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About 35,000 feet (10,670 meters) over the Mojave Desert, northwest of Los Angeles, Boom Supersonic’s XB-1 became the first privately funded airplane to break the sound barrier during a test flight on Tuesday. “She was real happy supersonic,” Boom Chief Test Pilot Tristan “Geppetto” Brandenburg said after landing, in a video posted by Boom Supersonic. “That’s the best she’s ever flown, was supersonic.” After getting to altitude, Brandenburg opened up the test plane’s throttles, accelerating to Mach 1.1, or about 845 mph (1,360 kph) — faster than the speed at which sound travels. In 1947, Chuck Yeager became the first human to break the sound barrier when he pushed the Bell X-1 past Mach 1 during a flight over the Mojave Desert. Boom Supersonic’s XB-1 is a stepping stone in its plan to develop a commercially viable supersonic airliner, the Overture, capable of carrying 64-80 passengers across the Atlantic in about 3 1/2 hours. The company has 130 orders and pre-orders from American Airlines, United Airlines and Japan Airlines. Last year, it completed construction on its Overture Superfactory in Greensboro, North Carolina, where it plans to build 66 Overture aircraft per year. —Dan Catchpole, Reuters View the full article

Wix shares how to develop a marketing team that works at peak performance and how to avoid pitfalls like AI silos The post Wix Shares How To Optimize Enterprise Marketing appeared first on Search Engine Journal. View the full article

We may earn a commission from links on this page. It wouldn’t be fair to say that I bought an air fryer simply to reheat french fries, but it would be disingenuous to claim that my desire to reheat french fries had nothing to do with the purchase. A few years ago—when we were young and the air was sweet—I wrote a blog claiming that waffling sad, cold fries was a first-rate way to reheat them. Almost immediately, the comments started rolling in. “You fool, you absolute imbecile,” they said. “An air fryer is the only tool you should use to reheat french fries, and you are an idiot for suggesting otherwise.” (I am paraphrasing, but this was the feel of the comments, at least as I recall it.) “Maybe I should get an air fryer,” I thought, before waiting another eight months to get one. (I finally got the Instant Pot Vortex Mini, because it is small and red and $50.) The tiny, powerful convection oven—which does not technically fry anything—is quite handy. I’ve already integrated it into my everyday cooking rotation, but I started with cold fries (and ate them for breakfast), because that’s what brought us to this point in the first place. My friends, you (and everyone else who yelled at me) were not lying. When it comes to restoring limp, cardboard-like fries to their former crisp, golden glory, the air fryer kicks the waffle maker’s ass (though I maintain waffled leftover fries make excellent breakfast potatoes). That said, not everyone has an air fryer. (Though if you're in the market for one, I suggest these.) You can also use the conventional oven or a frying pan to get your spuds crispy again. Here are the three best ways to reheat french fries. What makes leftover fries so sad?Leftover fries are sad and soggy due to moisture migration, and the air fryer takes care of that nonsense in short order. Once a fry starts to cool, the water inside the fluffy starch granules moves out towards the crust, rendering the insides of the fry grainy and the outsides mushy. How to reheat fries in the air fryerBeyond reheating completely cold fries, this is a great way to revive takeout fries that may have sat in a paper bag or plastic container for too long. Just five to 10 minutes in a 375-degree air fryer perks ‘em right back up. Timing will vary from air fryer to air fryer but, unlike the Instant Pot or a sous-vide circulator, it’s very easy to check on your air fried food mid-cook—just slide the little basket out. Try not to over-pack the air fryer; you want the hot air to be able to circulate around each fry. It took my air fryer a mere five minutes at 375℉ to restore cold, lifeless, fairly thick-cut breakfast fries to their former glory, which is dangerously quick, particularly in a household that is prone to over-ordering french fries. While a little overlapping is fine, try not to crowd your fries. Credit: Allie Chanthorn Reinmann Why reheat fries with an air fryer?An air fryer can’t rehydrate those starch granules, but it certainly revives a fry’s soggy outsides. The hot, circulating air drives off moisture and gets any dormant fry grease movin’ and groovin’, re-crisping the potato’s crust. And while the insides aren’t quite as tender and fluffy as they are when you first take them out of a deep fryer, they are pretty damn close. The ones I ate for breakfast this morning were almost indistinguishable from fresh fries, though it’s worth noting that they seemed to be a “fresh-cut, once cooked” kind of fry, so this may have only been their second (not third) heating. How to reheat fries in the ovenReheating french fries in the oven is the second best way because you can do big batches and it's a much more hands-off method than the frying pan method below. Credit: Allie Chanthorn Reinmann To reheat fries in the oven, preheat the oven to 400℉. While that's heating up, arrange a metal wire rack over a sheet pan. Spread out the cold fries over the rack so they're not overlapping. The elevated rack will allow the hot air to circulate underneath and around the fries so you don't have to do any flipping. Bake the fries for 15 to 25 minutes. I suggest checking on them after 15 minutes to assess their crispiness. Depending on how thick or thin they are, it's possible to dry them out if they bake too long. How to reheat fries in a frying panIf you don't have any other choice, or you have only a handful of fries that you're trying to revive, there's the frying pan method. Credit: Allie Chanthorn Reinmann Grab a relatively large frying pan. There should be enough room for the fries to lay flat in a single layer. Unlike in the oven or the air fryer, it's the direct contact with the hot surface that's going to heat up the oil that imbues the crust of each fry. Some other folks recommend adding oil to the pan, but I disagree. This only made my fries oily in a gross way. Heat the fries over medium-low heat. They'll begin to sizzle after two minutes or so. Proceed to rotate them every minute or two so the other sides crisp. After about 10 minutes of flipping the fries, all of the sides should be hot and crispy. This is a great idea if you only have a single serving of fries and you don't mind tending to them the entire time. It's quicker than the oven method, but if you're inconsistent you might end up with scorched spots on some fries. Tips for reheating friesDon't crowd. Lay the french fries in a single layer and try to avoid a lot of overlapping. This will prevent any steam from getting trapped and allow your taters to crisp faster. If you have a lot of fries to reheat, it might be best to do it in batches or just use the oven. Spritz 'em lightly with oil. For a just-out-of-the-fryer sizzle, give your fries a light spritz with a neutral cooking oil. Specifically for the air fryer, a fresh layer of fat conducts the heat that much more effectively. Check on them mid-cook. Cooking time varies depending on the thickness of the french fry you're reheating (steak cut? shoestring? crinkle?), so it's important to check on your spuds once or twice. Especially with the speed of the air fryer, a few minutes too long is the difference between crisp and fluffy or hard and dry. View the full article

In an effort to monetize the social media platform, Elon Musk’s X announced Tuesday it would be partnering with Visa on a digital wallet and peer-to-peer payment services for its upcoming X Money Account. The product, which is likely to launch in the first quarter of this year, would enable users to move funds between their bank accounts and a digital wallet in real time, similar to Venmo or Zelle, with more deals on the horizon, CNBC reported. CEO Linda Yaccarino said on X it will launch later in 2025 and is just the “first of many big announcements about X Money this year.” Musk, who bought Twitter for $44 billion in 2022, has struggled to make X profitable and to prevent users from fleeing to Bluesky and Threads due to its increasing right-wing tone and content. The announcement comes days after the Wall Street Journal reported banks are ready to sell billions of dollars of debt Musk borrowed to buy X—and revealed Musk told employees in an email that “revenue is unimpressive, and we’re barely breaking even.” Visa, which is the largest credit card network in the country, will use Visa Direct, its financial solution for instant money transfers, according to TechCrunch. Musk has previously said he wants to transform X into an “everything app” similar to China’s WeChat: “a single application that encompasses everything,” from digital town square to banking platform, where users could “do payments, messages, video, calling, whatever you’d like, from one single, convenient place,” The Verge reported. View the full article

Quartet has launched the Quartet® Dry-Erase Desktop Computer Pad, a budget-friendly workspace solution designed to enhance productivity and organization. The new product aims to simplify workspaces by providing a clutter-free and efficient tool for home, office, or classroom use. The Quartet Dry-Erase Desktop Pad combines durability, functionality, and convenience. Positioned between the keyboard and computer screen, the pad offers a sleek angled surface for jotting down reminders, ideas, or to-do lists without relying on sticky notes. The durable painted steel writing surface is resistant to stains and ghosting, ensuring long-term use. The desktop pad is designed with several thoughtful features to promote productivity and organization: Integrated Keyboard Storage: A felt pad allows for smooth, scratch-free sliding of the keyboard underneath the desktop pad, keeping desks tidy. Accessory Storage: An accessory channel and magnetic marker cap provide a dedicated space for the included dry-erase marker, ensuring tools are always within reach. Comprehensive Kit: The product comes with a felt keyboard pad, a Quartet dry-erase marker, and a microfiber towel for easy cleaning. Magnetic Surface: Important notes and photos can be secured directly onto the painted steel surface using magnets. Compact and Portable Design: Weighing just 1.5 pounds, the 21” x 7.75” dry-erase board features fold-down legs, making it easy to transport, store, and ship. “The Quartet Dry-Erase Desktop Pad was designed to simplify and elevate any workspace,” said Aaron DiStefano, Senior Marketing Manager at ACCO Brands. “We’re excited to offer a budget-conscious solution that combines innovation and functionality, helping users stay organized while keeping their desks clutter-free.” The desktop pad is suitable for various environments, including offices, classrooms, and home workstations. Its compatibility with standing desks and traditional setups adds to its versatility as a workspace essential. Priced at $21.99, the Quartet Dry-Erase Desktop Pad offers an affordable solution for those looking to streamline their workspaces. The Quartet Dry-Erase Desktop Pad is now available for purchase at Meijer’s stores, as well as online through Amazon and Quartet.com. With its innovative design and accessible price point, this new offering continues Quartet’s tradition of providing high-quality dry-erase products that enhance productivity and organization. This article, "Quartet Introduces Dry-Erase Desktop Pad for Organized Workspaces" was first published on Small Business Trends View the full article

