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Tag: Corporate culture

  • Former CEO is finally facing the music for alleged sex trafficking and prostitution ring during his time at Abercrombie

    Former CEO is finally facing the music for alleged sex trafficking and prostitution ring during his time at Abercrombie

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    Millennials: You’ll remember walking into Abercrombie & Fitch in the late ‘90s and early 2000s. Loud, thumping music, perfume so strong you could barely think straight, and posters of half-naked men were all part of the experience—and a desire to feel “cool.”

    David Turner/WWD/Penske Media—Getty Images

    Mike Jeffries, Abercrombie’s former CEO, was behind that vision. And on Tuesday, he and his partner Matthew Smith were arrested in Florida in connection with sex trafficking-related charges, according to a federal indictment. The duo, along with an employee of theirs, James Jacobson, allegedly ran an international sex trafficking and prostitution ring from 2008 to 2015 that allegedly involved paying for secret sex with potentially dozens of men, including 15 unnamed victims.

    The official indictment has been a long time coming. Last year, BBC released a documentary about Jeffries’ shady practices. The BBC investigation revealed that Jeffries and Smith allegedly used a middleman to find men to attend and participate in the sex events. Jeffries and Smith would allegedly engage in sexual activity with about four men at these events or “direct” them to have sex with one another, several attendees from the events told BBC. Jeffries’ personal staff dressed in Abercrombie uniforms and supervised the activity, according to the allegations, and staff members gave attendees envelopes filled with thousands of dollars in cash at the end of the events. 

    Large Abercrombie & Fitch sign featuring a man's unclothed torso

    LAURENT FIEVET/AFP/GettyImages

    The middleman “made it clear that unless I let him perform oral sex on me, I would not be meeting with Abercrombie & Fitch or Mike Jeffries,” David Bradberry, who was introduced to Jacobson in 2010 when he was 23 years old, told BBC. An agent posing as a model recruiter introduced Bradberry to Jacobson, who described himself as the gatekeeper to the “owners” of Abercrombie and Fitch, according to the BBC investigation.

    The federal indictment included related allegations and more.

    Jeffries’ shady past with Abercrombie

    According to a 2006 interview with Salon, Jeffries wanted to make the 130-year-old retailer into the hearthrob teen clothing brand of the time, which he successfully did—but not without offending swaths of people. His interview pretty much sums up his marketing approach as only making it about “cool” people. 

    “Those companies that are in trouble are trying to target everybody: young, old, fat, skinny. But then you become totally vanilla,” Jeffries told Salon. “You don’t alienate anybody, but you don’t excite anybody, either.”

    Brooks Canaday/MediaNews Group/Boston Herald via Getty Images

    By 2006, Abercrombie & Fitch’s earnings had risen for 52 straight quarters, with annual profits of more than $2 billion. Plus, the company had opened hundreds of new brick-and-mortar stores and launched three new labels, including Hollister. 

    “But the marketing approach that made A&F into a financial success also made it an HR and PR nightmare,” according to NPR. Abercrombie’s approach to marketing ignited a response from women through mock ads and a boycott call from the American Decency Association. Black, Latino, and Asian American employees in 2004 filed a class-action lawsuit against the company alleging minority applicants were discouraged from applying.

    In the early 2010s, Abercrombie started going south financially as a result of age discrimination and hiring practice lawsuits, and Jeffries’ 2006 interview with Salon started being circulated again and went viral. In 2013, Jeffries was named as the worst CEO of the year by TheStreet’s Herb Greenberg. To boot, CNBC’s Jim Cramer named him to his “Wall of Shame.”

    “Since its early trading in 1996, Abercrombie has barely beaten the S&P 500. It has dramatically trailed the index over the past one-, three- and five-year marks,” Greenberg wrote in 2013. “The past year, in particular, has been an abomination, leading activist firm Engaged Capital to demand his ouster.”

    By 2014, same-store sales slumped for 11 straight quarters and two of its subsidiary brands, Ruehl No.925 and Gilly Hicks, shut down just a few years after launch. Teens were just also over Abercrombie’s style at that point, and the shopping mall era was coming to a close. And in 2016, Abercrombie was deemed the most-hated retailer by the American Customer Satisfaction Index for its hypersexualized marketing and controversies. 

    Abercrombie’s second wind

    But as Abercrombie has distanced itself from Jeffries, the brand is making a major comeback after posting its best first-quarter earnings in company history this year. Abercrombie reported $1 billion in net sales, a 22% increase from 2023. Last year, its annual revenues were $5 billion.

    Shoppers inside Abercrombie & Fitch store in 2023

    YUKI IWAMURA/AFP—Getty Images

    This was an epic comeback for the brand. CEO Fran Horowitz took the helm in 2017, revamping stores and inventories as well as expanding sizes and introducing clothing for a variety of lifestyles. 

    “We moved from a place of fitting in to creating a place of belonging,” Horowitz said in a 2022 speech at the Fordham University Gabelli School of Business’ fifth annual American Innovation Conference.

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    Sydney Lake

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  • Businesses are using ‘sociologists, psychologists, and anthropologists’ to get staff back to the office

    Businesses are using ‘sociologists, psychologists, and anthropologists’ to get staff back to the office

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    Bosses have tried everything to convince staff they’ll be happier working in the office than at home, from free lunches to subsidized commutes. When that hasn’t worked, they’ve tried putting their foot down.

    Now, exasperated employers want to know what makes their workers tick.

    Neil Murray, CEO of Work Dynamics at real estate services group Jones Lang LaSalle (JLL), indicated businesses were examining every angle of a worker’s brain to find the right formula to get them back to the office. 

    Most bosses want workers back under their noses, at least in a hybrid model, but are struggling with resistance from employees who have grown used to flexibility. 

    Murray’s unit consults significant corporations on their real estate footprint, covering everything from a space’s sustainability to workers’ interactions with that space. The latter is becoming increasingly crucial to businesses before they shell out a fortune on Grade A office space.

    Changing space

    He describes a new approach to designing these spaces as “a moment in time of reinvention of space” that emphasizes human behavior.

    “Sociologists, psychologists, anthropologists. You get an input, and everybody has slightly different opinions,” Murray told Fortune.

