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Central bank rejects role in European Commission proposal that uses frozen Russian assetsView the full article

The government’s muddled thinking on the economy is causing it to haemorrhage support on all sidesView the full article

The gym-to-coffee shop womenswear brand from Manchester needs to stretch carefully View the full article

Public and private-sector funds concerned over market’s growing concentration in a small number of tech stocksView the full article

The biopharma industry is booming following record investment and improved supply chainsView the full article

A year abroad doesn’t have to be a vague dream or a financial mystery. The calculator below lets you design a 12-month route through up to twelve countries, then estimates what that experimental year would actually cost—using country-level cost-of-living data, long-haul flights, regional moves, insurance, and a small monthly buffer. Adjust the route, tweak the ... Read moreView the full article

When it pertains to video marketing, comprehending the fundamental principles can make a significant difference in your success. Setting clear objectives is essential, as it directs your strategy and measures progress. Choosing the right social media platforms based on your target audience’s demographics is equally important. Engaging content that aligns with the buyer’s path captures attention effectively. By implementing these strategies, you can improve your video marketing efforts and achieve better results. What comes next might surprise you. Key Takeaways Set specific, measurable goals aligned with the buyer’s journey to track performance and adjust strategies effectively. Choose the right social media platforms based on audience demographics to maximize engagement and reach. Create engaging content that resonates emotionally, utilizing storytelling and relatable scenarios to connect with viewers. Regularly analyze performance metrics and audience feedback to refine your video marketing strategies for better results. Experiment with diverse video formats and styles to keep content fresh and maintain viewer interest across platforms. Set Clear Objectives for Video Marketing When you set clear objectives for your video marketing efforts, you lay the groundwork for a focused and effective strategy. Start by establishing specific, measurable goals, such as increasing brand awareness by 30% within six months or generating 500 new leads from your video content. Align these objectives with the stages of the buyer’s progression, ensuring each video serves a distinct purpose, whether it’s to create awareness, generate demand, or drive conversions. Utilize key performance indicators (KPIs) like view counts, engagement rates, and conversion rates to track your video marketing strategy’s effectiveness. Regularly review and adjust your goals based on performance insights, allowing for a targeted approach that improves content relevance and audience engagement, ultimately leading to positive returns on investment. Choose the Right Social Media Platforms Choosing the right social media platforms for your video marketing strategy is crucial for reaching your target audience effectively. Different platforms cater to various demographics, so comprehension of where your audience spends their time is key. For instance, Instagram is popular among 67% of Gen Z and Millennials, whereas 74% of Gen X and Baby Boomers prefer Facebook. YouTube stands out as the most popular platform for video content, appealing to all age groups, and 87% of YouTube shoppers feel they can make quicker purchasing decisions. TikTok, even though underutilized, can be effective for short-form content, as 66% of video marketers report success there. Tailoring your video marketing for business to these platforms can greatly improve engagement and drive conversions. Align Video Content With the Buyer’S Journey Aligning your video content with the buyer’s path is essential for maximizing engagement and driving conversions. Your video content strategy should reflect the different stages of the buyer’s progression. In the awareness stage, create engaging educational videos to capture attention; 83% of consumers want to see more from brands. For the consideration phase, utilize tutorials and relatable scenarios to showcase product benefits, as 84% of individuals are influenced by brand videos when making purchase decisions. Finally, during the decision stage, leverage customer testimonials to build trust and drive conversions, as 93% of video marketers report positive ROI. Create Engaging and Relatable Content Creating engaging and relatable content is fundamental for capturing your audience’s attention and driving meaningful interactions. Effective video content marketing combines storytelling with emotional resonance. By incorporating relatable scenarios, you can improve viewer connections, as 84% of individuals are influenced to purchase by brand videos. Moreover, using user-generated content builds authenticity and community, with 93% of brands acquiring new customers via social media videos. Short, impactful videos customized for platforms like TikTok and Instagram can boost engagement. Video Type Benefits Ideal Platform Explainer Videos Educate and inform YouTube User-Generated Content Builds community and trust Instagram, TikTok Emotional Storytelling Increases viewer retention Facebook Short Clips Captures quick attention TikTok Tutorials Guides product usage YouTube Plan and Streamline Content Production To effectively plan and streamline your content production, it’s vital to establish a clear production plan that outlines timelines, roles, and responsibilities. This approach guarantees a smooth workflow and maximizes resource efficiency. Evaluate your production options, weighing the benefits of in-house teams against hiring external agencies for high-quality video content creation. Implement scheduling tools like Sprout Social to automate video publishing, which helps maintain consistent content delivery across platforms. Furthermore, consider repurposing footage from a single filming session into multiple videos to extend your content’s reach. Finally, incorporate feedback loops in the production process to refine scripts and visuals, aligning them closely with audience preferences and your brand messaging. These are important video marketing tips for effective content production. Promote and Schedule Videos Strategically Promoting and scheduling your videos strategically is crucial for maximizing their reach and engagement. Utilize management platforms like Sprout Social to schedule video publishing consistently, ensuring your content reaches audiences across various time zones. Repurposing a single video across different networks can extend its reach, reinforcing your messaging without extra production costs. To boost visibility, promote your videos multiple times on platforms like X (formerly Twitter), as audiences may miss initial postings. Moreover, one filming session can yield multiple videos, allowing for a diverse content strategy as you optimize your resources. Finally, analyze video performance using metrics like view counts and engagement rates to refine your video marketing techniques and adapt your scheduling and promotional strategies based on audience preferences. Analyze Performance and Adapt Strategies To maximize the impact of your video marketing, it’s essential to regularly review engagement metrics, such as views and conversion rates. By analyzing this data, you can adjust your content strategies to better align with audience preferences and improve overall effectiveness. Furthermore, experimenting with different video formats can reveal what resonates most with your viewers, enabling you to refine your approach continuously. Review Engagement Metrics Engagement metrics serve as a critical compass for evaluating the effectiveness of your video marketing efforts. Regularly tracking metrics like views, likes, shares, and comments helps you gauge audience interest and make informed decisions. Analyzing watch time reveals viewer retention, whereas monitoring conversion rates shows how effectively videos drive actions like sign-ups or purchases. Metric Importance Views Indicates overall reach Watch Time Shows viewer retention and engagement Likes/Shares/Comments Measures audience interaction Conversion Rates Assesses ROI and effectiveness Utilizing platform-specific analytics tools reveals valuable trends and demographics, guiding adjustments for future content strategies. Continuously adapting based on these insights keeps your video marketing digital efforts relevant and resonant with your target audiences. Adjust Content Strategies Analyzing performance metrics is key to refining your video marketing strategies. Regularly reviewing these metrics helps you adjust content strategies effectively and guarantees your videos resonate with your audience. Focus on the following aspects to improve your approach: Track views, engagement rates, and conversion rates. Utilize A/B testing for different formats and messaging. Gather audience feedback through comments and surveys. Monitor emerging trends in viewer behavior. Compare performance across platforms for customized strategies. Experiment With Formats Experimenting with different video formats is essential for optimizing your video marketing strategy, as varying content styles can greatly impact viewer engagement and retention. When creating a video marketing plan, consider incorporating explainer videos, testimonials, and behind-the-scenes content to diversify your approach. A/B testing allows you to analyze performance metrics like watch time and engagement rates, helping you identify which formats resonate best with your audience. Platforms like YouTube and TikTok offer unique features for both short-form and long-form videos, so adapt your content accordingly. Regularly monitor audience feedback and analytics to refine your strategies, as 93% of video marketers report positive ROI when they adjust formats based on performance data. This adaptability improves brand visibility and engagement. Frequently Asked Questions What Are the Keys to Using Video Marketing Successfully? To use video marketing successfully, start by setting clear goals aligned with your brand objectives. Tailor content for different stages of the buyer’s progression, such as awareness, consideration, and decision. Utilize various social media platforms to reach your target audience effectively. Regularly analyze video performance metrics to refine your strategy over time, ensuring continuous improvement. Finally, engage viewers with compelling stories while maintaining a consistent brand voice across all video content. What Are the 7 Steps of Content Marketing? To effectively implement content marketing, follow these seven steps: First, define your goals to align with business outcomes. Next, understand your target audience through demographic research and buyer personas. Conduct a content audit to assess existing materials. Then, develop a content strategy outlining content types and distribution channels. Create high-quality, valuable content. Promote it across various platforms for visibility. Finally, analyze performance metrics to measure effectiveness and adapt strategies as needed. What Is the #1 Rule of Marketing? The #1 rule of marketing is knowing your audience. Comprehending their demographics, interests, and pain points is essential for creating relevant content. What Are the 7 Steps of Marketing Strategy? To develop a marketing strategy, start by defining clear goals that align with your business objectives. Next, understand your target audience by creating detailed buyer personas. Conduct thorough market research to gather insights on competitors and trends. Then, develop the marketing mix, addressing product, price, place, and promotion. Create a budget, implement your plan, and regularly evaluate performance through metrics to refine and optimize future strategies. Each step builds a solid foundation for success. Conclusion In conclusion, implementing these seven crucial video marketing tips can greatly improve your campaign’s effectiveness. By setting clear objectives, selecting appropriate platforms, and aligning content with the buyer’s path, you boost viewer engagement. Creating relatable content, streamlining production, and strategically promoting videos further fortify your efforts. Finally, regularly analyzing performance allows you to adapt and refine your strategies, ensuring continued success. Following these guidelines will help you achieve your marketing goals and build a stronger connection with your audience. Image via Google Gemini This article, "7 Essential Video Marketing Tips for Success" was first published on Small Business Trends View the full article