We may earn a commission from links on this page. Whether you’re still trying to hold down those New Year’s resolutions or you’re just generally trying to stay on top of your productivity, we can always benefit from having some accountability checks. You can do these yourself, sure, but having a little outside help from a well-made app can make a big difference. For one-on-one accountability: FocusmateA major component of productivity is planning your day, so if you’re planning on doing a certain task, like clearing your inbox or consolidating notes, try using Focusmate to get paired with an accountability partner who’s working at the same time. You get put into a video chat with the person, both share what you’re working on, and then get cracking. This relies on the principle of “body doubling,” or the idea that people work harder when someone else is around. If you’ve ever pushed yourself at the gym because you’re surrounded by other people or invited a friend over to sit on your couch while you clean, you get it. Focusmate lets you set up three sessions a week for free, but if you want unlimited sessions it’ll be $9.99 per month or about $84 per year. Credit: Lindsey Ellefson Focusmate pros: You can pick your date, time, and partner You can be sorted into focus rooms depending on the kind of activity you want to do, whether it's desk work or physical activity You get a sizable amount of access with the free version Focusmate cons: This really only works if you have a desktop setup and isn't as accessible if you're on the go The pricing for unlimited sessions is a little steep If you want an accountability group: FlownFlown hosts group sessions that function like virtual study groups, allowing you to work “alongside” others who are also trying to get things done. From the comfort of your home, you can surround yourself with people who are working on their tasks at the same time, giving you the same feeling you’d get if you were at a coffee shop, in a library, or working in a large group of people. There are virtual quiet rooms to sit in during the day and coworking sessions you can join with smaller groups of people for an hour or two, led by facilitators, plus solo working experiences called "portholes" that play hour-long footage of skilled craftspeople working on their particular trade. There’s a 30-day free trial, but even after that expires, you can join free sessions on Fridays. If you’re really feeling it after the trial (which doesn’t require you to put down your card info), it’s $25 per month, $228 per year, or $900 for a lifetime membership. Credit: Lindsey Ellefson Flown pros: It's customizable and tailored: You input whether you work remotely, feel overwhelmed, think you may have ADHD, etc. There are a variety of options available, from facilitator-led groups to quiet working rooms Free access on Fridays can help you build a solid schedule even if you don't want to pay Flown cons: This is best suited for a desktop setup, not while you're working on something out and about If you just need a personal push: Loop Habit TrackerMaybe you don’t need a virtual coworking space, but just need a way to track your own progress and push yourself. Loop might be your answer, as it provides a platform for tracking progress, scheduling work, and getting helpful reminders via notifications. You enter your progress into the app and get a Habit Score, which is based on how often you do what you set out to do. Gamification is a major motivator for some people, so if all you need is to see a number go up, up, up, try Loop, which is free for up to seven habits and $9.99 per month if you want to track more than that. Credit: Beth Skwarecki Loop pros: A simple interface allows you to see your goal progress using a calendar view or more detailed infographics It's low-pressure, so you feel good when you accomplish the tasks and stay with your habits, but it doesn't shame you for missing days (unlike other tools, which are valuable for people who need that kind of push) It's very customizable, so you can even change the question it prompts you with when you're filling out your habit completion Loop cons: It's only available for Android The interface is simple, which is good, but perhaps a little boring To work on goals with friends: HabitatThe Habitat app allows you to work in groups with people you already know, so it's great if you've set goals together with others, like family members or friends. It gives you a few easy ideas for habits to build, like exercising more often or making your bed consistently, and once you set your first habit, you can invite friends to join you. Then, you'll work together to create a "group streak," with each of you inputting when you work on your habit. I just set one up with a friend where we are both committing to work out five times per week. The interface is simple and the streaks grow visually, so you can see your progress, plus the free version allows you to see who out of your group is atop the leaderboard. You can even access in-app direct messages to communicate with your group about the task. The benefit here is that you don't want to let down people you know, so you may be more motivated to hit the gym if you know you're not only harming your own health by skipping, but also jeopardizing a loved one's streak. It's $35.99 per year or $5.99 per month to access a premium account, which lets you be part of more than four habitat streaks and view detailed statistics about your progress as well as set notifications and reminders. Credit: Lindsey Ellefson Habitat pros: It's easy to use and understand from the moment you download it You can use the free version in a limited capacity, so it's great for if you only have one or two habits to build Habitat cons: The paid version has a significantly greater amount of features It really only works if you have friends who are willing to do it with you, unlike the apps above, where you deal with strangers who are already motivated to use the software It's only available on iOS If you want real stakes: ForfeitForfeit has an interesting premise that isn’t for the faint of heart: You put down money (between $1 and $50) and if you meet your goal, you get to keep it; if you fail to accomplish the goal you tie to it, you lose that money. A member of the app’s team will review evidence—like gym selfies, recordings of yourself working, or whatever else—to make sure you met the goal you set(or you can have your goals reviewed by AI instead). You pre-determine what you’ll do, like, “I’ll send a time lapse of myself reading before 11 a.m. tomorrow or forfeit $10.” According to the company, there’s been $3 million staked across 238,000 sessions with a 94.2% success rate—meaning most people are motivated to keep their money and don’t lose it. You don’t have to pay for the app in the traditional sense, but you do pay if you fail to accomplish your goal. Forfeit can keep that money or you can opt to have it given to a charity or even a group of friends using the app. I should also mention you can do lower-stakes Forfeits, as well: You can tell the app to text your friends, for instance, if you don't complete a goal by a certain time. You can even customize the message they'll receive, like, "Lindsey failed to clean her living room this afternoon! How embarrassing!" Credit: Lindsey Ellefson Forfeit pros: This app actually forces you to do what you say you are going to do It's only as mean or as nice as you set it to be, so you can make all of your text inputs really positive (but still risk losing actual money, of course) There are a lot of ways to use it so it works for you, whether you opt to let AI review your evidence submissions, bet money on yourself, set up repeat Forfeits, or more Forfeit cons: You can actually lose money View the full article

This post was written by Alison Green and published on Ask a Manager. Last week we talked about jerks getting their comeuppance, and here are eight of the most satisfying stories you shared. 1. The thief At an old job, I was continually denied raises by the bully finance director (who somehow was always able to find money for his own raises.) He oversaw all purchases for the business’s renovation, which included lots of furniture, TVs, tech stuff, etc. All expensive stuff. He was one of many jerks and I eventually moved on, but I heard from a coworker a couple years later that he was fired one day when an expensive TV that went missing from storage was suddenly discovered. In a picture his wife posted on Facebook of their new living room. This caused an audit and it turned out he was stealing A LOT of stuff and money from work, so he and his cronies all got fired and he had a very public trial. All I wanted was a raise when my job duties expanded, and instead his ass went to jail. 2. The coffee When I was 30, I looked like a 15-year-old and many assumed I was an intern or perhaps a lowly admin they could disrespect. I had had enough of this when an old man leaned over to me before a commission meeting started (I was the staff liaison to this commission and basically led the meetings but he didn’t know that yet). He asked me to go get him coffee (!) without even looking at me. I said in a neutral tone, “No thank you” and then got up to start the meeting. I said, “Hey everyone, just a quick note, Bob here says he’d fetch (I really emphasized this word) coffee for anyone who needs it, so just tell him how you take it.” He got very flustered and muttered something like, “uh, uh” and I turned to him and said, “So are we good here?” and I paused for effect and let him memorize my shape, face, and tone until he said, “Yep, got it” and barely spoke up again for the rest of the year. 3. The file poacher I did an external benchmarking project in Excel for my boss, sent it off, and forgot about it. 12+ months later, one of the “too cool to wear a suit” marketing team presented the exact same file to the executive team (I was there to present something else). It even still had my quirky choice of colors in the conditional formatting. He stood there saying it had been a lot of research and work and just needed to be updated for the latest year’s data. Then he was asked to make some changes on the spot. He needed to get into the source sheet, which he couldn’t find. I meekly suggested it was a hidden sheet and told him how to unhide it. But then there was no data on the source sheet. I pointed out it the columns started at AW so there must be some hidden columns. He tried and tried to unhide them and nothing happened. He muttered the sheet must have corrupted. He also struggled to remove some colors on the output sheet. I said nothing else, but raised my eyebrow at my boss. Finally my boss suggested I try, as I was known for being good with Excel. I walked down to his laptop and, without saying a word, took the page protection off the sheet using my password. Someone jokingly asked if I had an all powerful admin password. I shook my head and said no, that I remembered the password for the file. I was then asked why I knew the password to a marketing file, to which I replied that they hadn’t changed the password on the file since I created it 18 months ago, and that I’d had to hide and password protect the detail as some of the numbers were still confidential at that point. I also said the random colors on the front sheet which he couldn’t remove were due to conditional formatting based on criteria my boss had asked for the year before. I took my seat again (back of the room) and watched as Mr. Marketing squirmed as he was asked why he was taking credit for another team’s work. My boss smirked and Mr. Marketing never poached another file off me again. 4. The building I took a fundraising job at a nonprofit, and it didn’t take long to realize that the place was toxic. The CEO, who was also the founder, was an absolute terror, which was apparently known to everyone but me. I started looking for another job because I just couldn’t deal with the abuse, and somehow my boss found out and fired me before I had the chance to quit, despite the fact that I was absolutely destroying my fundraising goals. The board refused to manage the CEO in any way, shape, or form, despite these well-known issues. About five years later, when the org was in its 30th year, the org finally had the funds and build a gorgeous new building for its operations, it was everything they’d all dreamed of, especially the toxic founder … who the board then promptly fired for his years of toxic behavior, and specifically cited my firing five years prior as one of the reasons. Knowing that he never got to enjoy his magnificent new space was just the best chef’s kiss ever. 5. The accreditation Ten years ago, I was a trainer working for a very well-known organization which was in a highly visible dispute with the government, and was regularly in the headlines. If you were remotely engaged with current affairs in my country then, you would recognize both the dispute and the company. Our part of the organization ran credentialled training for a highly-trusted, highly-regulated profession — think legal, engineering, that kind of thing. Our training was accredited by the regulator, and our clients had to take 50 accredited hours every year as a condition of keeping their licenses. All the training courses had had the content approved, but for each individual session, the dates, times, venue, trainer, and bullet-pointed list of content had to be sent to the regulator. My lovely manager was away for a year on maternity leave, and single most useless man I have ever met was employed in her stead, through the Old Boys network. He was unbelievably useless in every possible way, and chauvinist. Not actively toxic, just incompetent and a waste of space, and extremely condescending to us little ladies. So the two other trainers and I and the admin team who supported us just bypassed him and got on with things. A few months in, the admin responsible for getting all our courses accredited left. Before she left, she informed Useless Manager about the process for getting courses accredited and said that the other admin didn’t have time to do this and he would need to figure something out. About five months after that, just before Lovely Manager returned, we found out that Useless Manager’s solution had been to ignore it. For nearly six months, we had been delivering “accredited” courses to our highly-regulated profession, which they needed to complete annually to keep their licenses, and not a single one of them was actually accredited. My co-trainers and I (all women) scheduled a meeting with our manager to “understand the issue,” and we basically treated it like a Select Committee. First, we made him explain what had happened and how. Then we asked questions like, “But you were aware that this was a requirement, yes or no?” “Just so we are clear, do you understand that if any of the thousand or so clients we’ve seen in the last few months got audited, they could lose their licence because they’d claimed 50 accredited hours and these hours weren’t accredited? And that would be entirely on us?” “Could I just ask you to reflect on the impact of Company’s highly visible dispute with the government if this got into the media?” Frankly, we shouldn’t have been allowed to do it and he shouldn’t have sat through it. But he was Useless, so he didn’t actually know how to shut us down. He squirmed. He stuttered. He blustered. We sat very and looked at him very, very disapprovingly. At some point, I sighed and said, “All I can say is that I’m very, very disappointed.” (Which was the point where one of my colleagues nearly lost it.) After half an hour, we told him he could go, waited until he’d left the room, and then all cracked up laughing and repeating the highlights back to each other. He worked out the rest of the month without contacting or speaking to any of us again. He’s probably now CEO of something because useless, chauvinist men fail upwards. The resolution was that Lovely Manager came back, worked with the regulator, and got them to agree to backdate approval and treat it as an admin issue. I still get chills thinking about how bad it could have been though. 6. The apology In my last job, I helped salespeople with proposals, and a lot of them had very specific requirements that we would be thrown out for not following. On one proposal, we had to have a “wet signature” from the salesman handling the proposal (meaning, we couldn’t use his digital signature on file, he had to sign it with a pen himself). This salesman was notorious for putting things off until the last minute, and since this municipality was a few hours’ drive away and fairly rural (so there was no guarantee of overnight delivery), I told him I had to have the signature by X date in order to be able to guarantee it would get here. I was very, very clear with him, many times, in different formats, about this requirement and the timeline. He kept putting it off, and finally came the afternoon before it had to be submitted to sign it. I told him, again, that I couldn’t guarantee it would get there, and he brushed me off, saying basically, “It’ll be fine.” Of course, it wasn’t, and as I guessed, it didn’t get delivered on time and was not considered. He raised an absolute stink and was so mad. We had a conversation about it with my boss where I explained, again, why it happened and that he couldn’t keep putting things off until the last minute. He said he understood, apologized, asked me to be clearer about the timeline next time (????), and we parted ways. After that conversation, I thought we were on the same page until the next morning he sent an email to his boss, with me, my boss, and the entire senior leadership team CC’ed, where he said he had talked to me about the issue, explained why it couldn’t happen again, and had gotten my word that I wouldn’t let it happen again. I was FUMING. I left the office to go on a walk because I was so angry I couldn’t think straight. When I got back, my boss had replied all to the email saying, “[Salesman], this email does not accurately represent what happened at all, and I think you know that.” She laid out the entire issue from beginning to end, and a few hours later, the salesman’s boss came by my desk with him to apologize and promise that he would follow my timelines in the future. The organization was, in general, very salesperson-friendly (which mostly meant they let them run roughshod over everyone and never made them do anything they didn’t want to), so this forced apology was a very gratifying experience for me and, vicariously, for everyone else who had ever been burned by this salesman. 7. The ultimatum I worked in an office that had the worst receptionist. She held grudges and did as little work as possible. She was so difficult in the seven years I was there that she was switched around to different managers. She did not like her last manager. She marched into the CEO’s office and said, “Get me a different manager or I quit.” The CEO responded, “Go pack up your desk.” She was stunned. You really shouldn’t give an ultimatum unless you are willing to suffer the consequences. 8. The course review A number of years ago, I was hired as an instructional designer to help support a large group of faculty who were creating online asynchronous courses for a new degree program. A key part of my job was ensuring that all the courses fulfilled certain mission-critical standards like accessibility and learning outcomes. I had a checklist with these deliverables and I was required to regularly review all the courses throughout their development cycle. One of the faculty assigned to this project was an absolute diva. Dr. Diva had convinced college leadership that he was a GROUNDBREAKING ONLINE EDUCATION MIRACLE WORKER and so far ahead of the curve that it was practically a circle. He was invited to conferences to talk about his magical methods and featured in college promotional materials and he was on a first-name basis with all of the muckety-mucks. In other words, he was a VERY. BIG. DEAL. around campus. He was also very unhappy that his course was being included in the review process. Reviews were fine for other faculty but certainly not for him. Nonetheless, I do my first review, and it’s a bloodbath. His course is a half-baked disaster. Cherry on top, it also had two very serious “doing it this way could open the institution to serious liability” concerns. I give my boss a heads-up on what I find, and he gives me the go-ahead to write my report and send an email outlining the shortcomings to the faculty. Dr. Diva goes nuclear. He responds by sending me this huge, vitriolic email, a 9.8 on the email Richter scale. But berating me is not enough. He also calls my manager and demands that I be fired! Immediately! When my manager refuses, he gets really angry. So he decides to cash in all his VIP IOUs and organizes a huge meeting about me and my review, ostensibly under the guise of urgent concerns about instructional designers impinging on academic freedom. He corrals a couple of senior VPs, the head of the faculty union, a bunch of senior managers, an associate dean or two, my boss, and my boss’s boss to attend. If there’d been a natural disaster on the day of the meeting, a third of the college leadership might have been wiped out. Unfortunately for Dr. Diva, the meeting did not go as planned. The powers-that-be start by reviewing my report. They ask my boss questions about my review processes and the project’s goals, and they start to get a little confused. What they’re seeing and reading doesn’t seem to match up at all with the sky-is-falling academic freedoms are at risk disaster that their superstar had claimed. In fact, when they dig a little further, they begin to realize that my report is actually very fair and accurate and that all of the pedagogical superpowers he’s long claimed to have don’t actually exist. Hmm … Would Dr. Diva like to speak about how he plans to address these deficits to ensure alignment with the program’s outcomes and college standards? And why did Dr. Diva think that receiving a routine review warranted both my firing and a meeting with such a large and busy group of people? I’m pleased to report that Dr. Diva burned pretty much all of his chips that day, and his visibility in all things promotional went from very high to practically invisible. Rumor also had it that a number of his other courses suddenly found themselves being audited for program alignment. There was even a nice coda to all the stress and tumult. Months later, I found myself in an elevator with my boss and one of the VPs who’d attended the meeting with Dr. Diva. When my boss introduced me, the VP just looked at me, nodded, and said, “You do good work.” View the full article