    Murray says this way of thinking has shifted drastically since the COVID-19 pandemic, and businesses now need to consider how their office spaces can benefit employees. 

    “You completely shift that paradigm and think, ‘Why do I need space in the first place if I can conduct my business virtually? What’s its purpose?’ And then you need those inputs from various people to try and think about the psychology of what’s going to make people comfortable.”

    The Future of Real Estate, a new report from JLL published Thursday, looks at the requirements of corporate office space following the AI revolution. Companies will likely focus more on the social impact of spaces, prioritizing “wellness, hospitality, and entertainment,” the authors say. 

    But that doesn’t mean an array of attractive workspace additions, like gyms and cinemas, is the answer to increasing office attendance.

    JLL’s Murray says his group has tested every possible amenity that might entice workers back to the office, including free lunches or coffee machines. However, there isn’t a silver bullet.

    “The most attractive amenity to bring people back is other people,” he says.

    Creating an office that brings them together, Murray says, is becoming a generational battle.

    The psychological differences between Gen Z workers and their older colleagues are emerging as one of the factors behind a reevaluation of office space. Murray says attending university in a remote setting before graduating into hybrid work has altered young workers’ needs compared with their predecessors. 

    “There’s bound to be some collective psychological differences in that generation in terms of expectations,” Murray said.

    Office space

    Beyond generational- and incentive-based considerations, Murray says businesses who are taking the stick approach to bringing staff into the office aren’t seeing much success.

    “The ones that try to be prescriptive and try to mandate three days, we’re seeing pretty much exactly the same attendance for the ones that aren’t pushing a mandate, and it’s settling at that just under three days a week.”

    Murray says that businesses are typically settling on a three-day hybrid model, adding that younger and later career workers spend more time in the office than mid-career workers. 

    Speaking to Fortune in February, Murray’s colleague, EMEA CEO Sue Aspey Price, said companies asking staff to come back to the office four days a week were doing so with the expectation they would only return for three days.

    Aspey Price says this because changes to office space requirements led to a downsizing through the COVID-19 pandemic.

    “If everybody followed the policies that are being put out there, a lot of companies don’t have anywhere near enough space,” she said.

    “If every working team came in on those days, the chances of them having enough space are almost non-existent.”

    Murray thinks offices will see a return of designated workspaces for employees, countering the widespread uptake of hot-desking, even if it means workers alternating days at their desks.

    “You think about the notion of everybody moving toward total unassigned, well where’s the ‘me’ space in there, and where’s your own personality?”

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    Ryan Hogg

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  • Social Bonding Through Movies: The Emotional Magic Behind Watching Films Together

    Social Bonding Through Movies: The Emotional Magic Behind Watching Films Together

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    Movies can be an excellent social bonding experience in a variety of situations, including first dates, family movie nights, group watches, couples therapy, and professional settings. Learn more about the emotional dynamics behind watching films together.

    Beyond being a source of entertainment, films have the power to foster social bonds and create shared experiences among individuals.

    Whether it’s getting together at a friend’s house on a weekend night, embarking on a first date at the theaters, or upholding a family tradition of watching the same movie during holidays, watching movies together is one of the most common ways we connect with others.

    But what’s the psychology behind these cinematic connections? Let’s dive into the many social benefits behind movie watching and how they can improve our relationships in a number of different social settings.

    Shared Experiences

    Every time you press “Play” on a new movie, you are starting a collective journey with whoever you are watching with. No one knows what will happen, so you are both entering the unknown together and experiencing it for the first time.

    Every film is a rollercoaster of different emotions – joy, laughter, surprise, fear, suspense, disgust, sadness, anger – and everyone is experiencing those emotions together as a “hive mind.” Research shows emotions are contagious, and when multiple people are experiencing the same emotion in unison, feelings are often amplified more than if you were just experiencing it by yourself.

    Movies create new shared experiences that mark new chapters throughout our relationship. “Remember that one time we saw Wolf on Wall Street? That was fun!” A memorable movie can become a distinct event in our relationship’s storyline, especially if it symbolizes a special day like a first date, birthday, or anniversary, giving us a positive memory to look back on and reminisce about.

    Watching movies together doesn’t require much work, it effortlessly creates a sense of unity among the people watching. Even if everyone hates the movie, it still creates a shared bond, “Wow, that movie was really stupid!” and then you can all laugh about it.

    Icebreaker and Conversation Starter

    Watching films together serves as an excellent icebreaker, especially in situations where individuals may be meeting for the first time or trying to strengthen new connections.

    The movie theater, often considered a classic venue for a first date, provides a natural conversation starter. After the credits roll, initiating a conversation becomes as easy as asking, “Did you like the movie? Why or why not?” Ask about favorite scenes or whether they’ve seen other movies featuring the same actor or actress.

    Use the film as a springboard into other topics to talk about. If you’re skilled at conversation threading, you should be able to take one thing from the film and branch off into more important subjects. If it’s a film about music, inquire about their musical preferences or whether they play an instrument. For sports-themed movies, explore their favorite sports or childhood sports experiences.

    Icebreakers aren’t exclusive to first dates; they’re equally helpful in building connections in various scenarios, whether it’s getting to know a coworker outside the office or deepening a friendship.

    One fair criticism of movies as a bonding experience is that you don’t get to do much talking during them. It’s a passive experience, not an active one. But there are also benefits to this: it’s a shared experience with little effort (no pressure, just sit and watch), and it gives you a convenient starting point for more meaningful conversation later on.

    Nostalgia and Tradition

    For many, watching films together is not just an occasional activity but a cherished tradition that spans multiple generations.

    Family movie nights play a pivotal role in strengthening the bonds between parents and children. Holiday film marathons, especially during festive seasons, elevate our collective spirit and enhance the joyous atmosphere. Revisiting favorite childhood movies creates a profound sense of nostalgia, keeping us connected to our past.

    One popular family tradition may be during Christmas, such as having A Christmas Story playing in the background as you decorate the tree or watching It’s A Wonderful Life every Christmas eve.

