, leading to free drinks, whereas Amazon Prime provides benefits like free two-day shipping. If you’re into beauty products, Sephora’s Beauty Insider program features tiered rewards and birthday gifts. On the other hand, Nike Membership emphasizes community engagement and exclusive products, while Ulta Beauty Rewards allows you to earn points on every purchase. Choose based on what suits you best. What Is the World’s Most Generous Rewards Program? The world’s most generous rewards program is often considered to be the Starwood Preferred Guest (SPG) program, which lets you earn up to 5 points per dollar spent at participating hotels. You can redeem these points for free nights and room upgrades, and transfer them to over 40 airline partners at a 1:1 ratio. Moreover, the program’s no blackout dates policy guarantees you can use your points whenever you want, subject to availability. What Is the Most Successful Loyalty Program in the World? The most successful loyalty program in the world is Starbucks Rewards, with nearly 30 million members. It generates over half of store spending from participants, thanks to its gamification approach. You earn stars on purchases that can be redeemed for free items, enhancing engagement. The program’s year-over-year membership growth of 16% shows its effectiveness. Features like personalized offers and mobile ordering simplify the experience, making it a standout in customer loyalty programs. What Is the Best Card to Earn Rewards? To earn rewards effectively, consider your spending habits. If you prefer flexibility, the Chase Freedom Flex® card offers up to 5% cash back in rotating categories. For simplicity, the Citi Double Cash® card provides 2% cash back on every purchase. If you travel often, the Capital One Venture Rewards Credit Card delivers up to 6% on travel-related purchases. Each of these cards has unique benefits, so choose one that aligns with your financial goals. Conclusion In conclusion, the top seven reward card programs provide a range of benefits customized to various spending habits. Cards like the Capital One Venture Rewards and Chase Sapphire Preferred offer significant travel perks, whereas options like the Wells Fargo Active Cash and Blue Cash Preferred from American Express focus on cashback rewards. By evaluating your spending patterns and preferences, you can select a card that maximizes your rewards potential, ensuring you make the most of each purchase. Image via Google Gemini This article, "Top 7 Reward Card Programs You Should Know" was first published on Small Business Trends View the full article

Bank’s general counsel sought sex offender’s help with career advancement and advised him on press enquiries View the full article

Women in all parts of my life are encountering similar obstacles in their health journeys. The common thread is that when we don’t advocate for ourselves and ask the right questions, we don’t get the care we need. While volunteering as a women’s heart health advocate and immersing my public relations agency in the health innovation ecosystem, I’m constantly thinking about how to bring to light the issues—and solutions—that are all around us. “Women are dying because we aren’t marketing life-saving therapies to them,” said Rachel Rubin, MD, a urologist and sexual medicine specialist, and assistant clinical professor in urology at Georgetown University Hospital. She made these comments in her 2-hour conversation last May with Peter Attia, MD, on his podcast The Drive. The podcast discussion helped illuminate the decades-long debate around hormone replacement therapy (HRT). Since then, the FDA removed its 20-year-plus warning label on HRT for menopause. STORYTELLING CAN HELP This is where storytelling can lead to real change, bringing awareness to previously misunderstood or underreported issues that can save lives. At the very least, we need to encourage each other to find the right provider, ask the right questions, and not settle until we get the answers we need. Professionally, the optimist in me can’t help but see opportunities to help connect these dots. Here are four immediate steps we can take: Education: Over the last year, I’ve heard countless stories of women dismissing seemingly minor symptoms that turned out to be the precursor to a heart attack or undiagnosed cardiovascular health issue. The message is clear: We need to empower women to listen to our bodies by giving patients and providers the platforms to share their stories. Fortunately, journalists are looking for sources to speak with every single day, and PR professionals can play matchmaker. Funding: Media coverage can help the next round of health innovators secure funding and support. If you share your stories and expertise with journalists and podcasts, and on social networks like LinkedIn, you can create a butterfly effect that can influence these sources of funding. Reach and scale: Even early-stage startups, regional providers, small practices, and nonprofits have the opportunity to get quoted in national media outlets. Every day, journalists are looking for credentialed medical experts across topics like menopause, fertility, heart health, nutrition, and mental health to comment on the stories they’re filing for trusted news sources. You can enlist the help of a PR team or respond to queries yourself, if you have the time. Partnerships: While there are incredibly innovative health solutions popping up around the world, the massive opportunity in women’s health—and healthcare overall—requires the whole ecosystem to take part. A PR strategy focused on increasing visibility in industry publications and at conferences can help innovators and payers form meaningful partnerships. “Strategic partnerships between femtech and big tech, femtech and pharma, femtech and retail, and more are on the rise. These success stories illuminate a powerful way for women’s health startups to rapidly scale in both reach and credibility,” Theresa Neil, founder of Femovate and a “deep femtech” advocate told me. Building on the momentum over the last year, I’m encouraged by the direction of women’s health conversations, and yet I still know too many women who struggle to get the help they need. We can all play a part in amplifying these stories. Amy Jackson is founder and CEO of TaleSplash. View the full article