This post was written by Alison Green and published on Ask a Manager. Last week we talked about jerks getting their comeuppance, and here are eight of the most satisfying stories you shared. 1. The thief At an old job, I was continually denied raises by the bully finance director (who somehow was always able to find money for his own raises.) He oversaw all purchases for the business’s renovation, which included lots of furniture, TVs, tech stuff, etc. All expensive stuff. He was one of many jerks and I eventually moved on, but I heard from a coworker a couple years later that he was fired one day when an expensive TV that went missing from storage was suddenly discovered. In a picture his wife posted on Facebook of their new living room. This caused an audit and it turned out he was stealing A LOT of stuff and money from work, so he and his cronies all got fired and he had a very public trial. All I wanted was a raise when my job duties expanded, and instead his ass went to jail. 2. The coffee When I was 30, I looked like a 15-year-old and many assumed I was an intern or perhaps a lowly admin they could disrespect. I had had enough of this when an old man leaned over to me before a commission meeting started (I was the staff liaison to this commission and basically led the meetings but he didn’t know that yet). He asked me to go get him coffee (!) without even looking at me. I said in a neutral tone, “No thank you” and then got up to start the meeting. I said, “Hey everyone, just a quick note, Bob here says he’d fetch (I really emphasized this word) coffee for anyone who needs it, so just tell him how you take it.” He got very flustered and muttered something like, “uh, uh” and I turned to him and said, “So are we good here?” and I paused for effect and let him memorize my shape, face, and tone until he said, “Yep, got it” and barely spoke up again for the rest of the year. 3. The file poacher I did an external benchmarking project in Excel for my boss, sent it off, and forgot about it. 12+ months later, one of the “too cool to wear a suit” marketing team presented the exact same file to the executive team (I was there to present something else). It even still had my quirky choice of colors in the conditional formatting. He stood there saying it had been a lot of research and work and just needed to be updated for the latest year’s data. Then he was asked to make some changes on the spot. He needed to get into the source sheet, which he couldn’t find. I meekly suggested it was a hidden sheet and told him how to unhide it. But then there was no data on the source sheet. I pointed out it the columns started at AW so there must be some hidden columns. He tried and tried to unhide them and nothing happened. He muttered the sheet must have corrupted. He also struggled to remove some colors on the output sheet. I said nothing else, but raised my eyebrow at my boss. Finally my boss suggested I try, as I was known for being good with Excel. I walked down to his laptop and, without saying a word, took the page protection off the sheet using my password. Someone jokingly asked if I had an all powerful admin password. I shook my head and said no, that I remembered the password for the file. I was then asked why I knew the password to a marketing file, to which I replied that they hadn’t changed the password on the file since I created it 18 months ago, and that I’d had to hide and password protect the detail as some of the numbers were still confidential at that point. I also said the random colors on the front sheet which he couldn’t remove were due to conditional formatting based on criteria my boss had asked for the year before. I took my seat again (back of the room) and watched as Mr. Marketing squirmed as he was asked why he was taking credit for another team’s work. My boss smirked and Mr. Marketing never poached another file off me again. 4. The building I took a fundraising job at a nonprofit, and it didn’t take long to realize that the place was toxic. The CEO, who was also the founder, was an absolute terror, which was apparently known to everyone but me. I started looking for another job because I just couldn’t deal with the abuse, and somehow my boss found out and fired me before I had the chance to quit, despite the fact that I was absolutely destroying my fundraising goals. The board refused to manage the CEO in any way, shape, or form, despite these well-known issues. About five years later, when the org was in its 30th year, the org finally had the funds and build a gorgeous new building for its operations, it was everything they’d all dreamed of, especially the toxic founder … who the board then promptly fired for his years of toxic behavior, and specifically cited my firing five years prior as one of the reasons. Knowing that he never got to enjoy his magnificent new space was just the best chef’s kiss ever. 5. The accreditation Ten years ago, I was a trainer working for a very well-known organization which was in a highly visible dispute with the government, and was regularly in the headlines. If you were remotely engaged with current affairs in my country then, you would recognize both the dispute and the company. Our part of the organization ran credentialled training for a highly-trusted, highly-regulated profession — think legal, engineering, that kind of thing. Our training was accredited by the regulator, and our clients had to take 50 accredited hours every year as a condition of keeping their licenses. All the training courses had had the content approved, but for each individual session, the dates, times, venue, trainer, and bullet-pointed list of content had to be sent to the regulator. My lovely manager was away for a year on maternity leave, and single most useless man I have ever met was employed in her stead, through the Old Boys network. He was unbelievably useless in every possible way, and chauvinist. Not actively toxic, just incompetent and a waste of space, and extremely condescending to us little ladies. So the two other trainers and I and the admin team who supported us just bypassed him and got on with things. A few months in, the admin responsible for getting all our courses accredited left. Before she left, she informed Useless Manager about the process for getting courses accredited and said that the other admin didn’t have time to do this and he would need to figure something out. About five months after that, just before Lovely Manager returned, we found out that Useless Manager’s solution had been to ignore it. For nearly six months, we had been delivering “accredited” courses to our highly-regulated profession, which they needed to complete annually to keep their licenses, and not a single one of them was actually accredited. My co-trainers and I (all women) scheduled a meeting with our manager to “understand the issue,” and we basically treated it like a Select Committee. First, we made him explain what had happened and how. Then we asked questions like, “But you were aware that this was a requirement, yes or no?” “Just so we are clear, do you understand that if any of the thousand or so clients we’ve seen in the last few months got audited, they could lose their licence because they’d claimed 50 accredited hours and these hours weren’t accredited? And that would be entirely on us?” “Could I just ask you to reflect on the impact of Company’s highly visible dispute with the government if this got into the media?” Frankly, we shouldn’t have been allowed to do it and he shouldn’t have sat through it. But he was Useless, so he didn’t actually know how to shut us down. He squirmed. He stuttered. He blustered. We sat very and looked at him very, very disapprovingly. At some point, I sighed and said, “All I can say is that I’m very, very disappointed.” (Which was the point where one of my colleagues nearly lost it.) After half an hour, we told him he could go, waited until he’d left the room, and then all cracked up laughing and repeating the highlights back to each other. He worked out the rest of the month without contacting or speaking to any of us again. He’s probably now CEO of something because useless, chauvinist men fail upwards. The resolution was that Lovely Manager came back, worked with the regulator, and got them to agree to backdate approval and treat it as an admin issue. I still get chills thinking about how bad it could have been though. 6. The apology In my last job, I helped salespeople with proposals, and a lot of them had very specific requirements that we would be thrown out for not following. On one proposal, we had to have a “wet signature” from the salesman handling the proposal (meaning, we couldn’t use his digital signature on file, he had to sign it with a pen himself). This salesman was notorious for putting things off until the last minute, and since this municipality was a few hours’ drive away and fairly rural (so there was no guarantee of overnight delivery), I told him I had to have the signature by X date in order to be able to guarantee it would get here. I was very, very clear with him, many times, in different formats, about this requirement and the timeline. He kept putting it off, and finally came the afternoon before it had to be submitted to sign it. I told him, again, that I couldn’t guarantee it would get there, and he brushed me off, saying basically, “It’ll be fine.” Of course, it wasn’t, and as I guessed, it didn’t get delivered on time and was not considered. He raised an absolute stink and was so mad. We had a conversation about it with my boss where I explained, again, why it happened and that he couldn’t keep putting things off until the last minute. He said he understood, apologized, asked me to be clearer about the timeline next time (????), and we parted ways. After that conversation, I thought we were on the same page until the next morning he sent an email to his boss, with me, my boss, and the entire senior leadership team CC’ed, where he said he had talked to me about the issue, explained why it couldn’t happen again, and had gotten my word that I wouldn’t let it happen again. I was FUMING. I left the office to go on a walk because I was so angry I couldn’t think straight. When I got back, my boss had replied all to the email saying, “[Salesman], this email does not accurately represent what happened at all, and I think you know that.” She laid out the entire issue from beginning to end, and a few hours later, the salesman’s boss came by my desk with him to apologize and promise that he would follow my timelines in the future. The organization was, in general, very salesperson-friendly (which mostly meant they let them run roughshod over everyone and never made them do anything they didn’t want to), so this forced apology was a very gratifying experience for me and, vicariously, for everyone else who had ever been burned by this salesman. 7. The ultimatum I worked in an office that had the worst receptionist. She held grudges and did as little work as possible. She was so difficult in the seven years I was there that she was switched around to different managers. She did not like her last manager. She marched into the CEO’s office and said, “Get me a different manager or I quit.” The CEO responded, “Go pack up your desk.” She was stunned. You really shouldn’t give an ultimatum unless you are willing to suffer the consequences. 8. The course review A number of years ago, I was hired as an instructional designer to help support a large group of faculty who were creating online asynchronous courses for a new degree program. A key part of my job was ensuring that all the courses fulfilled certain mission-critical standards like accessibility and learning outcomes. I had a checklist with these deliverables and I was required to regularly review all the courses throughout their development cycle. One of the faculty assigned to this project was an absolute diva. Dr. Diva had convinced college leadership that he was a GROUNDBREAKING ONLINE EDUCATION MIRACLE WORKER and so far ahead of the curve that it was practically a circle. He was invited to conferences to talk about his magical methods and featured in college promotional materials and he was on a first-name basis with all of the muckety-mucks. In other words, he was a VERY. BIG. DEAL. around campus. He was also very unhappy that his course was being included in the review process. Reviews were fine for other faculty but certainly not for him. Nonetheless, I do my first review, and it’s a bloodbath. His course is a half-baked disaster. Cherry on top, it also had two very serious “doing it this way could open the institution to serious liability” concerns. I give my boss a heads-up on what I find, and he gives me the go-ahead to write my report and send an email outlining the shortcomings to the faculty. Dr. Diva goes nuclear. He responds by sending me this huge, vitriolic email, a 9.8 on the email Richter scale. But berating me is not enough. He also calls my manager and demands that I be fired! Immediately! When my manager refuses, he gets really angry. So he decides to cash in all his VIP IOUs and organizes a huge meeting about me and my review, ostensibly under the guise of urgent concerns about instructional designers impinging on academic freedom. He corrals a couple of senior VPs, the head of the faculty union, a bunch of senior managers, an associate dean or two, my boss, and my boss’s boss to attend. If there’d been a natural disaster on the day of the meeting, a third of the college leadership might have been wiped out. Unfortunately for Dr. Diva, the meeting did not go as planned. The powers-that-be start by reviewing my report. They ask my boss questions about my review processes and the project’s goals, and they start to get a little confused. What they’re seeing and reading doesn’t seem to match up at all with the sky-is-falling academic freedoms are at risk disaster that their superstar had claimed. In fact, when they dig a little further, they begin to realize that my report is actually very fair and accurate and that all of the pedagogical superpowers he’s long claimed to have don’t actually exist. Hmm … Would Dr. Diva like to speak about how he plans to address these deficits to ensure alignment with the program’s outcomes and college standards? And why did Dr. Diva think that receiving a routine review warranted both my firing and a meeting with such a large and busy group of people? I’m pleased to report that Dr. Diva burned pretty much all of his chips that day, and his visibility in all things promotional went from very high to practically invisible. Rumor also had it that a number of his other courses suddenly found themselves being audited for program alignment. There was even a nice coda to all the stress and tumult. Months later, I found myself in an elevator with my boss and one of the VPs who’d attended the meeting with Dr. Diva. When my boss introduced me, the VP just looked at me, nodded, and said, “You do good work.” View the full article