When it pertains to video marketing, comprehending the fundamental principles can make a significant difference in your success. Setting clear objectives is essential, as it directs your strategy and measures progress. Choosing the right social media platforms based on your target audience’s demographics is equally important. Engaging content that aligns with the buyer’s path captures attention effectively. By implementing these strategies, you can improve your video marketing efforts and achieve better results. What comes next might surprise you. Key Takeaways Set specific, measurable goals aligned with the buyer’s journey to track performance and adjust strategies effectively. Choose the right social media platforms based on audience demographics to maximize engagement and reach. Create engaging content that resonates emotionally, utilizing storytelling and relatable scenarios to connect with viewers. Regularly analyze performance metrics and audience feedback to refine your video marketing strategies for better results. Experiment with diverse video formats and styles to keep content fresh and maintain viewer interest across platforms. Set Clear Objectives for Video Marketing When you set clear objectives for your video marketing efforts, you lay the groundwork for a focused and effective strategy. Start by establishing specific, measurable goals, such as increasing brand awareness by 30% within six months or generating 500 new leads from your video content. Align these objectives with the stages of the buyer’s progression, ensuring each video serves a distinct purpose, whether it’s to create awareness, generate demand, or drive conversions. Utilize key performance indicators (KPIs) like view counts, engagement rates, and conversion rates to track your video marketing strategy’s effectiveness. Regularly review and adjust your goals based on performance insights, allowing for a targeted approach that improves content relevance and audience engagement, ultimately leading to positive returns on investment. Choose the Right Social Media Platforms Choosing the right social media platforms for your video marketing strategy is crucial for reaching your target audience effectively. Different platforms cater to various demographics, so comprehension of where your audience spends their time is key. For instance, Instagram is popular among 67% of Gen Z and Millennials, whereas 74% of Gen X and Baby Boomers prefer Facebook. YouTube stands out as the most popular platform for video content, appealing to all age groups, and 87% of YouTube shoppers feel they can make quicker purchasing decisions. TikTok, even though underutilized, can be effective for short-form content, as 66% of video marketers report success there. Tailoring your video marketing for business to these platforms can greatly improve engagement and drive conversions. Align Video Content With the Buyer’S Journey Aligning your video content with the buyer’s path is essential for maximizing engagement and driving conversions. Your video content strategy should reflect the different stages of the buyer’s progression. In the awareness stage, create engaging educational videos to capture attention; 83% of consumers want to see more from brands. For the consideration phase, utilize tutorials and relatable scenarios to showcase product benefits, as 84% of individuals are influenced by brand videos when making purchase decisions. Finally, during the decision stage, leverage customer testimonials to build trust and drive conversions, as 93% of video marketers report positive ROI. Create Engaging and Relatable Content Creating engaging and relatable content is fundamental for capturing your audience’s attention and driving meaningful interactions. Effective video content marketing combines storytelling with emotional resonance. By incorporating relatable scenarios, you can improve viewer connections, as 84% of individuals are influenced to purchase by brand videos. Moreover, using user-generated content builds authenticity and community, with 93% of brands acquiring new customers via social media videos. Short, impactful videos customized for platforms like TikTok and Instagram can boost engagement. Video Type Benefits Ideal Platform Explainer Videos Educate and inform YouTube User-Generated Content Builds community and trust Instagram, TikTok Emotional Storytelling Increases viewer retention Facebook Short Clips Captures quick attention TikTok Tutorials Guides product usage YouTube Plan and Streamline Content Production To effectively plan and streamline your content production, it’s vital to establish a clear production plan that outlines timelines, roles, and responsibilities. This approach guarantees a smooth workflow and maximizes resource efficiency. Evaluate your production options, weighing the benefits of in-house teams against hiring external agencies for high-quality video content creation. Implement scheduling tools like Sprout Social to automate video publishing, which helps maintain consistent content delivery across platforms. Furthermore, consider repurposing footage from a single filming session into multiple videos to extend your content’s reach. Finally, incorporate feedback loops in the production process to refine scripts and visuals, aligning them closely with audience preferences and your brand messaging. These are important video marketing tips for effective content production. Promote and Schedule Videos Strategically Promoting and scheduling your videos strategically is crucial for maximizing their reach and engagement. Utilize management platforms like Sprout Social to schedule video publishing consistently, ensuring your content reaches audiences across various time zones. Repurposing a single video across different networks can extend its reach, reinforcing your messaging without extra production costs. To boost visibility, promote your videos multiple times on platforms like X (formerly Twitter), as audiences may miss initial postings. Moreover, one filming session can yield multiple videos, allowing for a diverse content strategy as you optimize your resources. Finally, analyze video performance using metrics like view counts and engagement rates to refine your video marketing techniques and adapt your scheduling and promotional strategies based on audience preferences. Analyze Performance and Adapt Strategies To maximize the impact of your video marketing, it’s essential to regularly review engagement metrics, such as views and conversion rates. By analyzing this data, you can adjust your content strategies to better align with audience preferences and improve overall effectiveness. Furthermore, experimenting with different video formats can reveal what resonates most with your viewers, enabling you to refine your approach continuously. Review Engagement Metrics Engagement metrics serve as a critical compass for evaluating the effectiveness of your video marketing efforts. Regularly tracking metrics like views, likes, shares, and comments helps you gauge audience interest and make informed decisions. Analyzing watch time reveals viewer retention, whereas monitoring conversion rates shows how effectively videos drive actions like sign-ups or purchases. Metric Importance Views Indicates overall reach Watch Time Shows viewer retention and engagement Likes/Shares/Comments Measures audience interaction Conversion Rates Assesses ROI and effectiveness Utilizing platform-specific analytics tools reveals valuable trends and demographics, guiding adjustments for future content strategies. Continuously adapting based on these insights keeps your video marketing digital efforts relevant and resonant with your target audiences. Adjust Content Strategies Analyzing performance metrics is key to refining your video marketing strategies. Regularly reviewing these metrics helps you adjust content strategies effectively and guarantees your videos resonate with your audience. Focus on the following aspects to improve your approach: Track views, engagement rates, and conversion rates. Utilize A/B testing for different formats and messaging. Gather audience feedback through comments and surveys. Monitor emerging trends in viewer behavior. Compare performance across platforms for customized strategies. Experiment With Formats Experimenting with different video formats is essential for optimizing your video marketing strategy, as varying content styles can greatly impact viewer engagement and retention. When creating a video marketing plan, consider incorporating explainer videos, testimonials, and behind-the-scenes content to diversify your approach. A/B testing allows you to analyze performance metrics like watch time and engagement rates, helping you identify which formats resonate best with your audience. Platforms like YouTube and TikTok offer unique features for both short-form and long-form videos, so adapt your content accordingly. Regularly monitor audience feedback and analytics to refine your strategies, as 93% of video marketers report positive ROI when they adjust formats based on performance data. This adaptability improves brand visibility and engagement. Frequently Asked Questions What Are the Keys to Using Video Marketing Successfully? To use video marketing successfully, start by setting clear goals aligned with your brand objectives. Tailor content for different stages of the buyer’s progression, such as awareness, consideration, and decision. Utilize various social media platforms to reach your target audience effectively. Regularly analyze video performance metrics to refine your strategy over time, ensuring continuous improvement. Finally, engage viewers with compelling stories while maintaining a consistent brand voice across all video content. What Are the 7 Steps of Content Marketing? To effectively implement content marketing, follow these seven steps: First, define your goals to align with business outcomes. Next, understand your target audience through demographic research and buyer personas. Conduct a content audit to assess existing materials. Then, develop a content strategy outlining content types and distribution channels. Create high-quality, valuable content. Promote it across various platforms for visibility. Finally, analyze performance metrics to measure effectiveness and adapt strategies as needed. What Is the #1 Rule of Marketing? The #1 rule of marketing is knowing your audience. Comprehending their demographics, interests, and pain points is essential for creating relevant content. What Are the 7 Steps of Marketing Strategy? To develop a marketing strategy, start by defining clear goals that align with your business objectives. Next, understand your target audience by creating detailed buyer personas. Conduct thorough market research to gather insights on competitors and trends. Then, develop the marketing mix, addressing product, price, place, and promotion. Create a budget, implement your plan, and regularly evaluate performance through metrics to refine and optimize future strategies. Each step builds a solid foundation for success. Conclusion In conclusion, implementing these seven crucial video marketing tips can greatly improve your campaign’s effectiveness. By setting clear objectives, selecting appropriate platforms, and aligning content with the buyer’s path, you boost viewer engagement. Creating relatable content, streamlining production, and strategically promoting videos further fortify your efforts. Finally, regularly analyzing performance allows you to adapt and refine your strategies, ensuring continued success. Following these guidelines will help you achieve your marketing goals and build a stronger connection with your audience. Image via Google Gemini This article, "7 Essential Video Marketing Tips for Success" was first published on Small Business Trends View the full article