    These traditions are about more than just the movie; they’re about creating a whole family experience. Infuse your own unique twist by turning it into a game, baking homemade cookies before watching, or simply enjoying jokes and good company. The film itself is just one aspect of a complete family ritual and bonding experience.

    When families embrace these shared traditions, they contribute to a profound sense of belonging and unity. These rituals become the threads weaving together the fabric of family ties and friendships over long periods of time.

    Team Building and Group Bonding

    Beyond personal connections, watching films together can be an effective team-building activity in professional settings.

    Organizational unity can be difficult to achieve for many companies, especially when workers have radically different jobs and skillsets, often being assigned to work within one department of a company but being siloed off from the organization as a whole.

    Movie nights and film screenings can be an effective way to provide employees with a stronger sense of unity and camaraderie. Different departments that normally don’t see each other get to cross-pollinate and make connections with faces they don’t often get to see. Scheduled events like this can foster a team of teams mindset, helping to interconnect different departments into a cohesive whole.

    Perhaps certain movies depict an idea, philosophy, or mindset that an organization wants to embrace more of. Requiring every employee to watch a movie together is more than just making friends at work, it can also tap into a deeper meaning behind the organization’s mission and purpose.

    Couples Therapy

    Movies can serve as bouncing points to important conversations that need to be had between spouses and loved ones.

    It’s not always easy to bring up certain topics of conversation, but through film you can organically dive into subjects that otherwise wouldn’t get brought up in everyday discourse, like mental health, sex and intimacy, or experiencing grief after a tragedy or loss.

    It’s common for a couples therapist to recommend a specific movie to their clients. You may already know of a movie that you’d like to share with someone. You can also ask friends or seek recommendations online. Ask yourself, “What’s something I really want to talk about with my partner?” then “What’s a good movie that can introduce this topic?”

    A powerful film can help couples process their relationship more clearly. It shows the universality of humanity – you’re not alone with whatever you are going through – and brings ideas out in the open that need to be expressed or talked about.

    One exercise you can try together is to each take notes or fill out a movie analysis worksheet while watching.

    Communal Bonding and Bridging Social Divides

    On a larger scale, film watching can help bridge cultural and social divides, as well as be used as a tool for communal bonding.

    Social events such as public screenings, outdoor showings, movie festivals, or drive-thru theaters are great settings to watch a movie among a large and diverse group of people within your community.

    These days with easy access to streaming services at home, most people watch movies all by themselves, but there used to be a time when movie-watching was an intrinsically social activity done in public spaces.

    As we continue to see a decline in community feeling, movies may be one avenue to start bringing people together again as a cohesive group.

    One idea is for local organizations to throw more public events with film features to celebrate holidays or special events – or you can set up a projector on your garage door and invite some neighbors for a weekend movie watch.

    Conclusion

    Watching films together is more than just a passive form of entertainment; it is a dynamic social activity that brings people together, creating lasting bonds and shared memories.

    Films are universal connectors. Whether it’s with family, friends, or colleagues, the act of watching a movie together creates an automatic bond and sense of unity.

    Are you a big movie watcher? In what situations can use film watching to improve your relationships with family, friends, loved ones, or coworkers?


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    Steven Handel

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  • Creating This Type of Culture Helped Our Company Triple in Size | Entrepreneur

    Creating This Type of Culture Helped Our Company Triple in Size | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    When I joined my company in a leadership role nine years ago, I had an outsider’s lens in more ways than one.

    Not only was I new to the organization and the people who ran it, but the industry of in-home healthcare was a big pivot from retail, where I had spent most of my corporate career.

    What struck me the most as I embarked on new terrain, was the genuine kindness I witnessed from our people who were servicing our clients with great compassion. Our business isn’t built on transactions — it’s built on trust. Our clients have to feel confident in our ability to support and care for their loved ones.

    As genuine as our approach was, it was also clear there were areas where our corporate culture needed reshaping. For example, I recall walking into our shared kitchen daily, only to find the sink overflowing with dirty dishes. In meetings, I would hear people blame other team members for performance issues — signs that discipline and self-responsibility weren’t being prioritized.

    At the time, we had roughly 40 franchise locations, primarily in Canada. It was a healthy achievement, but I knew if we wanted to grow and expand internationally, we had to transform our culture and people practices.

    Today, we have more than 300 franchise locations in four countries and have grown our revenue by more than 200%. We’ve also developed a culture where 60% of our people have grown into different roles, allowing them to build new skills and challenge themselves. Here’s how we’ve accelerated the growth of our company and developed our people by creating a culture of bold kindness.

    Related: Why Patience And Kindness Need To Be At The Center Of How You Run Your Business

    Defining a culture of bold kindness

    Bold kindness is more than exercising empathy on a client phone call — it’s about shifting from a culture of “nice” to one of accountability while creating an environment where people feel their personal wellbeing matters.

    Creating a culture of self-discipline and accountability doesn’t require instilling fear or pulling corporate rank — in fact, it’s quite the opposite. We’ve found when you empower your team at every level to play a significant role in decision-making, you can exercise kindness and care for their wellbeing. This inadvertently helps build intrinsic motivation where teammates are driven to take ownership over their own work.

    According to data from McKinsey employees who are intrinsically motivated are 32% more committed to their job, have nearly 50% higher job satisfaction and perform 16% better than other employees.

    Today, everyone in our company works towards the same vision — we call it our “painted picture.” We set bold goals, and each one of us is accountable for helping achieve them, but we also respect that every team member has their own process for getting there.

    This intentional shift towards balancing a culture of self-responsibility with care for our people shows up in every aspect of our teams’ performance. From putting their own dishes away in our now well-maintained shared kitchen to the increase in our Net Promoter Score from the low 50s to the high 70s — bold kindness has motivated our team to achieve exceptional results and to be proud of the work the team has done.

    Related: Compassion Will Boost Your Business: Making The Case For Showing More Kindness At Work

    Knowing the people behind your performance

    We recently had two people within our company become first-time dog owners. We celebrated these milestones similarly to how we would if a team member had a baby. We were flexible in allowing our new dog owners to work from home and allowed them to transition back to in-office hours on a schedule that worked for their unique situation.