Google acknowledged that Performance Max (PMax) campaigns can be controlled through API placement exclusions — contradicting months of its own documentation and support guidance, according to new research from ad tech firm Optmyzr. This revelation gives advertisers more programmatic control over their PMax campaigns than previously thought possible, potentially saving significant time and resources in campaign management. The big picture. Performance Max campaigns, Google’s AI-driven ad format, have been a source of frustration for advertisers seeking more granular control over where their ads appear. Lead up. Earlier this year we saw that despite Navah Hopkins, Brand Evangelist of Optmyzr, reporting that Google said that API based placements exclusions don’t work for PMax campaigns, multiple advertisers were reporting the opposite. By the numbers. Optmyzr ran an experiment, running from Dec. 30 to Jan. 21. It showed: Zero ad spend on excluded placements after implementing API controls. Complete effectiveness of API-based exclusions, despite Google’s previous claims. Faster implementation compared to manual UI controls. Behind the scenes. Google’s documentation and AI help center had explicitly stated that placement exclusions would only work through their user interface, not via API. Multiple support channels reinforced this incorrect guidance. This misinformation was shared for months. Google has since updated its stance after Optmyzr’s findings. What they’re saying. Following the experiment, Google admitted that placement exclusions work through both the API and UI as we see in this response from Ginny Marvin, Google Ads Liaison: Why we care. Performance Max campaigns represent a significant portion of many advertisers’ Google Ads spend, but the lack of control over where ads appear has been a major pain point. This situation also highlights a broader point: you shouldn’t take platform limitations as gospel, even when they come directly from Google. Testing and verification could reveal hidden capabilities that provide competitive advantages. Bottom line. This discovery highlights a broader issue in ad tech: platform documentation doesn’t always reflect actual capabilities, requiring advertisers to actively test and verify functionality. What’s next. As advertisers, you should: Review your PMax campaign controls. Consider implementing API-based exclusions for more efficient management. Maintain active oversight despite automated controls. Confidently question capabilities they may have strong reason to believe isn’t true. Between the lines. The finding suggests other undocumented capabilities might exist across Google’s ad platforms, encouraging advertisers to question and test official limitations. View the full article

Google is testing a new search results display for a small group of EU users when they search for products, restaurants, flights, and hotels. The test is part of Google’s efforts to comply with the EU’s Digital Markets Act. What’s happening. According to a report from Dow Jones Newswires: “Under the test started Monday, Google has set up new units for users to choose between results from price comparison sites such as Booking Holdings’ Booking.com and results that take them directly to supplier websites when they are searching for products, restaurants, flights or hotels.” What Google EU search results look like. Here are screenshots showing what it looks like to search for [flight to boston from vienna] right now: You can then filter to see only Airline options: Or Flight sites: And if you search for [steak dinner in vienna], you can filter down to Places: And Places Sites: New units. These images don’t show the new units mentioned in the report. Please contact us if you spot these new units in the wild and share screenshots. These images are meant to give our readers outside of the EU an idea of what search results look like when Google doesn’t self-preference. What Google is saying. A Google spokesperson said: “To find a better balance between these sites, while meeting the goals of the DMA, we have proposed a new solution to give people a choice between intermediary comparison sites and direct suppliers like hotels.” Why we care. The Digital Markets Act is meant to promote more competition and diversity in search results. For websites in the EU, it will be worth monitoring whether these changes result in any impact on traffic. Dig deeper. How the Digital Markets Act is reshaping search and Google’s monopoly in Europe View the full article

Quick Look is one of my favorite Mac features, so much so that I always use a third party app enable it on my Windows PCs as well. It allows you to preview files on your Mac without opening them. You can select any file in Finder and press the Spacebar key to preview it. This means I can press one button to quickly look at videos, listen to audio files, view images, or read documents. While this feature is great, I've always been annoyed that it doesn't work well with folders— until now. By default, Quick Look will tell you how many files are in a folder, but doesn't actually tell you which files are in it. Thankfully, a new free utlity named Folder Preview closes that gap. Folder Preview lets you expand Quick Look's full functionality to folders. You select a folder, press the Spacebar, and Folder Preview will let you see all the files and folders inside of it, without actually opening it. It takes less than a minute to configure and silently does its job from that point on. It also doesn't ask for any permissions other than being added as a Finder extension, which is always nice to see. This is what a folder preview looks like. Credit: Pranay Parab Once you install Folder Preview, the app will prompt you to add it as a system extension. Go to System Settings on your Mac and navigate to General > Login Items & Extensions. Scroll to the bottom and click the i button next to Quick Look. Enable Folder Preview on this page to finish setting up the app. Now, selecting any folder in Finder and pressing Spacebar (or the app's own default keybinding—Command-Y) will display its contents. You can also configure Folder Preview to show hidden files by going to its settings. Just open the app and go to Settings in the left pane. I've left this option disabled because I rarely want to see hidden system files on my Mac, but you can choose otherwise if needed. You can also ask the app to automatically expand folders while previewing. If you have a folder within a folder, this setting will show you the contents of up to five levels of nested folders. Lastly, you can also choose a larger size for icons in your folder previews. View the full article

It is important to keep your businesses clean and tidy. As a business owner, you will need to make sure your office or shop is cleaned regularly and maintained to ensure your employees are happy, healthy, and productive. This will also help in making sure you leave a good first impression on your customers. Whether you run a small business or large workshop, a mop bucket and wringer come in handy for everything from daily cleaning to doing away with surprise messes. Commercial floor cleaning buckets help keep floors clean and safe. Unlike those for home use, these industrial-strength versions hold more water and come with strong wheels, so users can cover larger spaces with ease. Our guide below will help you cover the best commercial mop and bucket options for your business. Best Commercial Mop and Bucket Top Pick: Rubbermaid Commercial Wavebrake Mopping System Runner Up: Carlisle Commercial Mop Bucket Best Value: Amazon Basics Commercial Mop Bucket on Wheels Rubbermaid Commercial Wavebrake Mopping System Top Pick: This 21-pound commercial bucket boasts a 35-quart capacity and is rated for over 40,000 wringing cycles, as stated by the manufacturer. It holds mops securely and features a foot-operated built-in drain for easy disposal of contents without the need to lift the bucket. The side press mechanism allows for mopping with 18% less effort and minimizes splashing by up to 18%. Its compact dimensions (23.1 x 16 x 38.1 inches) further enhance its usability. Rubbermaid Commercial Wavebrake Mopping System Bucket and Side-Press Wringer Combo Buy on Amazon Carlisle Commercial Mop Bucket Runner Up: This 26-quart capacity commercial bucket is made with corrosion-resistant polyethylene and can withstand temperatures from -40F to 180F. Non-marking swivel casters make for easy cleaning and mobility. The buckets come in different colors to comply with a color-coded system for identifying specific cleaning areas. Weighing 14.5 pounds, this mop bucket has a 50,000-cycle side-press wringer. The compact design (18.11 x 14.57 x 16.5 inches) makes for easy storage and convenience for tight-fitting environments. Carlisle Commercial Mop Bucket with Side Press Wringer, 26 Quart Capacity, Red Buy on Amazon Amazon Basics Commercial Mop Bucket on Wheels Best Value: The Amazon basics commercial mop bucket is made with Polypropylene and weighs 15.71 pounds. It has a 35-quart capacity and comes with a side-press wringer and a jaw mop holder. This bucket comes with four rolling casters designed for easy and convenient mobility. With this bucket, you can simply snap the mop in place to keep it stable in the bucket while moving. The wringer works with fan mop holders, which are designed to send water back down into the bucket with ease. AmazonBasics Side Press Wringer Combo Commercial Mop Bucket on Wheels, 35 Quart, Yellow Buy on Amazon Hero EZ-Lift Dual Cavity Commercial Mop Bucket The dual cavity of this bucket includes a 36-quart dirty water side and a nine-gallon cleaning bucket. This will reduce cross-contamination while using less floor cleaner. The side press wringer is certified for more than 31,000 wringing cycles, ensuring years of operations. The non-marking bayonet wheels, made of cast metal, ensure that no marks are left on the floor. Additionally, the wheel guards are designed to protect the wheels, enhancing their longevity. Hero EZ-Lift Dual Cavity Commercial Mop Bucket with Wringer on Wheels, Includes Dirty Water Bucket Buy on Amazon Rubbermaid Commercial HYGEN Press Wring Bucket This flat mop bucket is for heavy commercial and industrial use. The no-touch wringing mechanism with a washboard surface removes dirt and debris from the mop pad before wringing. And the twist valve empties the dirty content without lifting for added hygiene. The bucket features a smooth, non-porous surface that helps prevent bacterial growth and makes cleanup simple. Additionally, the non-marking casters are designed to protect your floors from damage. Rubbermaid Commercial HYGEN Press Wring Bucket for Microfiber Flat Mops, Yellow Buy on Amazon Simpli-Magic Commercial Mop Bucket With a 50,000-cycle wringer, this mob bucket is designed to last. The bucket is made from corrosion-resistant polyethylene capable of handling temperatures from -40°F to 180°F. The compact design has a 26-quart capacity sitting on top of four non-marking swivel casters. Simpli-Magic Commercial Mop Bucket with Side Press Wringer, 26 Quart, Yellow Buy on Amazon Dryser Commercial Side Press Wringer The spill-proof design of the Dryser mop bucket has a 33-quart capacity. This includes a rugged construction with an anti-corrosive polyethylene web-molded body to keep its strength. The ergonomic wringer handle comes with premium steel and a spill-resistant side press for easy operation and minimal effort. Dryser Commercial Side Press Wringer Combo Mop Bucket, 33 Quart, Yellow Buy on Amazon How to choose your mop and bucket An essential aspect to consider when purchasing a commercial mop and bucket is to ensure you choose a strong and durable product that will endure for years, regardless of the design you select. Size: A larger commercial mop and bucket can hold more cleaning solutions, which is beneficial for effectively removing dirt and grime. It’s important to choose a size that is easy for our employees to handle and store. Mobility: Your cleaning bucket should provide excellent mobility. Ensure that it features non-marking swivel casters to prevent any damage to your floors. Dual compartment buckets: help to separate the dirty water from the cleaning solution. The design makes cleaning more efficient because you do not have to go back and forth to empty the dirty water. Easy drain buckets: make the job easier for your staff. This means they will not have to lift a heavy and wet object that is potentially dangerous. Warranty: Like any workplace equipment it is important that your cleaning bucket supplier comes with a warranty. At the very least, look for a solid return policy. Cleaning Mopping might appear to be an easy task, but using the proper tools is crucial. This entails having quality mop, bucket, wringer, and caution-wet floor signs. With these essential tools, you can effectively and swiftly clean your business. It all begins with a high-quality commercial mop and bucket. YOU MIGHT ALSO LIKE: Best Air Purifier for the Money Best Commercial Laundry Carts Office Desk Plants Images: Amazon.com This article, "Best Commercial Mop and Bucket" was first published on Small Business Trends View the full article