If my three-decade journey in the corporate world has taught me anything, it’s that in business, as in life, the only certainty is uncertainty. In the past 20 years, periods of upheaval, from pandemics to financial crises to AI hysteria, have restitched the fabric of how we work, travel, and communicate. While this uncertainty can generate tension and turmoil, it also forges the best leaders. I’ve seen bosses and colleagues navigate all types of volatility, where the margin between success and failure can come down to a single action or inaction. So, what distinguishes leaders who can successfully shepherd teams through uncertain times from those who can’t? I believe those who can share these three distinct characteristics. DOUBLE DOWN DURING DOWN TIMES There’s a tendency for companies to become ultra-cautious in times of uncertainty. While this may seem prudent, it’s difficult to get ahead of what’s coming with your head down. The best leaders look ahead and make smart investments even when markets are down and sentiment is grim. In the wake of 9/11, I was at GE Aviation (now GE Aerospace). Overnight, the airline industry was grounded. While other manufacturers hunkered down and leaned on existing IP and products, we increased our budget on new jet engine development. Counterintuitive? Perhaps. But we were confident in one thing: People would fly again. Typically, a new engine has a combined new product introduction cycle and payback period of 15 to 20 years. With such an extended runway for ROI, manufacturers that don’t make a bet to capture market share often struggle to get back into the game. Eventually, airline demand resumed, as did the need for next-gen engines, and we were one of the only companies that could deliver. ABSORB THE FEAR In Stephen King’s The Green Mile, prisoner John Coffey has a remarkable gift: He absorbs the sickness and pain of others, assuming their burdens at significant personal cost. Sci-fi? Yes, but it symbolizes a skill every leader needs. During times of change and anxiety, leaders must absorb the emotionalburdens of their employees, their fear and insecurity, and then project a path forward. The best leaders I’ve seen take on their stakeholders’ doubt and replace it with a clear-eyed vision of the opportunity that exists amid the chaos. Listen, digest the concerns, and replace apprehension with hope. The pandemic was a period of intense uncertainty for companies, and Twilio was no exception. It was also the catalyst for equally intense growth, as circumstances and shifts in consumer behavior accelerated digital transformation. Nearly every organization needed a way to engage its customers digitally, and we were there to help build it. But by early 2024, when I became CEO, we had a lingering post-pandemic hangover. We simply weren’t winning as fast or frequently, and without credible points on the board, I could sense increased anxiety across our employee base. Hope is the currency that reenergizes teams and reassures external stakeholders, but empty hope is useless without a concrete path forward. I made it my mission to deliver that. For us, hope meant aligning on a clear, measurable vision for continued growth and a roadmap that everyone could get behind. This served as a compass, allowing our 5,500 employees to rebuild momentum and get us to the other side. CUT SUGARCOATING FROM YOUR CORPORATE DIET There’s an inclination for leaders to protect their people during periods of uncertainty. Withholding information, changing the message for each audience, or filtering it through rose-colored glasses insulates your stakeholders from the reality of what needs to occur. Fight those urges. Be transparent, while adjusting the altitude of information nuances required for each audience. In my first year as Twilio CEO, I was on the road meeting with stakeholders roughly 70% of the time. I sat down with customers, employees, investors, and board members to listen and communicate the company’s path forward. My goal was to candidly talk about where we were as a company and where we were headed, so that everyone with skin in the game had the same playbook. Without candor and a consistent message, stakeholders can’t grasp the full picture and the steps needed to fix it. You can’t obfuscate the truth or change your tune depending on who you’re talking to. You have a board, shareholders, hundreds or thousands of employees, and customers relying on your transparency. Whether it’s at a monthly town hall, an industry roundtable, or deskside conversations with investors, open and consistent communication simplifies your job as a leader. That’s the real gift of transparency: There are no skeletons to remember to hide or stories to change. Most critically, it reinforces trust, which puts points on the board. THE UNCERTAINTY IS TEMPORARY There’s no telling how any leader will respond to periods of uncertainty or hardship until they’re faced with them. No matter how impassable the road looks, the upside of uncertainty is knowing “this too shall pass.” After 9/11, we flew again. After the pandemic, we gathered again. And even as AI reshapes our work fundamentally, we’ll continue to have meaningful careers. These periods of uncertainty are temporary, but when you string them together, they make up the long-term success or failure of your company. So, when the future isn’t fully written, our job as leaders is to make smart investments, absorb the fear, turn it into clarity, and build trust. Do that, and in my experience, there are always better days ahead. Khozema Shipchandler is the CEO of Twilio. View the full article

The narrative is familiar: Revolutionary technology arrives, promising to liberate women from domestic drudgery and professional constraints. The electric oven would free housewives from coal-burning stoves. The washing machine would eliminate laundry day. The microwave would make meal preparation effortless. Yet as historian Ruth Schwartz Cowan argued in her landmark book, More Work for Mother, these innovations didn’t reduce women’s workload. They simply shifted expectations, creating new standards of cleanliness and convenience that often meant more work, not less. So when we speak of AI as the solution to professional and personal burdens, skepticism is warranted. After all, technology has repeatedly promised liberation while delivering new forms of constraint. The question isn’t whether AI will change professional and personal work; it’s whether this change will finally favor women’s autonomy rather than merely reorganizing their obligations. Recent data Duckbill collected alongside Harris Poll reveals that 47% of women avoid asking for help to prevent burdening others. This hesitation reflects not just conditioning around self-sacrifice, but hard-won wisdom about technological promises that rarely materialize as advertised. SELF-LIMITATION ISN’T ALL ON US The reluctance to seek assistance isn’t a character flaw; it’s a rational behavior within systems that have historically penalized women for taking up space. When 31% of women aged 18-34 procrastinate on booking their own medical appointments, and 76% report that even in their free time it feels like there is something they should be doing, we’re witnessing the manifestation of decades of messaging that female needs are inherently secondary. This isn’t about women “doing it wrong.” It’s about women making calculated decisions within structures that weren’t designed for their success. AI PROVIDES AN ALGORITHMIC ADVANTAGE What makes AI uniquely positioned to address this dynamic is its fundamental departure from human-built social contracts. There’s no emotional labor required, no reciprocal obligation, no concern about imposing on someone’s bandwidth. There’s no judgment. The technology can exist to purely augment human capability, making it perhaps the first truly guilt-free form of assistance available at scale. Consider the surgeon who uses AI to optimize her schedule, allowing her to focus on life-saving procedures, rather than administrative minutiae. What if that surgeon also used AI to handle her insurance claim after a kitchen flood, researching coverage details, coordinating with adjusters, and handling repairs? Or the venture capitalist who has AI analyze market trends and simultaneously asks for it to research the best schools for her daughter, approaching both with the same fidelity and precision. These are examples of resource allocation that refuses to compartmentalize professional efficiency and personal fulfillment. Unlike previous technologies that further entrenched women in prescribed roles, AI has the potential to follow women across all domains of life. So, how do we fix this? 1. Redefine productivity as self-care When 78% of young women report they are simply “trying to get through the day,” we’re looking at a crisis of sustainable solutions. AI offers an alternative: What if getting things done could be both excellent and guilt-free? This shift requires a fundamental reframing for women. Instead of asking “Am I capable of doing this myself?” the question becomes “Is this the highest and best use of my capabilities and time?” Suddenly, outsourcing restaurant research or flight refunds isn’t lazy, it’s strategic. And when tasks are streamlined and coordination becomes effortless, the mental bandwidth that was once consumed by logistics is freed up for vision, creativity, and genuine rest. Unlike previous technologies that created new forms of performance pressure, AI’s most radical feature could be its indifference to human social hierarchies and gendered expectations. 2. Shape the algorithm to work for us For AI to truly serve women’s needs rather than simply digitizing existing biases, women must be active participants in shaping these tools. Women are adopting AI at rates 25% less than their male counterparts. That adoption gap isn’t just a missed opportunity for individual efficiency; it’s a systemic risk that AI development will continue to prioritize male perspectives and use cases. Every time a woman trains an AI assistant on her specific work, teaches it to understand her communication style, or provides feedback on its suggestions, she’s contributing to a more inclusive technological future. This is not just about representation—it’s about functionality. We cannot afford to let this technology develop without us, only to discover later that it replicates the same systems that have historically constrained us. WOMEN DESERVE SUPPORT WITHOUT LIMITS In a culture that has long demanded women take on more tasks to become more, AI represents something revolutionary: technology that encourages taking up space by alleviating pressures. It’s permission to ask for what you need without apology, to optimize for you rather than survival, to treat your time and energy as genuinely valuable resources. The women who understand this aren’t just early adopters of technology, they’re pioneers of a new paradigm where support isn’t scarce, help isn’t shameful, and free time is not a luxury, but a human right. In embracing AI, they’re not just changing how shit gets done, they’re modeling what it looks like when women are able to be as big as their ambitions demand. Meghan Joyce is cofounder and CEO of Duckbill. View the full article

Amar Subramanya to replace John Giannandrea as iPhone maker struggles to make up ground in artificial intelligence raceView the full article

“ChatGPT can make mistakes. Check important info.” How many times have you seen that message? More importantly, how many times have you actually stopped to consider what it means? No doubt you’ve noticed it—along with millions of others who now rely on AI for everything from planning product launches and rewriting emails to turning their beloved pets into cartoons. The adoption speed has been remarkable. In just a few years, AI has gone from a buzzword to a daily fixture in countless workplaces. And for many, it’s already hard to remember what work looked like without it. Like anything that makes life easier, it’s easy to see why it caught on so quickly. What’s harder to see (and easier to forget), though, is how quickly we’ve tuned out “can make mistakes.” That’s why business leaders must be deliberate about how they integrate AI into their operations and clear about where human judgment must lead. SPEED AND THE ILLUSION OF INTELLIGENCE AI’s value is undeniable. It can summarize meetings, analyze data, write copy, solve coding problems, create images, and so much more. That amounts to real progress, unlocking hours that can be focused on more creative and strategic work. But as AI becomes increasingly embedded in our lives, and its “work” becomes better and better, it also becomes easier to overestimate what it can do. Part of that stems from fear. If we believe it can replace us, we start to believe it can think like us. We need to be clear-eyed: AI does not actually think. Not yet, anyway. It predicts what words are likely to come next. It’s a mirror into the ideas, concepts, and content that already exist in the world. When we forget that, we stop questioning. We assume that because something sounds “smart,” it is smart. And that’s where mistakes begin. WHY HUMAN JUDGMENT WILL ALWAYS BE A DIFFERENTIATOR The more powerful AI becomes (and it will!), the more tempting it will be to pass off not just the underlying tasks, but also the reasoning behind them. If judgment were as simple as analyzing data and making a decision based solely on that, we’d be in trouble. The reality, however, is that judgment requires interpretation, empathy, and lived experience. As a communications professional of nearly 20 years, it’s easy for me to imagine how badly AI overreliance could go wrong. Picture a company embroiled in a public controversy. Rather than consulting with someone who has years of experience navigating corporate crises, the in-house team turns to AI for a statement. Absent context or emotional intelligence, even a well-phrased message can make a bad situation worse. Not to mention those excessive em dashes in the company statement will be an obvious flag to anyone who’s read copy drafted by AI. It’s not just outlier events, either. Every day, business leaders must decide how to communicate sensitive changes, interpret market signals, and navigate nuanced situations, all of which require perspective. AI can tell you what’s been said or done before, in whatever format you want—and what a useful tool that is alone. It can surface information, make suggestions, and help speed execution, but human oversight will always be crucial. What if the right course of action based on a lifetime of experience is to take an approach that’s never been done before? If we can only look back and use that intel to inform decisions, how do we truly evolve? BUILD A “TRUST, BUT VERIFY” CULTURE AI is the first technological innovation that appears to possess true intelligence, which makes maintaining a healthy dose of skepticism essential. “Trust, but verify” isn’t about second-guessing technology, it’s about recognizing how AI can make our lives easier and more efficient without losing what makes us unique: Our lived experience. That starts with everyday habits. Remember, AI is a starting point, not the finished product. Encourage your team to ask: Does this sound right to me? Would I stand by this if my name was attached to it? Whether verifying facts and stats, confirming sources, or reviewing tone and feel, these actions prevent speed from turning into sloppiness. As leaders, we must set the tone. By framing AI as a tool for making us more efficient—not a replacement for human judgment—we reinforce what will always drive great work: judgment, creativity, and accountability. Grace Keith Rodriguez is CEO of Caliber Corporate Advisers. View the full article