    In both circumstances, we wanted the underlying message to be clear: We value you, and what you’re going through matters. Operating from a lens of bold kindness means taking the time to understand your talent as people first. By celebrating and supporting each team member’s journey, both personal and professional, you foster a sense of belonging and care within your workplace.

    New research shows that when employees feel a sense of belonging at work, they are five times more likely to want to stay at their company. On the other hand, employees who feel insecure about their place within an organization are less likely to collaborate, share their creativity or perform to their highest potential.

    In contrast to traditional corporate environments, when our people come to work, they aren’t expected to leave personal matters at the door. If we ask someone how their day is going and they sound off — we stop to check in. We want to know what is really going on with our teammates, whether it’s personal or professional.

    Encouraging people to show up as their whole selves to work isn’t a license to forgo professional duties when a personal matter arises; it’s acknowledging the circumstances they are facing and supporting them through it so that they can do their best despite the distraction.

    Related: How Your Company Culture Can Be a Force Multiplier (For the Good and the Bad)

    Showing up as a human-first leader

    As CEO, I’m not immune to personal challenges. Just as I encourage my people to show up as their authentic selves at work, I’m transparent about my life with my team. As a leader, I’m aware that how I show up at work sets a tone, and it’s my responsibility to shape an environment where everyone can thrive.

    When I walk in on a Monday, I take time to greet everyone and listen with genuine interest as I hear about their weekends. These personal connections have been essential to our team’s success.

    A global study by the International Social Survey Program, published by the Harvard Business Review, showed workplace relationships have a significant impact on job satisfaction. Not only that, but researchers at the Universities of Pennsylvania and Minnesota have confirmed close relationships at work increase productivity and result in higher levels of commitment, better communication and morale.

    I’ve worked in traditional business environments where orders are expected to be followed without question and where parts of my identity weren’t welcomed. I’ve experienced firsthand how that kind of culture kills morale and innovation, and it always comes from the top.

    Bold kindness isn’t taught in traditional business schools yet, but for us, it’s been a game changer. Not only has the shift in our culture helped us triple our company’s size and expand internationally, but it’s also created a work environment where I and everyone around me feels supported and inspired.

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    Cathy Thorpe

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  • Why ‘Quiet Fridays’ Are the First Step Towards a 4-Day Workweek | Entrepreneur

    Why ‘Quiet Fridays’ Are the First Step Towards a 4-Day Workweek | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    When I first read Tim Ferriss’ 4-Hour Workweek a decade ago, it planted a bug in my brain to always look for ways to balance productivity with sustainable life rhythms. I didn’t know if living like that was even possible, but I was intrigued. As a former pastor turned entrepreneur who values both healthy work culture and optimal performance, I was fascinated by the notion of shorter workweeks from the get-go. The statistics around 4-day workweeks were compelling.

    Related: The Case for a 4-Day Work Week

    But as the founder of a brand consultancy with limited cash reserves, I knew I couldn’t immediately offer everyone a 4-day workweek and expect cash flow to stay healthy in the short term. I quickly classified the 4-day workweek as something only big corporations could afford to do. With their exorbitant bottom lines, surely they could take the risk, “But not a sub-$1m revenue company like ours!” I’d mutter to myself, alone in my shed-office. Fortunately, I stayed haunted by the idea for long enough to press through my cynicism and find something intriguing to try.

    I want to share a concept we implemented at our brand consultancy a few years ago that continues to reap rewards for everyone involved — we call it “Quiet Fridays.”

    Imagine this: a bustling office (or burbling Slack channels) from Monday through Thursday, with teams collaborating, innovating and driving the company forward. You’re proud of the pace and productivity. They’re meeting with clients, pitching new ideas, selling future work… And then comes Friday — and all of a sudden — crickets. Slack is a ghost town. You check your calendar, and it’s wide open. Everything has slowed down by design. Fridays are set aside for uninterrupted deep work, reflection and rejuvenation. This is the essence of our Quiet Fridays.

    We simply decided to stop scheduling client-facing meetings on Fridays to create a margin for ourselves. What a novel idea!

    And the remarkable thing was — clients didn’t mind. They’re typically inspired by it. They respect the intentionality we have around creating (and protecting) margins. If they’ve trusted us to rework their brand strategies or articulate some new expression of their company, they want us to have uninterrupted time to dedicate to it. It’s for everyone’s benefit.

    Related: Why Combining Company Culture with Strategy is Necessary for Lasting Business Success

    What does “quiet” mean for you?

    You might be saying to yourself, “Cool. Glad that worked for you, but there’s no way I could implement this at my ______ company.” Which is precisely why I’m writing this article. This concept is implementable across the board. All you have to do is define what “quiet” means for you.

    With our brand consultancy, one of the most important things we do is meet with our clients. It’s essential to our success. Clients hire us to spend time with them. Apart from that, we’re out of business. But meeting with clients can be draining, especially if you’re giving them your best attention. It’s exhausting to sell ideas and inspire other leaders to dream of their brands in fresh ways. That is why I knew “quiet” meant no client-facing meetings. When I first shared the idea with my team on a Zoom call, I could see little pixelated tears of joy forming in the corners of their eyes.

    One of the companies I’ve invested in is a cannabis farm in Maine. We breed, cultivate, and package products to distribute around the state. Those employees don’t meet with clients or sit around all day at desks talking on Slack. So, what does “quiet” mean for them? How can we implement Quiet Fridays for them? Ask them!

    Maybe we plan Friday’s goals earlier in the week, and people can enjoy a self-guided day — productive yet paced a bit slower. Maybe Fridays become a time to focus on genetic hunting or rainy day projects that always seem to be pushed off to another day.

    Our employees at the brand consultancy will sometimes use the time to work on internal marketing ideas — either content or updating our website. (Guess when I’m writing this article? A Friday morning.) And if people find themselves with very little to do, they quietly take the rest of the day off. They’ve clearly earned it if they’ve tackled everything on their lists.

    Related: 100 UK Businesses Go All In On 4-Day Workweek

    If you’re in the startup world, there’s a good chance you have other stakeholders watching what you’re doing (or breathing down your neck), and if you proposed a 4-day workweek, your investors would lose their marbles. Quiet Fridays are a great way to invest in your internal culture without being too disruptive of others’ expectations of you. It’s a subtle enough tweak that hopefully doesn’t require anyone’s approval other than yours.