Perplexity AI adds the new DeepSeek R1 reasoning model as an available choice to its AI search engine The post Perplexity AI Deploys Chinese DeepSeek AI Model appeared first on Search Engine Journal. View the full article

Oil and gas companies would be liable for damages caused by climate change -related disasters in California under legislation introduced Monday by two Democratic lawmakers. The proposal claims that the oil industry intentionally deceived the public about the risks of fossil fuels on climate change that now have intensified storms and wildfires and caused billions of dollars in damage in California. Such disasters have also driven the state insurance market to a crisis where companies are raising rates, limiting coverage or pulling out completely from regions susceptible to wildfires and other natural disasters, supporters of the bill said. Under state law, utility companies are liable for damages if their equipment starts a wildfire. The same idea should apply to oil and gas companies, said Robert Herrell, executive director of the Consumer Federation of California, “for their massive contribution to these fires driven by climate change.” The bill aims to alleviate the financial burdens on victims of such disasters and insurance companies by allowing them to sue the oil industry to recoup their losses. It would also allow the Fair Access to Insurance Requirements Plan, created by the state as a last resort for homeowners who couldn’t find insurance, to do the same so it doesn’t become insolvent. If approved, California would be the first state in the U.S. to allow for such lawsuits, according to the bill’s author, state Sen. Scott Wiener. “We are all paying for these disasters, but there is one stakeholder that is not paying: the fossil fuel industry, which makes the product that is fueling the climate change,” Wiener said at a Monday news conference. The new measure is bound to face major backlash from oil and gas companies, who have faced a string of defeats in California in recent years as the country’s most populous state started to shift policy priorities to address climate change. The Western States Petroleum Association, representing oil and gas companies in five states, already signaled it will fight the bill. President and CEO Catherine Reheis-Boyd said state lawmakers are using the LA fires to “scapegoat” the industry. “We need real solutions to help victims in the wake of this tragedy, not theatrics,” Reheis-Boyd said in a statement. “Voters are tired of this approach.” Supporters said the measure will also help stabilize the state’s insurance market by allowing insurers to recover some of the costs after a natural disaster from oil companies, which will prevent increased rates from being passed onto policyholders. The bill is supported by several environmental and consumer protection groups. The legislation comes as California begins the long recovery process from multiple deadly fires that ripped through sections of Los Angeles and burned more than 12,000 structures earlier this month. The fires were named the most destructive in the modern history of the city of Los Angeles and estimated to be the costliest natural disasters in U.S. history. Lawmakers last week voted to spend $2.5 billion to help the area rebuild. Dozens of U.S. municipalities as well as eight states and Washington, D.C., have sued oil and gas companies in recent years over their role in climate change, according to the Center for Climate Integrity. Those suits are still making their way through the courts, including one filed by California more than a year ago against some of the world’s largest oil and gas companies, claiming they deceived the public about the risks of fossil fuels. Scientists overwhelmingly agree the world needs to drastically cut the burning of coal, oil and gas to limit global warming. That’s because when fossil fuels are burned, carbon dioxide forms and is released, which accounts for over three quarters of all human-caused greenhouse gases. California is also working to persuade insurers to continue doing business in the state by giving them more latitude to raise premiums in exchange for more issuing policies in high-risk areas. Citing ballooning risks of climate-driven natural disasters, seven of the top 12 insurance companies doing business in California in 2023 either paused or restricted new business in the state. The state now allows insurers to consider climate change when setting their prices and will soon also allow them pass on the costs of reinsurance to California consumers. —Trân Nguyễn, Associated Press View the full article

This post was written by Alison Green and published on Ask a Manager. I talked to Vulture about what the TV show Severance reveals about workplace life — including the inauthenticity of corporate life, how the Overtime Contingency exists in real life, the weirdness of workplace perks, and how work can degrade your spirit. View the full article

This post was written by Alison Green and published on Ask a Manager. I talked to Vulture about what the TV show Severance reveals about workplace life — including the inauthenticity of corporate life, how the Overtime Contingency exists in real life, the weirdness of workplace perks, and how work can degrade your spirit. View the full article

Below I’ve laid out 11 workflows you can follow to measure the success of your brand awareness—including some little-known Ahrefs use cases. Brand awareness refers to a series of marketing tactics that help audiences recognize and recall a brand name,…Read more ›View the full article

How often do our workplace communications open with “I hope you are well” or “I trust you are doing fine”? These “wellness checks” reflect the fact that everybody has become more conscious of the need to be kind to others. That’s a good thing. Our workplace has become a setting where the best bosses and colleagues take pride in showing sensitivity to the emotional and physical well-being of others. And for these reasons, beginning a letter or a conversation with “I hope you are well” has some merit. But even if it reflects the best of intentions, this opening should be abandoned. Here’s why—and some suggested replacements. Why to stop saying “I hope you are well” in emails “I hope you are well” is not a prohibited email opener by any means, but here are some reasons you may want to consider starting your message a different way. 1. It’s a cliche. First, this opening is overly general. Of course you want to begin an email or conversation with something that warms up the relationship. I call this the “grabber.” But people who use “I hope you are well” or a similar phrase are simply making a pro forma statement that could be made to anyone. The words sound good but have no deeper personal or individual meaning. 2. It sounds unprofessional. Second, beginning an email or phone call with “I hope all is well” can make you sound unprofessional. Given that this expression is a “throwaway” line that typically is not meant to be answered, it will make you sound fluffy. It smacks of filler—of saying something that you’ve heard others say and you’re just repeating it because it sounds good. It’s a bit like saying “how’s it going?” or “what’s up?” These are oft-repeated, empty expressions. Platitudes can weaken your impact because they are empty of meaning. You don’t want to come across as a person who has nothing to say and therefore begins emails and conversations with boilerplate text. 3. It creates confusion. Third, beginning with “I hope you are well” can create confusion for the recipient, who may wonder how to respond. Should they address the comment or let it go? For example, when an email begins with this expression, possible answers run through the recipient’s mind, including “I’m well,” or “I’m having a great week,” or “life has been good.” They might even consider getting more specific. But if they’re grappling with a problem, should they spill all? Here is where the confusion sets in. Should the respondent not address the query at all, answer only in the positive, or go deeper and explain that they are wrestling with a problem—at work or at home? People justifiably get confused about how to respond. 4. It can lead to a digression. An email or conversation launched with “I hope all is well with you” can get the discussion off course. Your recipient may respond with details of what’s happening in their life—which can be fine (or even nice). But you may also find yourself having to respond to a narrative you hadn’t planned on. With an especially talkative individual, you might get a response like, “Yes, I’ve been well. In fact, let me tell you where we went on a recent holiday.” Your listener has been waiting for a chance to tell you or anyone else about their recent vacation, what cities they saw, and what they liked about each one. Your statement becomes an invitation to share a personal narrative that may get you (and them) off track. 5. It may sound empty. Saying “I hope you are well” might also sound empty or even heartless to someone who has actually been going through an especially hard time. It may strike the recipient as toxic positivity insofar as the speaker is using a quick brushstroke to gloss over something much more profound. It may not be an intentional dig, but it’s still a poor way of introducing the subject of the recipient’s emotional state. The query will ring hollow with any recipient who is dealing with something serious. 7 Alternatives to “I hope you are well” Here are some other ways to start your messages: 1. With something specific and sincere “I hope you’re well” can sound overly vague. So instead, sk yourself what you can say to show that you do care about the person you are writing to or talking with. You might begin: “You have been on my mind lately,” and then explain why. Or say: “We were so enthralled with the event you hosted last month.” In short, think about something in your relationship with your recipient to draw out. If it’s a new contact, show you’ve done your research and say something positive about that person. For example: “I’m so impressed with your HR organization,” or “I am looking forward to meeting you and being part of your product launch.” Being specific gets the relationship off on good footing. 2. “I hope you’re having a [productive/good/great/etc.] [week/month/season/year].” This is a good email opener for a quick message. Not every email needs to make a great first impression or build a relationship, but getting a bit more specific will make it feel more personal than the vague ‘I hope you’re well.” 3. “We met at..” or another a reminder Maybe you’ve met the person you’re emailing, but it was just once or perhaps you worked together years ago. Either way, you want your recipient to know who you are right up front. If not, they might not be motivated to read the rest of your message. A well wish from a stranger doesn’t mean much. 4. “[Name] said I should reach out.” This is another opener that hooks your recipient by telling them why they should read your message. It tells them right up front why you’re contacting them and reassures them that someone they know “vouches” for you. Your next sentences should quickly explain why you were referred to them by your mutual contact. And of course, you should only use this opener if it’s true. 5. With an introduction to yourself Sometimes you’re sending a cold or nearly cold email, and in these cases, your first order of business should always be introducing yourself. This doesn’t mean telling your life story, however. Instead, quickly tell the email recipient what about you is relevant to them. For example, if you’re messaging someone who works at the same company as you, you might say: “Hi Millie, I’m Peter, the new marketing assistant under Kim and I was wondering if you’d be able to answer some of my questions on the newest product feature release.” Or if you’re reaching out to a possible contact for an information interview, you might say: “Hello Juan, I’m a senior in USC’s Computer Science major and I’m interested in pursuing a career in game design.” 6. “How are you?” This doesn’t necessarily mean to literally start your email with the sentence “How are you?”—you can use any of the many alternatives. But only use this opener if you genuinely want an answer and you’re ready to continue any conversation that the recipient starts as a result. Asking how someone is doing is less presumptuous than “I hope you are well” because it gives room for them to answer genuinely. 7. Nothing Not every email needs a dedicated opener. Particularly if you’re emailing someone you work with a lot or have other conversations going with, you can just cut to the point. If you’re Slacking your supervisor every day, for example, there’s no reason to start an email with pleasantries. Instead, you can just keep your email brief and to the point. Regina Borsellino also contributed writing, reporting, and/or advice to this article and a previous version. View the full article