Why do some climate innovations fail to deliver? Not because they’re flawed, but because the business world misjudges their economics. From hydrogen to EV infrastructure, carbon-capture startups to precision farming tools, companies around the world are pouring money into climate tech. But for every promising climate innovation that scales, several more fizzle out too soon. Not because the science doesn’t work. But because the business case was either overestimated or underestimated at the wrong time. In the race to build the future, too many businesses are still blowing it on climate economics. Some assume customers will pay for green solutions at any price. Others abandon high-potential technologies too early. And many charge ahead without evaluating the unintended consequences of their choices. THE COST MISCONCEPTION A persistent myth in climate innovation is that virtue sells and customers will choose sustainability regardless of cost. In my years of working as an innovation leader, I have discovered how wrong that is. According to Boston Consulting Group, although up to 80% of consumers say they care about sustainability, only 1-7% have actually paid a premiumfor green products. Industrial buyers also hesitate to switch to cleaner inputs that cost more upfront. In other words, climate friendliness alone rarely triggers a purchase. It’s not that people don’t care. It’s that price sensitivity hasn’t vanished just because climate urgency has arrived. A mistake many innovators make is assuming that having a good solution is enough, that if the environmental benefit is clear, customers will adopt it, no matter the cost. This is often not the case, especially in markets without subsidies, mandates, or strong brand loyalty. We’ve seen this play out in everything from early EV adoption gaps in rural regions, to low uptake of biodegradable materials in price-sensitive markets. Companies often overestimate what their customers will pay, and as a result, misalign their go-to-market strategy from the start. THE EARLY-STAGE TRAP On the flip side, some climate solutions get written off too early. When a solution looks expensive or inefficient at first, companies often pull the plug before the technology has a chance to evolve. But that’s exactly how breakthrough technologies start, and it also takes time and so you need a lot of patience. The most promising climate solutions usually have three things in common: They target a big problem worth solving, they take a radical or unconventional approach, and they rely on some kind of revolutionary technology with a testable hypothesis. Too often, we stop pursuing technologies simply because we assume they’ll never become economical. But that thinking ignores historical proof. Take solar panels. Once madly expensive and reliant on subsidies, their cost has plummeted so much that they’re now among the cheapest energy sources globally. Battery storage, wind power, and electric vehicles are a similar case in point. Costs dropped drastically only after years of heavy investment, iteration, and learning. Not every climate innovation will scale. But the ones with game-changing potential often look uneconomical in their early phases. The winners are the companies that know how to identify which “uneconomical” ideas are worth nurturing and stay disciplined in how they invest in them. THE UNINTENDED CONSEQUENCES Another costly mistake? Focusing so narrowly on solving one climate problem that you accidentally create another. When businesses obsess over metrics like CO₂ reduction without examining broader impacts, innovation can backfire. A climate solution that reduces emissions but compensates by heavy use of rare earth minerals may come with geopolitical risks or social and environmental harm elsewhere in the supply chain. But climate innovation isn’t a one-variable equation. Companies that want to lead in this space must ask the harder questions about systems impacts. TOWARD SMARTER EVALUATION For companies looking to avoid these costly mistakes, it all begins with how climate innovations are evaluated not just in the lab, but in the boardroom. That means beyond gut instinct or conventional ROI models. In practice, it translates to using tools like scenario planning to anticipate how potential policy changes. Raw material prices or consumer attitudes might affect the solution’s economics. Or scorecards that keep track of multiple criteria simultaneously over time. Or portfolio approaches that consider long-term impact alongside short-term feasibility. Most importantly, businesses need to embrace a degree of uncertainty. Not every innovation needs to deliver immediate profit to be worth pursuing, but not every “green” idea deserves a blank check either. The challenge—and the opportunity—lies in making smarter, more nuanced investment bets. FROM BLIND BETS TO SMART BETS The pressure to deliver climate solutions is only going to grow. And that’s great! But beware that good intentions don’t guarantee good outcomes. Too often, businesses fall into one of three traps I’ve discussed: overestimating willingness to pay, underestimating long-term potential, or failing to think systemically. The companies that will lead in the next decade will be the ones that avoid those traps. The ones that approach climate innovation with clear-eyed economics, strategic discipline, and a willingness to learn over time will be the ones to succeed. Let’s look at the big picture: Misjudging the economics of climate innovation doesn’t just waste money. It delays progress. It undermines trust. And it squanders real opportunities to build a future that’s both sustainable and successful, one where innovation delivers both to drive profits and preserve the planet. Anantha Desikan is executive vice president and chief research development & innovation officer at ICL Group. View the full article

Accessibility used to mean compliance. An installed grab bar, an added ramp, a resized font. But meeting physical standards is only half the challenge. The other half, the part that truly changes lives, is how design makes people feel. That’s where emotional accessibility comes in. It’s what Michael Graves taught us to do 40 years ago. We believe it is the next frontier of design: creating experiences that don’t just accommodate users but also affirm, reassure, and delight them. When we talk about accessibility, we’re really talking about belonging. And belonging is emotional. A product can meet every ergonomic and ADA guideline yet still make someone feel excluded and unhappy. Poor design like this eliminates a product’s potential utility gain, if the experience of using it blocks adoption. Conversely, an object that’s emotionally intuitive, clear, comforting, and joyful, invites people in before they ever touch it. For instance, we think about the affect our products will have when someone is out using them. We want the response a C-Grip Cane user gets from others to be “ooooh nice product” rather than “awwww what’s wrong?” At Michael Graves Design, we’ve spent decades proving that good design isn’t a luxury; it’s a right. But as the democratization of design has evolved, so too have consumer expectations. People no longer want just functional enhancement; they want emotional inclusion. They want to feel seen and feel good. THE LIMITS OF UNIVERSAL DESIGN These are the well-known Seven Principles of Universal Design: equitable use, flexibility in use, simple and intuitive operation, perceptible information, tolerance for error, low physical effort, and appropriate size and space. They remain foundational to accessibility and their influence on architecture, product design, and public spaces is profound. But here’s the paradox. Products that fully embody those principles often work well, yet fail to connect. They can feel sterile, institutional, even medicalized. Users may appreciate their utility but reject them emotionally. The result is a design irony—perfectly “universal” products that no one wants to use. Universal Design succeeds at the bottom of Maslow’s hierarchy of needs, addressing physiological and safety needs. But to destigmatize aging and disability, and to earn genuine consumer buy-in, design must move up the pyramid, to love and belonging, esteem, and self-actualization. That’s where emotional accessibility lives. It bridges the gap between function and feeling, making accessible products not just usable, but desirable, just like every great consumer product. DESIGN FOR THE TOP OF THE PYRAMID Here’s how we approach it at Michael Graves Design. We begin with empathy and end with emotion. We ask not only how a product works, but how it feels to use it. Our line of bathroom safety products for Pottery Barn meets ADA and Universal Design benchmarks. But it also meets a higher human need: dignity. By integrating safety into standard objects like towel bars and toilet paper holders, and by designing with finishes like polished nickel and matte black—materials associated with lifestyle-based bathroom design, not limitation—we transformed necessary aids into objects people want in their homes. Customers tell us they feel proud of these pieces. Emotional connection leads to real adoption, which means the products actually achieved their purpose. Emotional accessibility doesn’t just enhance desirability, it is the key that unlocks utility. WHY FEELINGS ARE FUNCTIONAL The case for emotional accessibility isn’t sentimental; it’s strategic. As AI and automation permeate all facets of life, including product design, consumers crave something technology can’t simulate: empathy. Brands that design for emotion build trust and loyalty. Think OXO’s Good Grips, which made universally loved ergonomic tools, or Apple’s tactile, intuitive products that make people feel capable rather than confused. These succeed because they feel human. Emotional accessibility acknowledges that comfort, delight, and pride aren’t luxuries. They’re essential enablers of adoption. When people feel good using a product, they use it more often, for longer, and with deeper attachment. These are the highest benchmarks in brand building. COMPLETE THE UNIVERSAL DESIGN FRAMEWORK Emotional accessibility doesn’t replace Universal Design; it completes it. Together, they meet the full range of human needs, from survival to self-expression. Here are three ways to integrate it into any design process: 1. Design with emotional verbs In every design brief, define not only what the product does, but how it should make people feel. Should it reassure? Inspire? Empower? Delight? These verbs guide form, material, and personality. 2. Prototype for emotion Test for more than usability. Observe posture, expression, and language. Ask, “How did this make you feel?” Answers like comfortable or proud, as compared to stable or competent, show that the product has reached higher up Maslow’s pyramid. 3. Translate dignity into design language Balanced proportions, tactile warmth, and intuitive gestures communicate respect. They tell users, “You belong here.” THE FUTURE OF ACCESSIBLE DESIGN The Seven Principles of Universal Design built the foundation for access in the built environment. Emotional accessibility adds to that foundation to create connection. As AI accelerates efficiency, the next design revolution can’t just be faster, it must be warmer, an essential human contribution. If Universal Design made products usable by everyone, emotional accessibility will make them desirable to everyone. It’s how we move from safety to self-expression, from compliance to connection, from design that works to design that cares. Because in the end, the most universal design is the one that makes everyone feel welcome and represented. Ben Wintner is CEO of Michael Graves Design. View the full article