    So, if you find yourself in a leadership position or leading a team within a larger company, I dare you to exercise that bit of autonomy and consider Quiet Fridays for your team. If you’re already scheduled for the next month or so, pick a Friday next month and ask everyone to begin guarding that day. Put a recurring event on the calendar called Quiet Friday and invite your whole team to it. Try it. Test it. Tweak it. And see what Quiet Fridays might add to the efficacy and joy of those around you.

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    John Emery

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  • What to Do When a Personal Brand Clashes With Corporate Reputation | Entrepreneur

    What to Do When a Personal Brand Clashes With Corporate Reputation | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Personal branding is experiencing a universal moment. We are seeing people from all walks of life building their visibility, promoting themselves both online and offline. Once reserved for those of us looking to monetize side gigs, personal branding has since become a mainstream endeavor. Research shows that people who are “able to discover their own points of competitive differentiation and creatively turn them into compelling narrative and imagery, while doing that strategically and socially-appropriately, have greater chances of professional success.” A personal brand can open doors to internal mobility, unlock new career opportunities and even lead to greater career satisfaction.

    Employees from all walks of life are following the likes of Gary Vee to learn how to build their own personal brands and leverage social media effectively. And yet, many are fearful and hesitant. They are fearful not only of doing it wrong thus damaging their careers, but they are actually concerned that their pursuit of increased visibility will ring loud alarm bells across the HR team and the executive offices of the company that employs them. No surprise there! Disparaging language when discussing personal branding continues to prevail. Look at this BBC article which refers to personal branding as an act of “touting oneself,” in turn positioned as being at odds with company loyalty. Talk about being out of touch with modern reality.

    Related: How to Understand Corporate Branding vs. Personal Branding for Success

    The tension between personal branding and corporate fallout

    Articles with their disparaging language aside, employers’ concerns can definitely be worthy of empathy. After all, employee-related scandals can easily go viral, whether it’s in the private or the public sectors. In the era of social media and our shared love for a juicy story with a dramatic plot twist, what an employee says or does can quickly come under scrutiny and even quicker cast a shadow on the employer and their reputation. As a result, organizations are crafting what they believe to be iron-clad social media policies, blocking access to social media platforms from office equipment and quite frankly employing some of the stringiest methods aimed at mitigating potential reputational risk.

    This tension between personal branding and corporate fallout isn’t unique to the cubicles of corporate America. Even sectors that traditionally thrive on individual expression, such as the entertainment industry, are not immune to the challenges and pitfalls of personal branding.

    Cue in the most recent Disney drama surrounding the Snow White remake of its age-old classic. News outlets and vloggers across the continent are sharing clips of the actor hired to play Snow White positing that her off-putting demeanor, unlikeable behavior and questionable statements are damaging the movie’s chances of box-office success. Here we’ve got an actor speaking her mind and freely expressing her opinions about the remake versus the original version, expressing her disdain for the original and feeling that she is doing her best to promote the remake. In her mind, she is likely simply sharing how wonderful the new version is going to be. Yet, as a result, Disney’s executives are predicted to be having emergency meetings to damage control. A clear case of a personal brand gone rogue!

    Related: Why Investing in Reputation Management is Crucial for Your Business Strategy

    So, what can we learn from this?

    What policy can we draft as employers, or how can we make sure that our own personal brands are not blamed for the reputation crises of our employers?

    The simple answer is this: We cannot.

    You see, unless we condone the cancellation of the First Amendment right and believe that people must be censored for the greater good of their employers, these situations will continue to occur. But here are some tips to try and reduce the probability of this happening to you:

    1. Hire for shared values and not only for skill: Assemble a team that resonates with your organization’s ethos. Their alignment with your values is key to ensuring their personal brand doesn’t diverge from your organizational identity. And when you are looking for a job, do the same: Look to join an organization that shares your values and will thus be likely to align with your actions and behaviors.

    2. Be crystal clear with your brand positioning and your point of view, both as a corporate brand and through your personal brand: A well-defined brand narrative serves as a guiding star. When employees’ personal brands harmonize with your corporate identity, it’s a win-win. At the core of any brand — corporate or personal — lies a very clearly defined point of view.

    3. Don’t fight your employees’ personal brand-building efforts, but rather invest in training them to do it right: Educate your team about the nuances of personal branding. With the right training, they can navigate the digital landscape adeptly, projecting their individuality while safeguarding your brand’s reputation.

    Related: 7 Ways to Recover After a Reputation Crisis

    Most reputation crises occur because of a faux pas. These can be reduced, or perhaps even avoided entirely, through media training for your higher visibility employees and social media training for your whole team. Personal branding is here to stay and, as an employer, you can derive a multitude of benefits from having high-profile employees. They can help attract higher-caliber hires to your organization, as well as high-ticket clients. You should embrace your team members’ visibility and derive the value but equip them to do it right and to avoid saying or doing something that can be damaging both to you and to them.

    Personal branding is experiencing a universal moment, and it is not something we can curb. Let’s instead devise a strategy that will allow our employees’ personal narratives to unfold in harmony with our organizations’ tales, making for a story that captivates, rather than a subplot that becomes our demise.

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    Marina Byezhanova

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  • How to Navigate Business Etiquette With Sass and Style | Entrepreneur

    How to Navigate Business Etiquette With Sass and Style | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In a world dominated by conformity, it’s time to unleash your inner maverick and revolutionize business etiquette. Say goodbye to rigid rules and protocols, and seize the opportunity to infuse your unique style and personality. Break free from the mold, defy norms, and make an indelible mark on those you encounter. Embrace your authenticity to captivate, and stand out from the crowd.

    Here are ten tips to help you navigate business etiquette with style.

    1. Slaying the game: The art of non-verbal communication

    Communication is a dance, and your body language holds the power to lead. Embrace the art of non-verbal communication to make a lasting impact. Stand tall with shoulders back, exuding confidence from every pore. Use purposeful gestures to emphasize key points, and maintain eye contact that penetrates the soul. Remember, your body speaks volumes, so make sure it’s speaking in a language that demands attention.