You’ve probably felt the thrill that comes with receiving a job offer. You read the congratulatory email, begin to imagine life in your new role, then quickly fill out all the required HR paperwork and receive the necessary equipment. And if all is well, you start preparing for your first day. But what if you find out that the job isn’t real? In the first three quarters of 2024, Americans lost $514 million due to business and job opportunity scams, and the Federal Trade Commission received over 93,000 complaints about this type of fraud. In the worst cases, people have already resigned from their jobs before they realize their new position isn’t real—and suddenly, they don’t have a paycheck or health insurance. Recent economic uncertainty and layoffs may make people more vulnerable to these scams and worsen the problem. But it is possible to outsmart the con artists by understanding why people fall for employment scams, how they work, and the red flags to look out for. What kinds of job offer scams are out there? Scammers use a range of tactics to trick job seekers. Many of the common methods start in a similar way: by creating fake job posts, either with branding that matches a recognized company or with a fraudulent company to trick people into applying for the job. These posts appear on Craigslist or Facebook marketplace but also on sites like LinkedIn and Indeed. Cybercriminals will also pose as recruiters or staffing agencies and proactively reach out to their targets offering an interview or a job. Employment scams can be incredibly sophisticated, down to phone or video job interviews and emails that look legitimate. Here are some examples of where the scams may go from there: Identity theft scams The goal of these scams is identity theft and financial fraud. Fake recruiters will research the job seeker fully, including such things as their work history and industry contacts. This information can be found on social media (for instance on Facebook and Twitter) or on professional platforms such as LinkedIn. It doesn’t take long to get the basics needed for the scam to develop. The results of this research are aligned with the pitch used during the initial contact with the victim job seeker. The pitch could include references to previous employers, peers, or desired job options, in order to determine if the victim is interested. If the victim is willing to discuss the job offer, the authenticity element of the scam has succeeded. Alternatively, scammers may make fake postings, often on social media or a spoofed version of the company’s legitimate website. Now, the authority aspect kicks in. Since the recruiter/fake employer has all the power in this dynamic, their authority is rarely questioned. Job seekers are asked to surrender personal information for background screenings. Sometimes this data is submitted via email or uploaded to a fake recruiting website the criminal has created. Or after an interview, the applicant may be asked to provide information, like their address and phone number, so a “formal offer” can be sent. That’s often followed up with a request to provide their Social Security number, photos of their driver’s license or other forms of ID, and/or bank information. Criminals can then sell this personal info to marketing firms or other criminals or keep it and use the details themselves for identity fraud. The Internal Revenue Service (IRS) issued a warning to Americans about bad actors who use fake job offers to steal money and personal information. The scam artists also are able to file fraudulent unemployment claims in their victim’s name, which not only costs the government, but also could significantly impact the victim’s tax bill and eligibility for future benefits. Reshipping scams Marcus Ramos, 50, had been out of a job for nearly a month when he got an email from a recruiter named Glen with an enticing offer. For a base pay of $2,400 a month, Ramos could work from his Las Vegas home sending out packages for a company called Filly Shipping, with a promised $40 bonus for each package he mailed. This is how Ramos fell for a reshipping scam, which accounts for “the vast majority of scam job offers” reported to the BBB, says Josh Planos, spokesperson for the BBB’s investigations initiative. In these scams, he describes, organized crime units ask victims to reship stolen goods (without informing them that they’re stolen), creating a complicated pathway to obscure the goods’ origins. Ramos’s scammers engaged with him primarily by phone, calling or texting from a variety of numbers originating in different states. In addition to his initial contact, Glen, two others got in touch with Ramos regularly, using presumably fake names and only identifying themselves as members of the company’s “shipping department.” Not much is known about these scammers by the organizations that track victim reports and The Department of Justice didn’t respond to Fast Company’s request for comment. But both ARP’s director of fraud victim support Amy Nofziger and Planos say most of these criminals are from “overseas,” working out of call centers. This means they’re operating out of places with “call center infrastructure,” says Planos, specifically citing Eastern Europe, Russia, and Nigeria. They’re largely targeting people in the U.S., Canada, and Australia, Nofziger adds. “With the reshipping scams, these are criminal enterprises. These are not slapstick operations,” says Planos. “These are well-oiled machines that have keywords down, that are paying for SEO [and] very visible social media ads.” With scammers operating internationally, it’s difficult to police them from the U.S. Fake check scams In fake check scams, “employers” send “new hires” a check to pay for items they’ll allegedly need for the job, like home office supplies. After depositing the checks, victims will appear to have money in their accounts, which they use to buy supplies from a vendor provided by the fake employer. The supplies never show up, and the victim’s bank flags the check as fake, removing that money from their accounts—meaning the victims used their own money to pay for supplies they’ll never receive. Prepaid gift card scams work similarly. “More than a third of the jobs scam complaints that we received involved fake checks,” says Planos, adding that the FTC found a 65% increase in fake check complaints between 2015 and 2020. Anecdotally, he’s seen these types of scams perpetrated most against younger job seekers, who may not have as much experience with checks and may be less likely to find depositing one at the start of a new job suspicious. “We saw that the largest group of job fraud victims were between the ages of 25 and 34 . . . people who are navigating independent life for the first time,” says Planos. Planos shared statements with Fast Company from several victims in that age group, including someone named Sarah, who was contacted by a scammer pretending to be a representative of The Humane Society, where she’d applied for a job via Indeed. After a convincing interview with someone posing as a real staffer, Sarah was sent what she later learned were fake checks to buy home office supplies. When “problems” arose with her purchases (which her “employers” blamed on COVID-19 and a holiday rush), she was asked to pay other vendors via Zelle, CashApp, and Apple Pay. She ultimately lost $7,000. A family member of a Tessian employee nearly fell victim to another version of this scam. After receiving a job offer, they instructed her to send a personal check to a specific supplier to purchase a new desk and laptop. In this instance, the attacker was posing as both a recruiter and a phony supplier—the equipment would never have arrived, and they would have kept her money. Fortunately, her guard went up, and she didn’t send them the check. Recruiter-focused scams While criminals will impersonate recruiters with no hesitation, they also target recruiters directly because of their access to high-value targets from executives to human resources managers. Criminals will conduct phishing attacks, posing as a job seeker, against a recruiter and include malicious attachments disguised as résumés. If they’re successful, the malware installed by the criminal gives them access to all the information the recruiter has available, as well as access to corporate contacts and records. This enables the criminal to expand the scam. In a variation of this tactic, the criminal will pose as an existing client, and either entice the recruiter to disclose corporate authentication credentials via a “recruiting portal” that was recently launched or again attempt to install malware on the system by offering up malicious attachments. In the second scenario, the criminal will develop a website that uses the branding of the corporate client, and even register a domain with a familiar naming convention, all in order to offer a sense of false security to the soon-to-be-victimized recruiter. Once the corporate credentials are exposed, the criminal has a foothold on the victim’s network, and the opportunity to expand their scam further. How to tell if a job or job offer is a scam Employment scams aren’t magic. They work by hijacking the normal workflow of applying for a job. Since job seekers and recruiters are more focused on developing a workforce or landing a job, subtle cues that something is amiss are often overlooked. Not sure if that new job offer is legit or not? Here are a few things that should set off alarms in your head. Scam warning signs in job listings Here are some possible red flags for job scams that you can spot before you even apply: If the job seems too good to be true, it usually is. Employment scams often promise high salaries for only a few hours of work a day, move very quickly, or don’t involve thorough interviews. Work-from-home jobs that involve receiving and reshipping packages Mystery shopper or secret shopper positions The job is listed on a job board, but not on the company’s website The more vague the job description, the better the odds it’s not legitimate. Email addresses that don’t match other email addresses for the employer or that use free email clients like Gmail or Yahoo. (For example, is the email coming from john.smith@companyx.com or jsmith@companyxjobs.com?) The recruiter or manager doesn’t have a profile on the job board or that profile doesn’t seem to fit their role. The job listing mentions an application fee Background check requests or requests for information required for a background check (such as social security numbers, address details, date of birth, passport details, bank details, etc.) with the initial application. Ads that offer information about “hidden” or unadvertised federal jobs Postings that refer you to a toll-free phone number to learn more about the job. Scam warning signs for job interviews Sometimes there may be warnings during the interview process that a job is not quite on the up-and-up. Keep in mind that interviewers are people who may not be skilled at what they’re doing, so one of these may not indicate a definite scam—but they may be a sign to look deeper. Interviews that don’t take place in-person, via a secure video platform, or through a straightforward phone call. Interviews that are chat or text-based (unless as a reasonable accommodation for a disability) Interviewers that don’t have many questions and/or claim to know all they need from your resume/job board profile. Interviewers that focus more on work you will be doing and act like you’ve already committed to the role. Scam warning signs throughout the hiring process These red flags might come up at any point during the application, interview or hiring process. Requests or requirements to purchase startup equipment or to pay upfront for background investigations or screenings. Employers who send an employment contract to physically sign that asks for personally identifiable information (like a bank account number) could also be a sign of a scam operation. Legitimate companies will ask for that sort of thing after an employee is hired. Asking for your credit card number. You’re getting emails, messages, or calls from recruiters with an unusual sense of urgency or that ask for you to make a commitment before learning more about the job or require you to start immediately. How to avoid scam jobs Employment scams show no signs of slowing down in the coming months as economic, labor, and remote work trends persist. It can be hard to slow down and trust your gut in such an emotional and high-stakes process like a job search. Looking out for the warning signs and common tactics scammers use can help ensure your next job offer is one to truly get excited about. So before you turn in your two weeks’ notice and buy that new equipment, take a few steps to ensure your new job offer is legitimate. Don’t think you’re immune. “As all generations look for flexible and remote work options, it’s important to raise awareness about the widespread prevalence of job scams at all career levels in order to help prevent more people from taking the bait, especially with telecommuting being an undeniable part of the future of our workplaces,” says FlexJobs founder and CEO Sara Sutton Fell. But a by-product of the proliferation of positions open to telecommuters is the increase of more sophisticated work-from-home scams. Findings from a FlexJobs survey of over 2,600 workers indicates that one-fifth of millennials have been scammed when seeking work-from-home positions—even more than seniors (the group previously thought to be the most susceptible). Part of the problem is that scammers get more sophisticated every year, says Sutton Fell. “Gone are the days when a scam could be assumed to be fairly obvious to anyone with a healthy dose of skepticism,” she explains, “Yet, many job seekers don’t realize this, and so they still feel confident that they would know a scam if they saw one and would be able to avoid them.” Sutton Fell also points out that scammers have broadened their target audience from jobs for more unskilled jobs such as mystery shopping, envelope stuffing, and check processing, to more professional opportunities in a wide variety of career types and with name-brand companies. “By impersonating trusted companies like these, scammers are able to get unsuspecting job seekers to let their guard down much faster, and to successfully get personal information from them more easily,” she says. Be careful on LinkedIn and other job boards. Just because something is on LinkedIn, Indeed, or another well-known job board, doesn’t mean that the job posting or recruiter has been verified for the site. For example, in a statement Indeed says it uses a “dedicated search quality team…deploying a variety of techniques to assess the suitability and validity of job listings [removing] tens of millions of job listings each month that do not meet our quality guidelines.” Indeed also says it encourages job seekers to report any suspicious advertisements to them or to the police. That said, rooting out scammers on job sites is akin to “playing whack-a-mole,” says Planos, as new ones keep cropping up, and veteran scammers keep evolving. Don’t pay. You shouldn’t have to pay to obtain gainful employment. If you’re asked for money upfront to cover training, recruiting fees, or miscellaneous expenses, this is a clear warning the job offer very likely isn’t legitimate. “If you’re ever asked to get a check and deposit it and then send money out, it’s a scam. If you’re ever asked to purchase prepaid gift cards . . . it is 100% a scam,” says Nofziger. Same goes for new employers asking you to use cryptocurrency machines or to immediately supply them with bank account information or Venmo details. For a legitimate job, direct deposit would be set up after you’re hired. Scrutinize emails and research recruiters. If you receive an email about a job opportunity, always click on the sender’s email address to confirm that it is actually associated with the company. Tessian research found that only about half of people pay attention to the sender’s email address when they check messages, but this is often an important clue. Most companies larger than a mom-and-pop shop will have a corporate email domain, so you can expect emails to come from that domain rather than a personal email account. For example, johndoe@fastcompany.com not johndoefastcompany@gmail.com. Check the company’s website. When you apply through a third-party site or get contacted by a recruiter about a job. Go to the organization’s website to confirm the job opening is there and look for information on hiring procedures and policies. When in doubt, call the company to confirm legitimacy using the contact information that they’ve provided on their website only. Additionally, Google the hiring company using the company name only. If you see multiple websites for the same company, that should serve as a warning. The Better Business Bureau (BBB) also suggests running a Web search with the company’s name and the word “scam.” This will let you know if the company has scammed people before, or if a well-known company is aware of scammers using their name. To combat job scams, some organizations are offering information on their websites about what types of messages they will and won’t send during the hiring process. Companies that have had their name used for scams in the past are especially likely to have this information readily available. For example, GE has a dedicated page on its website explaining how to identify a fraudulent job offer. With the GE name and logo featured prominently, “The perpetrators will often ask recipients to complete bogus recruitment documentation, such as application forms, terms and conditions of employment, or visa forms.” UnitedHealth Group experienced a similar unauthorized use of its name and logo in phony job ads. “Cybercriminals post their ads on legitimate job sites and often use familiar-looking or convincing company logos, language, and links to fake websites that appear to be real,” a company spokesperson writes. “These sites might also charge fees for services. Typically, after a few days the thieves close down the scam and disappear.” Trust your gut. If the offer sounds too good to be true, then it probably is. Check Google, and search for the recruiter’s details. If they don’t match up, or if they don’t exist, treat this as a giant red flag. Also, avoid meetings and interviews that are conducted via social media or generic platforms such as Google Hangouts. Confirm with the company directly. Sharing information for a background check can be tricky because there are companies that require this. However, you shouldn’t hesitate to contact the company directly and confirm they are requesting a background check and are actively working with the recruiter. By the time you get to this stage, the hiring company is already aware of who you are. They’ll be happy to confirm the need for a background check, as well as verify the recruiter. The key to stopping scams like these are keeping a level head, doing a gut check, and having the confidence to verify requests and offers. If you push a scammer too hard to verify details, they’ll fold and “revoke” the offer. But legitimate recruiters and job seekers will have no problem proving themselves to you in a way that leaves no room for suspicion. What to do if you’ve been scammed If you fall prey to any of these scams, there are a few steps you’ll want to take. Check and monitor your credit: First, keep a close eye on your financial accounts for fraudulent activity and set up credit monitoring to ensure no one uses your personal information. (Consider a credit freeze, which prevents new credit from being issued without your direct permission.) Report the scam: Report the incident to the website where the job was posted, as well as the company being spoofed. And report the incident to your local FBI field office or the Internet Crime Complaint Center. If you act quickly enough, you might be able to prevent the scammers from taking advantage of the information they obtained. Move forward: Besides costing Ramos money to ship out packages, getting involved in a hiring scam affected him psychologically. “It makes me feel like I cannot really trust [anybody] anymore,” he says. He’s still looking for work, but more cautiously. But to find a new job, Ramos has had to bounce back: “You’ve just got to pick up the pieces and move on.” Coming forward as a victim, Nofziger and Planos agree, is one of the best ways to stop scammers, because it helps others identify red flags. But the shame of falling for an employment scam can keep victims quiet. Job hunting is stressful enough, but when the job you’re hoping for turns out to be a scam, the sense of embarrassment and loss compounds things. For employers, employment scams can create reputation and compliance problems, since criminals will leverage established brands for legitimacy. Chris Morris, Jessica Klein, Steve Ragan, and Lydia Dishman also contributed writing, reporting, and/or advice to this article and a previous version. View the full article