Four teams. Three systems. One ticket nobody wanted to own. A customer can’t access their dashboard. Your support agent troubleshoots for twenty minutes, confirms it’s not a password issue, and escalates the ticket to engineering. Engineering sends it back: “This is a support issue.” Your agent re-escalates with more context. Engineering kicks it to DevOps. DevOps routes it to the platform team. The platform team sends it back to your queue: “Severity 3, not ours.” By the time someone actually looked at the problem, two business days had passed and your customer filed three follow-up tickets. Nobody bounced the ticket out of spite. Everyone applied their processes correctly. The problem is that “customer support” and “customer service” operate under different frameworks, and your tools have encoded these frameworks in incompatible ways. When a ticket crosses that boundary, the terminology mismatch creates friction that looks like confusion but actually reveals structural issues. When Priority 2 meets Severity 3 Watch what happens as the ticket moves between systems. Your support agent works in Zendesk. They mark the ticket Priority 2 using Zendesk’s priority framework: high impact, time-sensitive, needs technical review. In your support system, Priority 2 means “customer is blocked but has a workaround” and triggers a four-hour response SLA. The ticket routes to the engineering team, who work in Jira. They see “Priority 2,” but their priority scale measures development urgency, not customer impact. Priority 2 in Jira means “important but not blocking current sprint work.” They look at the issue, see it’s about access configuration, and think: “This isn’t a code problem, it’s a settings problem.” They send it back. Your agent re-escalates with more technical detail. This time it lands with DevOps, who work in ServiceNow. ServiceNow uses IT Service Management (ITSM) categories: incidents, problems, changes, and requests. The ticket doesn’t specify which category it belongs to, because your support system doesn’t track that distinction. DevOps makes its best guess and routes tickets based on incident categories. It lands with the platform team, who evaluate severity using their own framework: Severity 1 means the platform is down, Severity 2 means core functionality is degraded, Severity 3 means a feature isn’t working as expected. Your Priority 2 ticket looks like a Severity 3 to them: one customer, one feature, likely a configuration edge case. They send it back to support. Customer support systems organize work around customer experience. When your agent assigns Priority 2, they’re making a statement about customer impact: this person is blocked, their experience is degraded, and we have an SLA commitment to meet. Support prioritizes customer satisfaction and response time. Service management systems organize work around operational risk. When engineering or IT sees Severity 3, they’re making a statement about system impact: this affects one instance of one feature for one customer, not a systemic failure. Service management prioritizes system stability and resource allocation based on scope and blast radius. Neither framework is wrong. They’re designed for different purposes. But when a ticket crosses from one system to another, the metadata doesn’t translate. Your Priority 2 becomes their Severity 3, and what looked urgent in your queue looks routine in theirs. The words you use expose which framework you’re operating in, and those frameworks often conflict at the handoff point. What disappears between systems Your support agent captures everything the customer said: troubleshooting steps, screenshots, a note that this started after the last release, and the customer’s contract tier (which affects SLA commitments). All of this context exists in Zendesk, structured according to how support agents think about customer issues. When the ticket escalates to Jira, some of that context gets lost. Jira wants to know the expected behavior, the actual behavior, the steps to reproduce the issue, and the affected environment. Your support agent didn’t capture those things because they were focused on customer impact, not technical reproduction. The engineering team sees incomplete information and makes assumptions. When the ticket moves to ServiceNow, different elements of that context disappear. ServiceNow wants to classify the ticket as an incident (something broke), a problem (recurring pattern of breaks), a change request (something needs to be different), or a service request (customer wants something configured). Your original ticket doesn’t specify this, because your support system doesn’t think in those terms. Each system strips out the context it doesn’t have fields for. The customer’s contract tier matters to support (it determines SLA response time) but not to engineering. The customer’s statement that “it started after the last release” is critical diagnostic information, but it might get buried in a notes field that the receiving system doesn’t surface prominently. You end up with three parallel versions of the same ticket, each containing the subset of information that its system knows how to handle. The support agent knows the customer context but not the technical architecture. The engineer knows the code but not the customer contract obligations. The platform team knows the infrastructure but not the business impact. Everyone’s making decisions with partial information, and the gaps function as structural incompatibility between systems designed to solve different problems. Without bidirectional synchronization — software integrations that send data back and forth between tools across your ticket escalation workflow — you’re not just losing context. You’re losing the conversation history that helps each team understand how previous teams interpreted the issue. By the time the ticket’s been forwarded three times, nobody has the full story. They’re triaging based on what their system surfaces as relevant fields, and those fields don’t preserve the reasoning behind previous decisions. This is why tickets bounce back with requests for information you already provided. The receiving team’s system doesn’t have a field for that information, so it lives in a comment thread they have to manually parse. When resolved means three different things The terminology collision becomes dangerous when teams think they’ve fixed the problem but define “fixed” differently. Your support agent closes tickets when the customer confirms they can access their account again. That’s resolution from a customer support perspective: the customer is no longer blocked. From an engineering perspective, the problem isn’t resolved. It’s worked around. The underlying bug that caused the timeout misconfiguration is still in the codebase. It’ll happen again with the next enterprise customer who hits that specific configuration pattern. Engineering wants to mark the ticket “resolved” only when they’ve deployed a code fix that prevents recurrence. From a service management perspective, the issue isn’t resolved until it’s been through proper change control. Deploying a fix requires testing, documentation, a change window, and verification. Service management marks the ticket “resolved” only when the change has been implemented and verified not to cause new issues. Three teams, three definitions of “resolved,” three points at which they consider their work complete. Support closes the ticket because the customer’s happy, but engineering never fixes the underlying bug. Or engineering deploys a fix, but support never tells the customer, so the customer files another ticket the next time they encounter a variation of the issue. This creates gaps in accountability. Who owns follow-up when support says resolved but engineering says mitigated? Who verifies that the fix worked? Who tells the customer what actually happened? These are the gaps where your tickets fall through during escalation. What the pattern reveals If these scenarios feel familiar, you’ve already diagnosed the real problem. Standardizing vocabulary won’t solve this because customer support and customer service represent different operational philosophies, and your systems have encoded those philosophies in ways that create friction at the handoff points. Customer support is reactive and customer-centric. It prioritizes fast response to issues already affecting people. Customer service (in the ITSM sense) is systematic and infrastructure-centric. It prioritizes stability, change control, and preventing issues before they affect people. Both are necessary. Both are correct within their domains. The conflict arises when a ticket needs to move from one domain to the other, and neither system has a native way to translate its context and priorities into the other system’s framework. When a ticket bounces because of priority confusion, that signals an architectural gap. When context disappears in translation, that signals an integration gap. When teams disagree about what “resolved” means, that signals a process gap. The words are symptoms. The underlying issue is that you’re trying to route work across systems that weren’t designed to interoperate. You could build elaborate mapping logic: Priority 2 in support equals Severity X in ITSM when the customer tier is Y and the issue type is Z. You could create middleware layers that translate between systems. You could write detailed documentation about how to escalate properly. All of those help, but they’re workarounds. They treat symptoms without addressing why the symptoms exist. The real solution is accepting that support and service need to talk to each other, and building that conversation into your workflow at the system level. That means integration tools that can translate context between different frameworks without losing information. It means establishing shared escalation workflows that both teams contribute to, not support throwing tickets over a wall and hoping they land in the right queue. It means creating visibility across systems so teams can see the full ticket history regardless of where it originated or where it’s heading. Workflow integration platforms solve this category of problem. When you synchronize work across tools like Zendesk and Jira or ServiceNow, you’re not just copying data between systems. You’re creating a layer that maintains context as tickets move between frameworks. Priority 2 in support can map to the appropriate Jira issue type plus the appropriate context fields that engineering needs to triage effectively. Customer impact context can flow into service management tickets where it informs priority decisions. Resolution status can sync back so everyone knows when work is actually complete. Tools like Unito handle this by letting you define how fields map across systems while maintaining the information each team needs. When an escalation happens, the receiving team sees the ticket in their system with the information they need to act, structured the way their process expects it. The terminology collision doesn’t disappear (support and service will always think differently), but the friction at the handoff point reduces because the systems can communicate in ways that respect both frameworks and preserve the context that makes escalations actually work. The distinction between customer support and customer service matters because it reflects real differences in how teams work and what they prioritize. Understanding that distinction won’t eliminate escalation friction, but it helps you see where the friction is structural rather than personal, and why solving it requires more than improved vocabulary. It requires systems that can translate between different ways of thinking about customer issues without losing the context that makes each perspective valuable. Need synchronization? Meet with our product experts and see what a Unito integration can do for your ticket escalation workflow. Talk with sales View the full article

If you were to join a team meeting at Parity on any given day, you might sense something unusual. One colleague may have just returned from a strength session. Another might be joining from an airport between competitions. Someone else might be analyzing sponsor data mere hours before competing in a world-class event. This is what it looks like to lead a company where a significant portion of the workforce comprises elite women athletes. And I believe it represents a powerful window into the future of work. At most companies, people point to a visionary founder or a breakthrough product as the thing that makes an organization stand out. At Parity, the differentiator is the people themselves. Our team includes a current WNBA player, a Canadian two-time Olympic runner, a nine-time U.S. waterskiing champion, a former NWSL soccer player, and a two-time Paralympic gold medalist in sitting volleyball. Others have competed professionally in pro tackle football and track and field (including pole vault). Twenty-six percent of our team even have Wikipedia entries (and no, I’m not one of them). While some team members have retired from sport, many still train and compete at the highest levels while simultaneously shaping our business strategy. They broker partnerships with esteemed brands like Microsoft, M&T Bank, LinkedIn, and AdventHealth. They manage our community of 1,200 pro women athletes while developing smart content and winning creative strategies for clients. And they bring a lived understanding of what it means to operate under pressure, to persevere, to adapt, and to collaborate—the very skills business leaders often spend years trying to cultivate inside corporate environments. WHY WE HIRE ATHLETES When I joined Parity, our mission was clear: Close the income and opportunity gap for women athletes. That mission shapes everything, including how we think about talent. If we’re going to build a company dedicated to advancing women in sports, why wouldn’t we build it with women in sports? Every athlete who joins our team brings something that leaders often talk about but rarely see themselves: firsthand experience with inequity. Our own research underscores the challenges professional women athletes face. 58% earn under $25,000 annually from their sport 50% don’t net income after training and competition expenses Many juggle full-time jobs while maintaining elite training schedules These athletes aren’t theoretically aware of the pay gap—they’ve lived it. They’re not generically familiar with underinvestment—they’ve had to fight through it. And them having lived the reality of our mission creates a real workforce advantage. When a brand asks how to build authentic partnerships with women athletes, our team can speak from experience—sometimes literally from the Olympic Village. When we advise marketers on what resonates with women’s sports fans, our experts understand the community because they are part of it. This model isn’t manufactured through training sessions or leadership offsites. It’s the natural outcome of building a company around people with lived expertise. THE ATHLETE ADVANTAGE One of the most important things I’ve learned as a CEO is that skills do not automatically translate across contexts—but values and instincts do. Elite athletes possess certain foundational strengths that prove invaluable in business: Resilience. Athletes experience failure and setbacks more frequently—and more publicly—than most professionals ever will. They do not crumble when they lose. They study. They iterate. They try again. This mentality fuels a culture of experimentation and growth at Parity. Adaptability. When you compete on the world stage, you get used to constant change: Schedules shift, travel goes awry, bodies don’t always cooperate. Adaptability becomes a core competency. In a fast-moving, early-stage company, that skill is priceless. Team mindset. Elite women athletes in particular know the experience of achieving something remarkable with scarce resources. They understand the power of collaboration and the importance of elevating others. That ethos is foundational to how we operate. Pressure performance. Athletes are accustomed to performing with something on the line. In business, pressure often derails people. For our athlete-employees, it sharpens them. When people ask me how Parity has built deep credibility in the women’s sports ecosystem in such a short time, the answer is simple: Credibility builds when the people driving the strategy are the very people whose lives and livelihoods the strategy touches. REINVENT WHAT WORK CAN LOOK LIKE We’re living through a generational shift in how people think about leadership and talent. The rise of multi-hyphenate careers, nonlinear professional paths, and values-driven workforces are reshaping traditional corporate norms. Parity’s model sits at the intersection of these trends. Our team members don’t have to choose between competing at the highest level and building a career. They can do both, because our flexible model makes part-time work an option for those at the height of their athletic careers, when 40-hour weeks aren’t feasible. When organizations allow flexibility, the outcomes are profound: stronger culture, greater loyalty, and better results. A MODEL FOR THE FUTURE Not every company will hire Olympians or Paralympians. But every company can learn from the underlying philosophy: The most powerful innovation occurs when the workforce reflects the mission. If you’re a healthcare company, hire people who have navigated the healthcare system. If you’re building products for parents, bring caregivers into leadership roles. If your mission is environmental sustainability, elevate people who have worked on the front lines of climate impact. Experience breeds insight. Insight breeds innovation. Innovation breeds impact. At Parity, integrating athletes into our workforce hasn’t just strengthened our business. It has created a culture defined by resilience, empathy, excellence, and purpose. It has helped us close the opportunity gap in women’s sports—not just through partnerships and research, but through the very structure of our company. If the future of work is about rethinking who gets to participate, whose experiences shape strategy, and whose voices fuel innovation, then companies everywhere would benefit from following the athlete playbook. Which, if you ask me, is a winning strategy. Leela Srinivasan is CEO of Parity. View the full article