    Related: Actions Speak Louder Than Words: The Body Language Guide

    2. Owning the room: The charisma chronicles

    When you step into a room, you’re not just another face lost in the crowd but a formidable presence to be reckoned with. Nurture an irresistible aura of charisma that captivates and demands attention. Stride purposefully, exuding an unwavering self-assurance permeating the space around you. Engage others with genuine interest, making each conversation a captivating adventure. Your magnetic charm and sassy demeanor will leave a lasting impression on everyone you encounter.

    3. The power of disruptive listening

    Forget about passive listening; it’s time to embrace disruptive listening. Instead of simply nodding along, truly engage with the speaker’s words, challenging their ideas and offering your unique perspective. Disruptive listening not only shows your expertise but also sparks stimulating conversations that go beyond the surface level. Dare to be bold, question the status quo, and watch as your insights reshape the business landscape.

    4. The social media revolution: Becoming a trendsetting maverick

    In a digital world overflowing with generic content, breathe fresh air that captures attention. Embrace social media platforms as your stage to unleash your entrepreneurial prowess. Craft compelling content that breaks free from the mundane and captivates your audience with sass and style. Incorporate humor, creativity and unconventional approaches to stand out in a sea of conformity. Your authenticity and unique voice will attract a tribe of loyal followers eager to join your revolution.

    5. Networking 2.0: Forging authentic connections

    Networking doesn’t have to be a transactional game of exchanging business cards. Forge genuine connections that go beyond surface-level pleasantries. Seek out events and communities where authenticity and shared values reign supreme. Engage in meaningful conversations, build relationships based on trust, and support others in their journey. By embracing this approach, you’ll create a network of allies and mentors who champion your success and celebrate your sassiness.

    Related: The New Networking: 8 Strategies for Building Real Relationships

    6. Negotiation ninja: Winning with style

    In negotiations, the power lies in the balance between assertiveness and finesse. Take a strategic approach, where sass meets style, to achieve win-win outcomes. Know your worth, and confidently articulate your value proposition. Use your charm to establish rapport and build a foundation of trust. However, don’t be afraid to inject a touch of sass into your negotiations. Find creative solutions, challenge conventional boundaries, and turn the tables with unexpected twists. The key is maintaining a sense of class while leaving your counterparts in awe of your innovative and daring approach.

    7. Power moves: Making an impact with style

    In the business world, it’s not just about what you say but how you say it. Develop a compelling communication style that leaves a lasting impact. Use vivid storytelling techniques to convey your message, and create an emotional connection with your audience. Infuse your presentations with humor, charisma and captivating visuals. Be a master of timing, delivering your points with impeccable precision. Your style and delivery will make you memorable and elevate your message to new heights.

    8. Mastering the art of feedback

    Feedback is a gift, but giving and receiving it requires finesse. Embrace a sassy and insightful approach to providing feedback that sparks growth and improvement. Be specific, highlighting both strengths and areas for development. Offer constructive criticism with a touch of humor and encouragement. Similarly, when receiving feedback, don’t shy away from bold self-reflection. Embrace it as an opportunity to refine your skills and unleash your full potential.

    9. Resilience in the face of adversity

    In the fierce business realm, obstacles and setbacks are bound to arise. Yet, it is your response to these challenges that truly distinguishes you from the rest. Develop a resilient mindset that embraces failures as stepping stones to success. Embrace your sassy side by defying the odds, pushing boundaries and finding innovative solutions. With each setback, let your style and resilience shine through, inspiring others and proving that setbacks are mere detours on the path to greatness.

    Related: Resilience Unlocked: 9 Strategies to Turn Adversity Into an Advantage

    10. Building a legacy: Leading with sass and style

    As an entrepreneur, your journey extends far beyond personal success. It’s about crafting a lasting legacy. Embrace your role as a leader, infusing it with a unique blend of sass and style. Foster a culture of innovation, collaboration and authenticity within your organization. Empower your team members to embrace their unique flair and unleash their full potential. Leading with sass and style creates a legacy that transcends time and inspires future entrepreneurs.

    Business etiquette doesn’t have to be boring. Spice up your entrepreneurial journey with sass, style and unconventional wisdom. Leave an unforgettable impression on the business world. Unleash your inner powerhouse, redefine success, and conquer the business landscape with determination and finesse. Get ready to sashay into the future of entrepreneurship and become an extraordinary entrepreneur.

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    Chris Kille

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  • Are You a Visionary Leader? Here Are 12 Ways to Get Started | Entrepreneur

    Are You a Visionary Leader? Here Are 12 Ways to Get Started | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In today’s rapidly evolving business landscape, the role of visionary leadership has become increasingly crucial. Visionary leaders possess a unique ability to inspire and guide their organizations toward a desired future state. History has shown that a visionary leader initiated every significant technological invention. They are catalysts for change, capable of transforming companies and shaping industries.

    As the founder of LEAD + VISION, a vision-based leadership coaching and consulting firm, I coach C-suite executives on building and elevating their visionary thinking skills. Today, we embark on a journey to explore the transformational effect of visionary leadership and uncover invaluable insights on how you can develop and elevate your visionary leadership skills.

    The power of visionary leadership

    Visionary leaders profoundly impact their organizations by providing a clear sense of purpose, direction and motivation. They possess a compelling vision, which acts as a guiding star for their teams. This vision serves as a roadmap, helping companies navigate through challenges, seize opportunities and adapt to the ever-changing business landscape.

    Transformational leaders have the ability to communicate their vision effectively, creating a shared understanding and sense of ownership among team members. Visionary leaders foster collaboration, inspire innovation and drive engagement by aligning the organization around a common goal. This synergy and excitement of a shared vision empower employees to go above and beyond their usual responsibilities, fostering a culture of excellence and continuous improvement.