Contracts specify the terms of the agreement between an employer and a contractor for the execution of a construction project. Because these agreements are so diverse, there are many different types of construction contracts, each with its own benefits. One of these is called a cost-plus contract. What Is a Cost-Plus Contract? A cost-plus contract is a construction agreement between an owner and a contractor, in which the project owner reimburses the contractor for all incurred costs and pays an additional fee, which corresponds to the profit the contractor makes for executing the project. This means the owner is not agreeing to a set budget for things like materials and labor, but rather, agreeing to pay whatever it takes to get the job done. Additionally, the contractor is guaranteed a set profit in the form of a flat fee or a percentage. To execute a cost-plus contract project successfully you’ll need a robust project management software like ProjectManager. With ProjectManager you can create project schedules, allocate resources, track costs and monitor progress in real time. Using its project management features you can keep projects and track and ensure they’re delivered on time and on budget. Get started for free today. /wp-content/uploads/2023/04/event-plan-gantt-chart-light-mode-CTA-1600x787.jpgExecute your cost-plus contracts with powerful construction scheduling software. Learn more! At first, this can sound like a precarious contract administration situation for both parties. Employers are trusting contractors to use good judgment and contractors are trusting employers to reimburse them. Despite this, there are many situations in which a cost-plus contract is the best fit. Construction projects, for one, largely use them because owners are hiring experts to build something outside of their capabilities. When to Use a Cost-Plus Contract There are various types of construction contracts, such as fixed-price contracts, cost-reimbursement contracts and time and materials contracts, among others. Each of these types of contracts has benefits and disadvantages depending on the particular characteristics of a construction project, so it’s important to understand when it’s best to use a cost-plus contract. Here are some of the scenarios in which a cost-plus contract is ideal for both the project owner and general contractor: Cost-plus contracts are the best choice when quality is more important for the project owner than time spent or costs. Ideal for complex projects where the project scope is uncertain or likely to change over time. Best for owners that wish to track project costs such as labor, materials, equipment or any other resources. This detailed cost-tracking information can be used for later projects. Perfect for high-risk projects where contractors don’t want to risk their profitability with a fixed-price contract. What Should Be Included in a Cost-Plus Contract? A cost-plus outlines how both direct and indirect costs will be covered and how they will be reimbursed to the contractor. But these costs only make up a portion of the agreement. This type of contract also includes an additional, predetermined amount to be paid to the contractor on top of expenses. This additional amount can be a flat fee, a fixed rate (determined by the cost of labor, supplies, etc.) or a combination of the two. For example, a contractor may stipulate that the employer pays them a percentage of labor costs, on top of being compensated for the cost of labor itself. Parties Involved Identifies the client and contractor, establishing their roles in the construction project. Clear identification helps define responsibilities and ensures accountability. It also establishes the foundation for communication, compliance and legal enforcement throughout the agreement. Project Description Summarizes the construction project, detailing objectives, location and general scope. This overview aligns expectations between the parties and provides context for cost tracking and performance evaluation. As a result, all parties understand the project’s intent. Scope of Work Outlines specific construction tasks, deliverables and exclusions. It prevents misunderstandings by defining what is included in the project and what is not. In return, the scope of work allows for accurate cost allocation and helps the contractor and client stay on the same page. Cost Reimbursement Terms Details how construction costs are categorized and reimbursed, such as direct costs for materials and labor, indirect costs for overhead and contractor fees. Transparency in cost reimbursement ensures mutual trust and avoids disputes. Payment Terms Specifies how and when payments will be made for construction costs, including invoice submission, approval processes and payment schedules. It maintains cash flow for the contractor and ensures the client stays informed about expenditures. Cost Limits Establishes a maximum budget or not-to-exceed clause to control project spending. It provides flexibility while safeguarding the client from unanticipated expenses, requiring approval for significant cost changes. Documentation Requirements Lists records contractors must provide, such as receipts, invoices, and time logs. These documents ensure costs are legitimate and align with the contract, providing transparency and accountability in project finances. Change Order Process Defines how scope changes or unforeseen construction adjustments are managed. This ensures costs and timelines are updated formally which helps prevent delays or disputes over unauthorized changes. Termination Clause Sets the terms for ending the contract, including reasons like non-performance or unforeseen project issues. When there are clear termination terms, it protects both parties by minimizing financial and legal risks. Dispute Resolution These include methods like arbitration or mediation for resolving conflicts. Addressing potential disputes constructively minimizes delays and costly legal battles to ensure the project is completed smoothly. Insurance and Liability Specifies required insurance coverage and liability allocation to protect both client and contractor. Proper insurance mitigates risks related to accidents, damages or unforeseen events during construction. Governing Law Identifies the legal jurisdiction for resolving disputes and interpreting the contract. Establishing governing law ensures clarity in enforcement and adherence to local regulations throughout the construction project. Cost-plus contracts are most successful when they’re specific, and there’s no such thing as too much detail. The most well-written contracts also outline things like how expenses should be documented by contractors and how any disagreements between the contractor and employer should be handled. These details — even if they’re ultimately not needed — can save the project. /wp-content/uploads/2021/05/cost-plus-contract-example.png Get your free Cost Plus Contract Example Use this free Cost Plus Contract Example for Word to manage your projects better. Download Word File Cost-Plus Contract Example To better illustrate what a cost-plus contract should look like, here’s a cost-plus contract example you can download for free. It contains the elements that we’ve outlined above. Imagine a scenario where an individual needs to hire a contractor to build a custom single-family home. In this case, the general contractor can execute all of the scope of work without needing to hire any subcontractors. /wp-content/uploads/2021/05/cost-plus-contract-example.png Types of Cost-Plus Contracts A cost-plus contract covers the costs of materials, labor, equipment, etc. plus a base fee or a percentage of overall costs. But how are these additional fees and rates determined? Here are four of the most common methods: Cost-Plus Incentive Fee A cost-plus incentive fee variation includes an incentive fee awarded to the contractor for a job well done. The specific terms of this incentive should be clearly stated in the contract. Cost-Plus Award Fee A cost-plus award fee variation includes built-in fees specifically stated in the contract. Unlike a cost-plus incentive fee contract, these fees are awarded for meeting specific criteria or deadlines. These fees can also be charged to contractors or deducted from their earnings. Cost-Plus Fixed Rate Cost-plus contracts cover both direct and indirect costs. One of these direct costs is labor. A cost-plus fixed-rate fee sets a fixed rate for the labor. This variation is often seen when contractors are hired for a very specialized task and can accurately estimate labor costs. Cost-Plus Fixed Fee A cost-plus fixed-fee variation also accounts for direct and indirect costs, but it also includes a flat fee that is determined before the contract is finalized. Advantages of a Cost-Plus Contract Cost-plus contracts are a favorite among contractors, but they’re just as beneficial to employers, as well. The old saying is true: no risk, no reward. And the rewards of using one can be great. They shift the focus from quantity to quality: Because contractors are not confined to a set budget with a cost-plus contract, they’re much less likely to cut corners in order to get the work done. Contractors know their expenses will be covered and are far more likely to choose the best materials and people for the job. They mean expenses go down with prices: While a cost-plus contract might seem like a big risk (employers agreeing to cover all expenses) this agreement ensures that employers will be charged fairly. If the price of a certain material goes down, they will pay the new lower amount. Pricing changes all the time, and this way there’s no risk of paying more than something is worth. They are more flexible than other types of contracts: Because cost-plus contracts mean employers are committing to paying contractors for direct and indirect expenses, contractors have more freedom to hire experts, choose the best materials and take enough time to get the work done right. This is especially important in construction projects, where cutting corners can harm the longevity of the finished product. Disadvantages of a Cost-Plus Contract For as many advantages as there are to using a cost-plus contract, there are a few disadvantages. When we’re aware of these “danger zones” they’re easier to avoid. They require a high level of trust: Cost-plus contracts require a large degree of trust from both the employer and the contractor. Employers are trusting contractors to make smart spending decisions and choose fairly priced options. On the other side of the coin, contractors are trusting employers to reimburse them for these expenses. Cost-plus contracts are a popular option when employers and contractors have a positive history together and/or the contractor has worked successfully with other employers under this type of contract. They make budget estimates difficult: Cost-plus contracts are best suited for projects with flexible budgets. As you can imagine, the cost of supplies and materials is constantly fluctuating. This means contractors might have to pay more for something than they initially anticipated in order to do the job well. This isn’t to say projects cannot have any type of budget, but there should be some “wiggle room”. They require thorough documentation: Without the proper documentation of costs and expenses, it’s impossible for employers to reimburse contractors accurately. This can create distrust and conflicts down the road, not to mention confusion. If records are kept and organized correctly, this isn’t a problem, but it is a common pitfall to be aware of. How ProjectManager Helps With Cost-Plus Contracts ProjectManager is award-winning software that allows you to keep all your important project documents in one location with unlimited file storage. This includes your cost-plus contract. Odds are, you’ll want to refer back to this document at some point, and you need to know exactly where to find it. /wp-content/uploads/2022/03/Files-Page_Wide_Zoom-175.jpg With ProjectManager, core documents like these live in the same place as your Gantt chart, along with other powerful features used to manage projects. This means no more jumping back and forth between pdfs. and your project management software. /wp-content/uploads/2022/03/Gantt_Manufacturing_Wide_Zoom-150_Task-Info.jpg If you need to point out certain details of the contract to team members, simply tag them in a comment and keep the conversation going. No more emailing documents back and forth and retracing your steps through messy email chains. Now, your discussions about documents like contracts are attached to the documents themselves. /wp-content/uploads/2022/03/Gantt_Wide_Zoom-175_Comments-and-Collaboration.jpg ProjectManager is a cloud-based project management software that organizes tasks, teams and projects for greater productivity. Plan, monitor and report on your construction project while giving your crew the collaborative tools they need to work better together whether on the job or off-site. Join the tens of thousands of teams already using our software to boost efficiencies and take this free 30-day trial today. The post Cost-Plus Contract In Construction: A Quick Guide appeared first on ProjectManager. View the full article