Google is gearing up to launch Partner Match, a new targeting option that allows advertisers to use third-party partner data to create custom audiences for YouTube campaigns, according to newly published help documentation. How it works. Partner Match enables approved third-party partners to upload hashed user data—such as email, name, or ZIP code—which Google will match to signed-in YouTube accounts. Advertisers can then target these matched segments across: Video Reach campaigns Video Views campaigns Demand Gen campaigns (YouTube channel only) It will not support ad sequences or YouTube Select guaranteed deals. Where it’s available. Partner Match will roll out globally except in the UK, Switzerland, and the EEA. However, advertisers in those restricted markets can still use the tool to target users in eligible regions. What advertisers must do. To activate Partner Match, advertisers need to: Authorize the data partner Accept the Partner Match terms Apply the generated audience lists during campaign setup Why we care. Partner Match could give YouTube advertisers new precision targeting capabilities at a time when audience signals are getting weaker and performance marketers are hungry for reliable intent data. It gives brands more precise reach, better alignment between partners’ first-party signals and YouTube delivery, and a new lever for improving performance in Video Reach, Video Views, and Demand Gen campaigns. And because it’s globally available (with a few regional exceptions), Partner Match could become one of the most scalable new audience-targeting tools YouTube has introduced in years. View the full article

It’s “where are you now?” month at Ask a Manager, and all December I’m running updates from people who had their letters here answered in the past. Remember the letter-writer wondering if they were missing red flags at their new job since their coworkers kept expecting them to be miserable? Here’s the update. I’m still in the job! My boss is still a stickler, that hasn’t changed, but I’ve adjusted to him, and things have stayed pretty stable overall. I’ve now been here about nine months, and I’m hearing a lot less about the dog (thankfully) and a lot less doom-and-gloom about how the job will “turn nightmarish any day now.” It hasn’t. My team lead and colleagues are good people, and I get along with Jake, the manager. He can be very particular, but once I figured out how to accommodate that, we’ve had no issues. That said, I’ve learned a lot more about the backstory since writing in. A lot of commenters questioned whether this involved gender or ethnicity or expat/local dynamics, and while they were sort of on the right track, that isn’t the whole story. As I mentioned, the office is about 60/40 local residents vs expats, with the C-suite being mostly expats. Jake was the first local of his background to ever hold his managerial position, and to hear it told, when he was first promoted, handled it terribly — badly micromanaging, giving himself grandiose titles, even firing a well-liked employee just to flex his authority (which was not only poor judgment but technically illegal in this country). The staff basically had to band together and go to upper management to push back, and he was forced to eat a giant slice of humble pie. That was a few years ago, and while he’s apparently improved a lot, the resentment has lingered. So now it makes a lot more sense why some of the longtime employees are still bitter, and why there’s still an undercurrent of distrust. I’ve had a few frustrations of my own, mainly that the company really dropped the ball on helping me find housing in a tough market where I had no connections, which made those first few months harder than they needed to be. I’m also just generally burned out on this field; it’s more the industry itself than this particular job. I’ve been trying to pivot into a related area for a while but haven’t quite broken in yet. As it happens, I’ll be leaving early next year anyway. I’m moving back to my previous country to live with my partner and work with him on projects that are much closer to the kind of work I want to do, as well as growing my side gig. So, all in all: imperfect but fine. The job never turned out to be the horror story everyone warned me about, and I’m glad I didn’t let their cynicism scare me off. The post update: are there red flags I’m missing at my new job? appeared first on Ask a Manager. View the full article

When AWS’s US-East-1 region went dark in late October, followed just a week later by a Microsoft Azure outage, it was yet another stark reminder that even the world’s biggest cloud vendors are not immune to failures. A simple DNS failure in AWS’s Route 53 rippled outward, knocking out applications, disrupting database services, and reminding us how dependent our tech infrastructure has become on a handful of cloud regions. With “an inadvertent tenant configuration change,” the Azure outage further highlighted the instability of some of these systems, once again demonstrating how small changes can have quite a large impact. With CyberCube estimating that the cost of the AWS outage could run between $38 and $581 million, the economic and operational toll of that outage can’t be overstated. That’s especially true for smaller and midsize organizations that lack the resources to absorb multi-hour or multi-day downtime. For many businesses, this latest disruption exposed the hidden cost of cloud centralization: When one region falters, everything can grind to a halt. Outages are inevitable. Even AWS’s own CTO has said as much: Systems will fail, so they must be architected to expect and withstand failure. Yet too many organizations still design as if the cloud itself is infallible. They assume redundancy, backups, and recovery are baked in automatically and discover far too late that they aren’t. The good news is that resiliency can be built in before the next failure strikes. PRE-OUTAGE DIVERSIFICATION: DON’T WAIT FOR THE NEXT OUTAGE The first line of defense is simple in concept, but hard in execution. You must diversify before disaster strikes. Think of it as an investment portfolio. You wouldn’t put all your money into one single account; it’s spread across a variety of options to give your investment the best chance of success. This means designing for failure across multiple availability zones or regions. AWS even recommends doing so in their “AWS Well-Architected” guide. A well-architected system should be able to shift traffic from one region to another (say, US-East-1 to US-West-1) in seconds. Outages rarely take down multiple regions at once, so a multiregion architecture remains one of the most effective defenses against downtime. TURN TO MULTICLOUD AND ELIMINATE WASTEFUL SPEND Some organizations take this even an extra step further, distributing workloads across multiple cloud providers. Multicloud designs offer additional resilience, but they require significant complexity and technical skills, as well as potentially higher costs. The key here is to start small and move only your most critical workloads or control planes into redundancy. Then, once you’ve evaluated the complexity and costs involved, you can expand. Most companies will find multiregion diversification within a single cloud more practical, but whichever route they choose, the mindset must be the same: Assume something will break, and plan accordingly. Equally critical is identifying and eliminating wasteful technology spend. Not every workload needs to run in the most expensive, high-availability configuration. Through a proper business impact analysis, organizations can align investments with risk, spending where failure would truly hurt the business, and economizing where they’re able. For smaller firms, this understanding of what’s mission-critical and what can wait to come back online is key to cost-efficient resiliency. BCDR TO MANAGE DATA CENTER AND NETWORK RESILIENCE If your organization has already diversified across different geographic regions or even different cloud providers, it’s crucial to recognize resilience does not end with those infrastructure choices. This is where business continuity and disaster recovery (BCDR) plans come into play. Diversification helps reduce exposure. But without a tested plan to respond when things go wrong, even the most well-architected environment can falter. When you’re prepared for anything, nothing can phase you. Whatever your organization’s BCDR plans may be, an easy way to build your resilience is by testing those plans regularly. Netflix famously uses a tool they refer to as Chaos Monkey that randomly disables production instances to ensure systems can withstand unexpected failures. There’s no telling how or when the Chaos Monkey may strike. By intentionally injecting chaos, teams must build fault-tolerant architectures that can recover quickly and continue operating under stress. This is an extreme example. Smaller organizations can start with once- or twice-yearly tests, refining plans as they grow. Larger organizations may want to run these kinds of tests on a more frequent basis, like quarterly, before following in Netflix’s footsteps. Either way, dust off the binder and give that plan an upgrade that accounts for any and every situation. A FORWARD-LOOKING RESILIENCE MINDSET Just as we don’t build cities on single bridges, we shouldn’t anchor the digital economy on a handful of hyperscaler regions. The recent AWS and Microsoft outages weren’t the first of their kind, and they certainly won’t be the last. The difference between these and the next ones will be how prepared organizations are. The hidden cost of centralization isn’t just downtime; it’s the fragility baked into modern digital systems. If you’re not spending money up front in architecting for failures and outages, you’ll lose out on more in the long run. But with smart architecture and disciplined investment, we can turn past fragility into future resilience and save on costs in the long term. The next outage is not a matter of if, it’s when. The question is, will you be ready or caught flatfooted? Juan Orlandini is chief technology officer of Insight Enterprises. View the full article