    Related: 3 Perspectives of Visionary Leaders

    Developing visionary skills

    While some individuals naturally possess visionary leadership abilities, it is a skill that can be trained and built with practice. Here are some strategies to cultivate and enhance visionary leadership skills:

    1. Self-reflection: Take time to introspect and define your personal values, passions and long-term goals. Understanding your own aspirations and what drives you will enable you to craft a compelling vision that resonates with your team.
    2. Environmental scanning: Stay informed about industry trends, emerging technologies and societal changes. By continuously scanning the external environment, you can anticipate shifts, identify opportunities and adjust your vision accordingly.
    3. Embrace the power of curiosity: Curiosity fuels the fire of visionary thinking. Embrace an insatiable hunger for knowledge, exploration and learning. Seek diverse experiences, delve into new domains and challenge conventional wisdom. By fostering an ever-curious mindset, you will expand your mental horizons, uncover hidden connections and illuminate the path toward visionary insights.
    4. Embrace systems thinking: Embrace the wisdom of systems thinking, for it is the cornerstone of connecting the dots. See your organization as an intricate ecosystem, interconnected and interdependent. Understand the ripple effects of decisions, the delicate balance of forces at play and the dynamic relationships within and beyond your organization. By adopting a systems thinking mindset, you will perceive the interwoven threads that shape your organization’s destiny.
    5. Foster a learning culture: Nurture a culture of continuous learning within your organization. Encourage your team to explore new concepts, engage in cross-functional collaborations and share their discoveries. Create spaces for open dialogue, where ideas can flow freely and diverse voices can be heard. By fostering a learning culture, you create an ecosystem where dots naturally converge, enabling the emergence of innovative solutions.
    6. Embrace data and analytics: In the age of digital transformation, data and analytics serve as a powerful lens to perceive hidden patterns. Leverage technology and data-driven insights to unearth correlations, trends and anomalies. Develop the ability to extract meaningful insights from vast volumes of information, enabling you to anticipate shifts, seize opportunities and connect the dots that others overlook.
    7. Encourage intuition and creativity: Visionary leaders understand the power of intuition and creativity as catalysts for connecting the dots. Cultivate your intuitive senses, trust your gut instincts and allow your subconscious mind to weave its magic. Embrace creativity, for it is the bridge that connects seemingly disparate elements, sparking innovative solutions and revealing unexpected connections.
    8. Engage in strategic thinking: Develop the ability to think strategically by analyzing complex problems, considering multiple perspectives and envisioning future scenarios. Strategic thinking allows you to anticipate challenges, devise innovative solutions and guide your organization toward success.
    9. Nurture an innovative culture: Cultivate a mindset of curiosity, experimentation and embracing calculated risks throughout your organization. Foster an environment where employees are encouraged to contribute their ideas and provide valuable feedback. By fostering a culture that celebrates innovation, you empower your team to break free from traditional boundaries, igniting transformative change and propelling your organization toward new heights.
    10. Effective communication: Master the art of communicating your vision clearly and consistently. Tailor your message to resonate with different stakeholders and adapt your communication style to suit diverse audiences. Use storytelling techniques to inspire and engage your team, painting a vivid picture of the desired future state.
    11. Build a diverse team: Surround yourself with individuals who bring different skill sets, perspectives and experiences. Diversity enhances creativity, fosters innovation and ensures that blind spots are identified and addressed. Embrace inclusive leadership practices that create an environment where everyone feels valued and empowered.
    12. Develop emotional intelligence: Visionary leaders understand the importance of empathy, emotional awareness and effective relationship-building. Cultivate emotional intelligence to inspire trust, motivate your team and foster a sense of purpose.

    In this era of constant disruption, visionary leadership is the catalyst for transformative change. By integrating these strategies into your leadership approach, you will unlock the full potential of your team and navigate the evolving business landscape with confidence.

    Embrace the visionary within you and let your leadership shine as you shape industries, inspire change and leave a lasting impact on your organization’s success. Your visionary journey starts now.

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    Tugba Yanaz

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  • Watchdog report finds former Pentagon official created a toxic work environment | CNN Politics

    Watchdog report finds former Pentagon official created a toxic work environment | CNN Politics

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    CNN
     — 

    A newly released Defense Department inspector general investigation found that a former senior Pentagon leader berated and belittled subordinates, cursed at them, made some employees cry, and generally created a toxic work environment.

    Michael Cutrone served as the principal deputy and acting assistant secretary of defense for international security affairs from May 2020 to January 2021 when he resigned. The Defense Department inspector general said in the new report released Wednesday that Cutrone repeatedly harassed subordinates and created an “intimidating, hostile, and offensive work environment.”

    “Subordinates with decades of experience in the DoD described Mr. Cutrone as the most toxic boss they ever worked for and someone who poisoned self-confidence, created divisions, and was loathed and despised by his workforce,” the IG report said.

    Cutrone was installed at the Pentagon by then-President Donald Trump in an effort to put more officials into the department who the Washington Post described as having an “undisputed allegiance” to the president, citing officials.

    The IG said in its report that while Cutrone often “did not deny his conduct,” he told investigators he could not recall the specific instances mentioned by witnesses. He acknowledged to investigators that he fell short in some regards despite his intentions to be a positive leader.

    The report also found that Cutrone consumed alcohol in the Pentagon without written authorization, which he said was done occasionally after office hours and was a misunderstanding of policy.

    CNN has not been able to reach Cutrone for comment about the report.

    Cutrone was provided tentative conclusions of the report by the IG in January this year and told investigators that he did not agree that he had failed to treat subordinates with dignity and respect, and that he had created a hostile work environment.

    “Mr. Cutrone attributed his disagreements to his belief that the DoD IG failed ‘to understand and consider the appropriate context of the [ASD(ISA)] working environment,’ and the time that it took to complete the investigation,” the report said.

    Complaints about Cutrone began rolling in on December 15, 2020, according to the IG report, when the DoD Hotline received an anonymous complaint that he “made two employees cry” and “berated and yelled at his employees.” Two days later, two other anonymous complaints that said Cutrone “verbally abused” his employees were referred to the IG to investigate.

    Cutrone resigned from his position in January 2021, before the IG began its investigation in February 2021.

    The IG ultimately interviewed 31 witnesses who worked with Cutrone; of those 31, four people used “positive terms” to describe his leadership like “hard working,” “ambitious,” “charismatic,” and “energetic.”