It's officially tax season. After filing your 2024 federal tax return—ideally for free—you're probably eager to get some money back. The IRS expects more than 140 million individual tax returns for tax year 2024 to be filed ahead of the Tuesday, April 15 federal deadline. Luckily, the IRS makes it easy to check the status of your refund online. Here's everything you need to know to track your 2024 federal tax refund. Wait at least 24 hours after filing The IRS needs time to process your tax return, so you'll have to be patient before checking your refund status. If you e-filed, you can check as soon as 24 hours after the IRS received your tax return. For paper returns, you'll need to wait at least four weeks before checking. Have your information readyTo check your refund status, you'll need to provide your Social Security number or Individual Taxpayer Identification Number (ITIN), filing status (single, married filing jointly, etc.), and the exact refund amount you're expecting. Use the IRS2Go App or IRS.gov website The IRS offers a mobile app called IRS2Go and an online refund tracking tool. Both allow you to check the status of your federal tax refund. On the IRS2Go app, you'll tap "Refund Status" and enter your information. On the irs.gov/refunds page, click "Check My Refund Status." Understand the refund status meaningThe IRS provides a refund status that explains where your refund is in the process: Return Received: The return is being processed. Refund Approved: The refund has been approved and is in the queue for payment. Refund Sent: The refund payment has been sent. Also check for a refund date if your refund was approved to get the expected deposit or mailing date. Be patient for your refund Most tax refunds are issued by the IRS within 21 days. However, the IRS says refund times can vary depending on volume. Requesting your refund by direct deposit is faster than waiting for a paper check. What if it’s been longer than 21 days?Don’t file a second tax return. If it’s been more than 21 days since e-filing, the IRS recommends you call them. The “Where’s My Refund?” tracker will also prompt you to call the IRS if need be. Unfortunately, calling the IRS isn’t always a breezy, reliable solution. Once you build the resolve to call the IRS, here’s our guide to increase your odds of getting to a real human on the other end of the line. View the full article

… and three tips to make it easier. By Frank Stitely The Relentless CPA Go PRO for members-only access to more Frank Stitely. View the full article

… and three tips to make it easier. By Frank Stitely The Relentless CPA Go PRO for members-only access to more Frank Stitely. View the full article

If you’ve ever been in the middle of some work only to have an app crash, you know the pain and panic of a failing IT service. If that app is back up and running in just a few minutes, it’s thanks to an effective incident management process. Whether you’re a project manager working with an organization’s IT team, a member of the IT team brushing up on the basics, or a customer service agent wanting to elevate your skills, knowledge of incident management will help you succeed. In this post, you’ll discover: A clear definition of incident management — and why it’s important A high-level overview of the incident management process Helpful tips and best practices for incident management What is incident management? When you first hear the term “incident management,” you may conjure up ideas of HR departments and conflict resolution. While conflict resolution is definitely part of it, incident management is actually focused on IT or development operations. The concept of incident management lives within the ITIL (Information Technology Infrastructure Library) — a set of standards and practices for IT service management (ITSM). At its very core, incident management is a process used by an organization’s IT operations or DevOps teams to remedy a disruption in service with as little impact on the business and users as possible. The “incident,” in this context, is an unplanned event or service interruption. This could be something like a web submission form malfunction, an online checkout service crash, or a number of customers experiencing issues with your business’ software. Why incident management is important When incident management processes are established, IT teams are able to quickly and efficiently address issues that arise, reducing the impact on other areas of the business and on your customers. The incident management process also accounts for the collection of data (ie. what went wrong, why, how it was fixed, etc.). Without this, your organization will have a harder time resolving current and future issues. An incident management system saves your team from having to create an ad hoc response to every IT issue, wasting valuable time and resources in the process. It also keeps users happy, by speeding up response and resolution times. According to a study by Gartner, system issues and unexpected downtime can cost businesses about $300,000 per hour. Not only could you lose revenue, but you could even be held liable for breach of service level agreements. So while it might cost your organization time and resources to set up an incident management process in advance, the long-lasting benefits are more than worth it. The incident management process While every organization is different, there are some key elements that every incident management process should cover. Before the incident Preparation is key. Before an incident actually occurs, you’ll first want to ensure your management process is established and onboarded. Do a few practice drills and tests to make sure your team knows what to do in the case of different types of issues. You’ll also want to make sure you have a dedicated team monitoring any possible incidents before, during, and after they arise. Your help desk team will be receiving incident reports from users, while other members of the DevOps and IT teams will be collecting data and monitoring other aspects of your system’s health. With numerous sets of eyes keeping watch, you have a better chance at catching incidents and limiting any possible downtime. During and after the incident When an incident arises, it’s important to follow these general steps to ensure a quick and successful resolution. Incident identification and logging: This is the first step of any incident management process. Here, the end user or a help desk agent will identify the incident and collect data regarding the issue using standard reports, solution analyses, or manual identification. Classification and categorization: After the incident has been identified and the data has been collected, it needs to be categorized so it can be quickly found by future agents. This also allows for prioritizing response resources as needed, and will save valuable time in the future. Notification and escalation: After the incident is categorized, there may be a need for escalation. While smaller incidents might not require a widespread internal or external announcement, larger incidents will most likely call for escalation to more senior team members, as well as an official alert to customers. Investigation and diagnosis: At this stage, your IT team will analyze the incident and work to find a root cause of the issue. This might involve pulling in other teams for a more thorough investigation and troubleshooting process. Incident response: Once the issue is investigated and diagnosed, resolution and recovery can take place. This is where the root causes and any future threats are addressed, and the systems involved in the incident are restored to a fully functioning level. Teams will also want to ensure that everything has been done to prevent a recurring or similar incident in the future. Incident closure: Now that the issue is resolved, it’s time to officially close the incident. This is where a report or official closure notice is sent, or where you close user help desk tickets. On your team’s side, closure also involves reflecting on the steps taken to resolve the issue, identifying any opportunities to improve for future incidents, and emphasizing the preventative measures established in the previous step. 5 examples of incident management tools Like any other process, incident management can be improved by using the right tools. Here are the primary tool categories you’ll want to add to your stack. Incident tracking tools These tools allow organizations to automate incident identification, meaning they won’t need to rely on employees manually spotting and reporting incidents. They’ll also allow you to track your progress as you work on resolving these incidents. Chat tools While it’s entirely possible to communicate via email or in-person meetings when resolving an incident, it’s nowhere near as efficient as using a chat tool like Slack or Microsoft Teams. These tools allow you to set up dedicated channels for incident management, link to important documents, and more. Alert systems Depending on the kinds of incidents you need to track, various alert systems can allow you to get automated reports on incidents as they occur. A company with a software product, for example, might use alert systems that trigger when servers go down or website pages stop working properly. Documentation tools Like any other process, incident management depends on rigorous documentation. You need to document incidents as they happen, document your response, and draft new processes when encountering new major incidents. Status pages These are especially relevant for organizations with software products and services but can be used by any organization. Status pages let customers know when an incident is affecting the product or service they pay for, and when they can expect that incident to be resolved. Tips and best practices for incident management While the key steps in the incident management process are generally the same between organizations, there are ways to improve and streamline the experience for all involved. Here are some best practices and tips to keep your incident management system as efficient as possible: Establish a communications strategy When it comes to resolving incidents, timelines are rushed and tensions are high. A strong communications strategy can ensure that in these often stressful moments, there is no confusion or misunderstandings. Your communications strategy should outline what channels and methods of communications they should use in updating and resolving incidents, and guidelines for external versus internal communication. A clear and grounded communications strategy also helps keep a documented record of valuable information and data for future use. Assign clear roles and responsibilities When an incident occurs, it’s important that everyone knows exactly what they’re supposed to be doing and when. That’s why most organizations name a specific incident manager who’ll be the authority on what needs to happen to resolve any major incidents. When a team is rushing to resolve a sitewide system error, you don’t want to be held up by waiting for approval or trying to figure out who is meant to sign off on something before it is implemented. Ensure your organization has an airtight understanding of roles and responsibilities before an incident occurs. Automate where you can In order to keep the process running as smoothly as possible, try to automate as many elements as you can. Email notifications, closure reports, and many other aspects of your incident management process can be automated or integrated with AI to free up time and resources amongst your team members. For example, if your web engineers use Jira to manage their work, you can set up a communication system between Zendesk and Jira. This way, when a help desk ticket is created through Zendesk, a bot automatically creates a ticket in Jira. You can also use AI tools like online chatbots populated with answers to provide users and customers with a self-serve option when troubleshooting minor incidents, saving your customer service team time and effort as well. Make accessibility a priority Incident management is useless if those involved are unable to make full use of your process. Make sure that your help desk and contact page are easily accessible for your end users, and provide multiple options for contact. Some people have easy access to a phone, while others find email or a mobile app to be a much easier way of communicating incidents. Ensure any tools or processes you’ve established are easy for those within your organization to follow. Set up time for your team to onboard new software or management platforms to make sure everyone understands exactly how to use these tools most efficiently. Website outages, security issues, and other tech problems can be detrimental to your business — and your customers. While you can’t always prevent every possible incident, having an incident management process in place can help you reduce the impact these problems have on everyone involved. FAQ: Incident management What is incident management? Incident management is a process through which organizations identify, categorize, and resolve issues before they can impact their operations. What qualifies as an incident can vary, from a difficult separation with an ex-employee to a security breach. What are the five stages of the incident management life cycle? While the incident management life cycle might be a bit different depending on the organization or team that uses it, it will generally follow these five stages: Incident identification and logging: The first step in managing incidents is identifying them. This might be done with automated tools, though in some cases an employee might be the one to spot the impact of an incident. Incident categorization: Incidents need categorization for future analysis and to be matched to the proper resolution. This gives you a database that’ll inform incident response in the future. Incident prioritization: Not all incidents require the same response. Some are critical, with wide-ranging impacts throughout your organization, and need a resolution as soon as possible. Others, while still needing a response, can be managed during business hours. Incident response: At this stage, you’re performing the actual actions aimed at resolving the incident. In many cases, you’ll follow a pre-established process, though occasionally you’ll need to figure it out as you go. Incident closure: After you’ve put your plan into action, it’s time to finalize your response. That might mean documenting a new incident, improving existing processes, or communicating the impacts of an incident with other teams. What are the essential components of incident management? Managing major incidents depends on the following essential components: An incident manager: This person is responsible for handling the response to an incident, keeping processes up to date, and promoting improvement of the organization’s incident management endeavors. An incident management process: Having a defined process in place for resolving incidents leads to more successful resolution and less significant impacts on day-to-day operations. The right tools: You don’t necessarily need the most advanced tools to manage even high-priority incidents, but do need the right tools. That includes some way to document processes and incidents, a way to communicate when resolving incidents, and tools for spotting an incident before it gets worse. A dedicated communication channel: Whether your organization communicates primarily through meetings, email, or chat apps, you need a dedicated channel for bringing together your incident response team. This centralizes essential communication and prevents distractions. Regular review: Like any other process, incident management needs regular review to ensure it’s performing as intended. View the full article

You don’t need all the answers, but you do need to ask the right questions. The Disruptors With Liz Farr Go PRO for members-only access to more Liz Farr. View the full article