“I just get really anxious saying no, sometimes,” a client shared with me recently. As a career coach I often hear this sentiment from clients who are struggling to maintain their professional boundaries. Past experiences where saying ‘no’ was met with rebuke or criticism, have made many of us very cautious with this word. Some of us avoid it altogether. For us freelancers, this disconnect from our ‘no’ can be especially destabilizing: we’ll take on projects we know are not a good fit, appease clients who make unreasonable requests, or accept unethical behavior from our associates. As this kind of misalignment grows, our energy drains. And as these burdens lead us into pained relationships with our work, we might even forget that autonomy is one of the main reasons we went freelance in the first place. The truth is, our NO — the word as well as its various expressions and attitudes, what I call NO-energy — is here to serve us. It can help us to decline unsuitable offers, just as it can protect us against challenges to our integrity, all while building trust in the relationships which truly matter. As we get familiar with all the ways our NO can support us, we’ll become less afraid of it and find confidence in calling forth this powerful protector. Shades of NOTo support clients in reconnecting with their NO we use the Shades of No framework. It presents four “shades,” or intensities of NO, with each carrying its own power and effects. As you explore the four shades, I encourage you to recall or imagine a professional situation where using each type of response would be useful or appropriate. Use the examples provided to adjust them to your own situations, adapting them in your own words. Consider, for instance, how might the outcome of an interaction have been different if you used a different NO? The four shades can be mapped across two dimensions: 1) soft <> hard and 2) open <> closed. Crossing these dimensions gives us the shades of NO spectrum, containing the four types: Soft-Open: “NO, but we can discuss.” This shade of NO is the most gentle. It is soft because it leads with a light (but clear) decline, but it’s still open to a collaborative path forward, perhaps to adjust your associate’s offer to be more suitable. This is a great NO to use when you don’t immediately align with someone but would like to maintain or deepen the relationship. It may also act as a test of your associate’s willingness to collaborate: can they accept your clear decline and still follow your offer to explore alternatives?Soft-Closed: “NO, not right now.” This is a tempered NO. This NO is soft because it usually declines the offer only partially. But it is also closed because it does not explicitly offer a path to alignment. Due to its ambivalent posture, this shade of NO can be misleading. Those receiving it might feel confused or “left hanging.” For sure, this soft-closed NO has its place, especially in urgent or unstable situations: it allows us to decline while minding an associate who might be sensitive to rejection. But if the goal is to build trusting relationships based on clarity and alignment (yes, please), this type of NO should be avoided. If possible, clarify this response with a clearer (harder) decline or put forward some viable openings for moving forward (for example: “No, not right now, but let’s do tomorrow instead”) If you find yourself frequently receiving this type of ambivalent NO from an associate, take note. It may be a signal that they themselves are not feeling secure in the relationship. Seek clarity in their position by offering a path forward or give them an easy out to decline definitively. If you sense that their ambivalence is persistent and intentional, consider it as a cue to disengage. In any case, avoid keeping this type of soft-closed NO unresolved: it will only drain your energy. Hard-Open: “NO, but here’s what will work.” This is the NO that takes charge. It is hard because it makes your “red line” very clear. It is open because it clearly and explicitly defines the acceptable alternative. This NO puts pressure back on your associate, to either accept or decline your proposal. Think of the hard-open NO as your loyal emissary whose job is to protect your interests while driving your agenda. Before deploying this shade, consider how hard and how open your NO really is here. What will happen if the alternative you propose (“...what will work for me”) is not accepted? Will you walk away? Are you open to adjusting your conditions? Can you hold the line on your hard NO? It’s ok to give yourself some flex around this posture - just know that range ahead of time and stick to it. Like the other shades, the hard-open NO has its place. It’s very effective at filtering out those who are not aligned with your vision. For this reason, this “my way or the highway” NO should be used with care and intention; unscrupulous use can easily marginalize valuable collaborators who may prefer a softer approach. If you notice others regularly using this shade, take note. They are likely seeking to consolidate control and take agency away from others.Hard-Closed: “NO. This is not working for me.” This is the most powerful, most categorical NO. It is hard because it leaves no doubt that the presented offer will not be accepted. It is closed because it presents no alternative offers or even any interest in one. This is the NO to use if you’re ready to walk away: a very powerful assertion of your boundaries with explicit signals of intent to disengage. The popular saying “‘No’ is a complete sentence” refers to this shade. Associates’ reactions to this NO can be very revealing, so take note. Those with integrity will show respect and honor your hard-closed NO, ‘no questions asked.’ Others may react negatively. If this happens – whether they get upset or angry – do mind your safety, but otherwise be prepared to let them have whatever reaction comes up. That reaction is theirs, so trust them to manage it. Trust your NO, the guardian of your integrity, to help you stand firm in your values.In visualizing the distinct intensities of NO, we can explore the spectrum and to practice “dialing-in” the appropriate response for different scenarios. We can practice our own personal variations, speaking them outloud, grounding this NO-energy in our own words and bodies. Of course, there is much more to navigating professional and personal growth challenges than boundary management. Just as critical as our protective NO, is our deep YES: our values, our vision for a better future, the gifts we carry in the form of skills to support us on the path. Just as foundational as knowing how to keep ourselves whole, is learning how to expand our capacity for challenges and acceptance. Indeed, the depth of our individual and collective potential is profound. About Misha: If any piece of this article resonated with you, I welcome your outreach! Whether you are contemplating your next career pivot or scheming a bold new entrepreneurial project, my coaching programs are here to support you. As a life and career transition coach, I work primarily with women, queer folks, and anyone who is ready to shift out of hustle culture and into a work life that’s grounded in peace, purpose, and power. Write to me directly at careers@misha.energy or learn more about my offerings at misha.energy. View the full article

“I just get really anxious saying no, sometimes,” a client shared with me recently. As a career coach I often hear this sentiment from clients who are struggling to maintain their professional boundaries. Past experiences where saying ‘no’ was met with rebuke or criticism, have made many of us very cautious with this word. Some of us avoid it altogether. For us freelancers, this disconnect from our ‘no’ can be especially destabilizing: we’ll take on projects we know are not a good fit, appease clients who make unreasonable requests, or accept unethical behavior from our associates. As this kind of misalignment grows, our energy drains. And as these burdens lead us into pained relationships with our work, we might even forget that autonomy is one of the main reasons we went freelance in the first place. The truth is, our NO — the word as well as its various expressions and attitudes, what I call NO-energy — is here to serve us. It can help us to decline unsuitable offers, just as it can protect us against challenges to our integrity, all while building trust in the relationships which truly matter. As we get familiar with all the ways our NO can support us, we’ll become less afraid of it and find confidence in calling forth this powerful protector. Shades of NOTo support clients in reconnecting with their NO we use the Shades of No framework. It presents four “shades,” or intensities of NO, with each carrying its own power and effects. As you explore the four shades, I encourage you to recall or imagine a professional situation where using each type of response would be useful or appropriate. Use the examples provided to adjust them to your own situations, adapting them in your own words. Consider, for instance, how might the outcome of an interaction have been different if you used a different NO? The four shades can be mapped across two dimensions: 1) soft <> hard and 2) open <> closed. Crossing these dimensions gives us the shades of NO spectrum, containing the four types: Soft-Open: “NO, but we can discuss.” This shade of NO is the most gentle. It is soft because it leads with a light (but clear) decline, but it’s still open to a collaborative path forward, perhaps to adjust your associate’s offer to be more suitable. This is a great NO to use when you don’t immediately align with someone but would like to maintain or deepen the relationship. It may also act as a test of your associate’s willingness to collaborate: can they accept your clear decline and still follow your offer to explore alternatives?Soft-Closed: “NO, not right now.” This is a tempered NO. This NO is soft because it usually declines the offer only partially. But it is also closed because it does not explicitly offer a path to alignment. Due to its ambivalent posture, this shade of NO can be misleading. Those receiving it might feel confused or “left hanging.” For sure, this soft-closed NO has its place, especially in urgent or unstable situations: it allows us to decline while minding an associate who might be sensitive to rejection. But if the goal is to build trusting relationships based on clarity and alignment (yes, please), this type of NO should be avoided. If possible, clarify this response with a clearer (harder) decline or put forward some viable openings for moving forward (for example: “No, not right now, but let’s do tomorrow instead”) If you find yourself frequently receiving this type of ambivalent NO from an associate, take note. It may be a signal that they themselves are not feeling secure in the relationship. Seek clarity in their position by offering a path forward or give them an easy out to decline definitively. If you sense that their ambivalence is persistent and intentional, consider it as a cue to disengage. In any case, avoid keeping this type of soft-closed NO unresolved: it will only drain your energy. Hard-Open: “NO, but here’s what will work.” This is the NO that takes charge. It is hard because it makes your “red line” very clear. It is open because it clearly and explicitly defines the acceptable alternative. This NO puts pressure back on your associate, to either accept or decline your proposal. Think of the hard-open NO as your loyal emissary whose job is to protect your interests while driving your agenda. Before deploying this shade, consider how hard and how open your NO really is here. What will happen if the alternative you propose (“...what will work for me”) is not accepted? Will you walk away? Are you open to adjusting your conditions? Can you hold the line on your hard NO? It’s ok to give yourself some flex around this posture - just know that range ahead of time and stick to it. Like the other shades, the hard-open NO has its place. It’s very effective at filtering out those who are not aligned with your vision. For this reason, this “my way or the highway” NO should be used with care and intention; unscrupulous use can easily marginalize valuable collaborators who may prefer a softer approach. If you notice others regularly using this shade, take note. They are likely seeking to consolidate control and take agency away from others.Hard-Closed: “NO. This is not working for me.” This is the most powerful, most categorical NO. It is hard because it leaves no doubt that the presented offer will not be accepted. It is closed because it presents no alternative offers or even any interest in one. This is the NO to use if you’re ready to walk away: a very powerful assertion of your boundaries with explicit signals of intent to disengage. The popular saying “‘No’ is a complete sentence” refers to this shade. Associates’ reactions to this NO can be very revealing, so take note. Those with integrity will show respect and honor your hard-closed NO, ‘no questions asked.’ Others may react negatively. If this happens – whether they get upset or angry – do mind your safety, but otherwise be prepared to let them have whatever reaction comes up. That reaction is theirs, so trust them to manage it. Trust your NO, the guardian of your integrity, to help you stand firm in your values.In visualizing the distinct intensities of NO, we can explore the spectrum and to practice “dialing-in” the appropriate response for different scenarios. We can practice our own personal variations, speaking them outloud, grounding this NO-energy in our own words and bodies. Of course, there is much more to navigating professional and personal growth challenges than boundary management. Just as critical as our protective NO, is our deep YES: our values, our vision for a better future, the gifts we carry in the form of skills to support us on the path. Just as foundational as knowing how to keep ourselves whole, is learning how to expand our capacity for challenges and acceptance. Indeed, the depth of our individual and collective potential is profound. About Misha: If any piece of this article resonated with you, I welcome your outreach! Whether you are contemplating your next career pivot or scheming a bold new entrepreneurial project, my coaching programs are here to support you. As a life and career transition coach, I work primarily with women, queer folks, and anyone who is ready to shift out of hustle culture and into a work life that’s grounded in peace, purpose, and power. Write to me directly at careers@misha.energy or learn more about my offerings at misha.energy. View the full article

Google is testing a mobile search flow that lets you move from AI Overviews into AI Mode without leaving the results page. The post Google Connects AI Overviews To AI Mode On Mobile appeared first on Search Engine Journal. View the full article

Melania The President on Monday unveiled the holiday decorations for her family’s first Christmas back at the White House and her theme is “Home Is Where the Heart Is.” The decor also nods to next year’s 250th anniversary of the signing of the Declaration of Independence in 1776 and founding of the United States of America. Several dozen volunteer decorators from across the country helped deck the halls of the Executive Mansion with 75 wreaths, 51 Christmas trees, more than 700 feet (213 meters) of garland, more than 2,000 strands of lights, over 25,000 feet (7,620 meters) of ribbon, over 2,800 gold stars, more than 10,000 butterflies and 120 pounds (54 kilograms) of gingerbread. A few things are different because President Donald The President tore down the East Wing to build a ballroom he’s long desired. This year, the official White House Christmas tree, which is always on display in the Blue Room, also honors Gold Star families, those that lost a member during active-duty military service. That tree was an East Wing fixture and the first one visitors encountered after they entered through those doors, but the building and a covered walkway, or colonnade, connecting it to the White House were demolished by The President in October as part of his ballroom plan. Public tours, which had been suspended because of the construction, are to resume Tuesday but with a shorter route limited to just the State Floor, which includes the East Room; the Green, Blue and Red Rooms; the State Dining Room; the Cross Hall; and the Grand Foyer. The Library and the Vermeil and China Rooms on the Ground Floor — one level below the State Floor — were cut from the tour route because of the construction. The White House expects tens of thousands of visitors for holiday tours, receptions and parties before Christmas. Visitors will now enter through the North Portico doors on Pennsylvania Avenue using a new, semi-permanent walkway and entrance. A statement from the White House said Christmas is a time to celebrate what makes the U.S. exceptional and that, while every home has its own traditions, shared values unite Americans. “In every community, we are lifted by simple acts of kindness that reflect the enduring American spirit of generosity, patriotism, and gratitude,” the statement said. “These moments remind us that the heart of America is strong and that Home Is Where The Heart Is.” Planning for the holidays starts months in advance, and the White House said Melania The President chose every detail of the decor. Trees in the East Room are trimmed in patriotic red, white and blue and national symbols, including golden eagle tree toppers, to highlight the coming America250 national celebration. The official White House Christmas tree in the Blue Room is decorated with gold stars honoring families that lost a member in the line of active-duty military service. The official tree traditionally recognizes each state and territory and this year’s fir is decorated with ornaments showcasing the official bird and flower of each. The Green Room celebrates family fun, featuring large portraits of the first and the current presidents, George Washington and Donald The President, respectively, each made from more than 6,000 Lego puzzle pieces. Thousands of blue butterflies decorate the Red Room and its tree in a celebration of young people and in tribute to Melania The President’s Fostering the Future initiative, which is part of her Be Best child-focused initiative, to support people who have been in foster care. A holiday highlight, the gingerbread White House on display in the State Dining Room shows off the mansion’s South Portico and offers a special glimpse into the Yellow Oval Room, a sitting room off the Truman Balcony in the president’s private living quarters on the second floor. It was made using 120 pounds (54 kilograms) of gingerbread, 100 pounds (45 kilograms) of pastillage, a sugar-based modelling paste; over 10 pounds (4.5 kilograms) of chocolate and 5 pounds (2.2 kilograms) of royal icing. Part of the White House creche is on display in the Grand Foyer while the rest of it is undergoing a restoration overseen by the curator’s office. Most of the tree trimming and hall decking was done after the The Presidents decamped to their Florida home early last week for the Thanksgiving holiday. They returned to the White House on Sunday. —Darlene Superville, Associated Press View the full article

HERE'S A LOOK at some of the best leadership books to be released in December 2025 curated just for you. Be sure to check out the other great titles being offered this month. The Seismic Shift in You: The Seven Necessary Shifts to Create Connection and Drive Results by Michelle Johnston and Marshall Goldsmith In a world more connected than ever, why are we all feeling so disconnected? Leadership expert Dr. Michelle K. Johnston reveals the hidden crisis plaguing modern workplaces: an epidemic of disconnection that’s eroding team performance, personal satisfaction, and organizational success. The Seismic Shift in You offers a transformative approach to leadership that starts with the most critical factor—you. Drawing on years of coaching top leaders and the latest research, Johnston outlines seven powerful shifts to help you lead more effectively, including: Rediscover your sense of purpose and direction, Transform everyday interactions into meaningful connections, Spark authentic engagement by starting from within, and Cultivate high-performing teams grounded in trust and collaboration. With real-world stories and practical tools, Johnston offers the clarity you need to lead with greater meaning, fulfillment, and results. You to the Power of Two: Redefining Human Potential in the Age of Identic AI by Joseph Bradley and Don Tapscott AI tools are already reshaping the way we work and communicate, but as they gain autonomy, they will no longer be mere tools; they will become active participants in our world. As our digital identities become smarter and more capable, we enter the age of “Identic” AI: a place where ever-present AI companions streamline daily tasks, enhance wellbeing, and offer lifelong learning. For professionals, these intelligent agents will amplify creativity, boost productivity, and expand human potential. But with this extraordinary promise comes profound risks—to individuals, businesses, and society itself. From technology experts Joseph M. Bradley and Don Tapscott, You to the Power of Two is a thought-provoking and timely guide that will prepare readers to thrive in world of personal AI agents Monster Transformation: Conquer Your Digital Fears, Be AI Ready, and Focus on What Matters to Your Organization by Ari Lightman, Rafeh Masood and Gary Hirsch In Monster Transformation, a team of veteran digital leaders delivers an expert framework to digital transformation that focuses on the competencies your employees will need to have―and develop―to enable your organization to function in a world defined by generative artificial intelligence. Monster Transformation blends actionable insights, real-world case studies, and immediately recognizable organizational behaviors that can either move forward or derail transformation in the age of AI. Whether you are leading, a part of, supporting or interested in organizational transformation, this book challenges conventional thought on dealing with transformation, provides insights on how and why barriers to effective change arise and pragmatic mechanisms to address challenges, diminish barriers and leverage employees. Human Edge in the AI Age: Eight Timeless Mantras For Success by Nitin Seth If you're wondering how to stay relevant in a world where AI seems to be mastering capabilities once thought to be uniquely human, from cognitive tasks to emotional intelligence, Human Edge in the AI Age is your answer. This is not another book about what AI can do. It's about what you can do to thrive alongside it. As AI disrupts industries and job roles and the possibility of job displacement looms, it may also herald a new human renaissance---an Era of Entrepreneurs---where individuals take charge of their destinies, innovate fearlessly, and create value grounded in timeless human strengths such as creativity, empathy, and leadership. To navigate this seismic shift, Nitin Seth introduces the POSSIBLE framework, an original eight-dimensional guide to rediscovering the human edge. The Octopus Organization: A Guide to Thriving in a World of Continuous Transformation by Phil Le-Brun and Jana Werner Our organizations are stuck. We talk about agility but find ourselves bogged down in bureaucracy. We aspire to innovate but run into systems built to prevent mistakes, not spark breakthroughs. We need to learn and adapt, but we're operating with an outdated playbook built for efficiency and control. And our attempts to fix all this—by pouring trillions into huge, top-down transformations—make the problems worse. But there is a better way: Building an Octopus Organization. One of nature's most intelligent and curious creatures, the octopus is everything your organization needs to be: smart, endlessly adaptable, and highly resilient. Its eight tentacles work in concert, but each can also think for itself. This book shows how to achieve the same balance of cohesion and autonomy and to guide your organization toward a living, breathing system—one that learns, adapts, and thrives by tapping into the distributed intelligence of its people. For bulk orders call 1-626-441-2024 * * * “You can't think well without writing well, and you can't write well without reading well. And I mean that last "well" in both senses. You have to be good at reading, and read good things.” — Paul Graham, Y Combinator co-founder * * * Follow us on Instagram and X for additional leadership and personal development ideas. View the full article

Microsoft Ads introduced two updates that could significantly improve campaign management and reporting for advertisers. The changes: Asset-level disapprovals: Ads will now be disapproved at the asset level—whether a single image, headline, or text line—allowing the rest of the ad to continue running. This reduces wasted spend and prevents entire campaigns from being paused due to a single issue. Conversion reporting transparency: Advertisers can now measure the average time it takes for 90% of conversions—online or offline—to be recorded after a click. This provides critical clarity for evaluating campaign performance and optimizing bidding strategies. These updates address two longstanding pain points for advertisers: wasted spend due to ad disapprovals and uncertainty around conversion lag. Why we care. These updates directly reduce wasted spend and improve data accuracy. Asset-level disapprovals mean a single problematic headline or image no longer shuts down an entire ad, keeping campaigns running and revenue flowing. The new 90% conversion-lag metric gives clearer insight into when conversions actually register, leading to smarter bidding, better pacing, and more confident cross-platform comparison. Together, these changes make Microsoft Ads more predictable, transparent, and efficient to manage. First seen. The updates were first highlighted by John Sargent on LinkedIn and confirmed by Microsoft Ads Liaison Navah Hopkins. For advertisers managing multi-platform campaigns, these changes are a substantial step toward better control, clearer data, and more efficient budget use. View the full article