    All 31 witnesses, however, including the four that used positive terms, described his leadership style negatively, using terms like “combative,” “bully,” “overly abrasive,” and “unprofessional.”

    Witnesses said that Cutrone ignored Covid-19 mitigation policies in the Pentagon, regularly disregarding a policy that required masks in the building and telling subordinates they didn’t need to social distance. One witness said that Cutrone would “remove his mask to show them how mad he was,” the IG report said.

    Witnesses also told the IG that Cutrone “started a culture of gossip,” asking staff about other employees and was “publicly denigrating” of those who worked for him in front of their coworkers. People told investigators they felt “miserable and depressed all the time,” were facing “abuse every day” that “exhausted” them and found that they were bending themselves “in knots trying to determine the formulation of language that will not in some way raise the ire of [M]r. Cutrone.”

    Presented with comments from employees about the impact of his leadership, Cutrone told investigators he “tried to build a strong team” and “tried to do good by people.”

    “I always tried to just be a strong collegial team member … and I’m sorry that I ever made people feel on edge and uncertain about what kind of engagement they were going to get,” he said.

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  • Why Hustle and Work-Life Balance Are 2 Clichés I Wish Would Go Away | Entrepreneur

    Why Hustle and Work-Life Balance Are 2 Clichés I Wish Would Go Away | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In my experience in the corporate world and as an entrepreneur, “hustle” and “work-life balance” are two terms that get thrown around a lot, and most of the time, the people using these terms do not truly understand them. Instead, these terms get used as buzzwords in an attempt to motivate team members or look good in front of peers, when, in fact, they have the opposite effect. I want that to stop.

    There is nothing wrong with using either term, but if you’re going to use them, in my opinion, it’s important to truly understand them and believe in what they represent. This may be difficult, especially if you are a business owner or a working parent, or both. However, it is not impossible. I know, because it’s how I run my business.

    Related: Why Hustle Culture Might Be Toxic to Your Business

    Hustle

    Some people may disagree with me, but, in my opinion, it is not a “flex” if you’re constantly hustling. Some business owners and team members like to brag about working constantly, but what are they actually achieving? Are they really ahead of the game because they dedicate all their time to working? Are they happy with their lives? Are they mentally and physically healthy? Or are they just acting a part to appear as though they’re doing better than they are?

    After having worked for years among the higher ranks in the corporate world and now as an entrepreneur running my own company, as far as I am concerned, “hustle” is overrated. Sure, there will be times when you need to grind it out to meet a deadline or because you have a particularly demanding project, but, if you are managing your time correctly, that should not be your daily reality. Hustling all the time is a surefire way to burn out, and whether you’re the one doing all the work or it’s your team who is being asked to hustle, that’s not what anyone wants.

    Work-life balance

    I know that work-life balance is important. In fact, it’s something I personally preach. The problem is when people use the term but don’t practice it themselves. I don’t consider it work-life balance when you’re habitually answering emails or calls after hours, during the time you’re supposed to be spending with your family or just with yourself. If you say that your workday ends at a specific time, but then you continue to focus your attention on work, how is that balance?

    It’s not fair for leaders to expect their team members to consistently dedicate time after hours to work, and it’s not fair for team members to consistently ignore their work during the workday to focus on their personal business. Of course, there are exceptions, but they should only be exceptions and agreed upon in advance whenever possible. In any event, when your focus is constantly split between work and personal, then both will suffer.

    Related: 10 Myths About Work-Life Balance and What to Do Instead

    When things don’t go as planned

    I started thinking a lot more about “hustle” and “work-life balance” when lockdowns and school and daycare closures completely upended our lives, essentially erasing the line separating work and home life. For the people without children, perhaps the adaptation was less problematic, but for those who were suddenly forced to figure out how to navigate schooling and childcare at home while also working from home, it was a formidable challenge.

    While I have always run my company according to a family-first philosophy, during the pandemic, this approach made all the difference. As many of my team members were unprepared to accommodate children at home during the workday, I made it a special point to create an environment that was supportive and flexible, with the understanding that, as long as the work is getting done and the quality remains, there is no need to insist on eight straight hours of each person’s full attention.

    I think we all came out of the pandemic with a deeper understanding perspective on what it means to hustle and how to achieve work-life balance. Overall, as a team, we were able to successfully adapt to the demands of pandemic life, and the habits we developed during that time have carried over into our current operations.

    A better way

    Maintaining our philosophy of family first and guided by what we learned during the pandemic, my business partner and I have done our best to take the “hustle” out of our work and achieve true “work-life balance.” That is, when we’re working, we’re 100% focused on our work, and when we’re not working, we’re 100% focused on our personal lives. We have set working hours, and we very rarely let our work intrude on our personal time. We ask the same of our team as well, because we know they also have lives beyond work that deserve their full attention. Organizing our time in this way means that we are never splitting our focus. It improves the quality of our work and our emotional well-being.

    This does not mean that we are so rigid that we cannot step away during the day to attend to some personal business. And it doesn’t mean that the odd work issue won’t overflow into our personal time. What it does mean is that, when we are at work, we are all working with our full attention focused on the tasks at hand. No one is afraid to communicate when they need to take a break or step away, and no one is allowing their work to overrun their personal life.

    Related: Replacing the Hustle Mindset With the Unhustle Mindset

    I understand that not everyone is in the position to practice what I am advocating here, but maybe they can strive to draw a clearer line between their work and home lives. Or maybe they can find some ways to better organize their time to prevent having to work long hours.

    My experience tells me that when you believe in the concepts you are preaching to your team and your peers, you have a better chance of achieving your goals, you produce quality work without having to sacrifice your well-being, and you get what you need to stay productive while maintaining a healthy balance between work and personal time.

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    Jackie Cullen

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  • How Leaders Can Encourage Productive Debate in the Workplace | Entrepreneur

    How Leaders Can Encourage Productive Debate in the Workplace | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    “Disagree and commit.” When Jeff Bezos says it, it sounds so easy.

    Amazon’s founder famously encourages productive debate inside his companies. For Bezos, it’s not about building consensus but creating alignment. In his words, “I know we disagree on this, but will you gamble with me on it?”

    Promoting a culture of spirited inquiry can mean walking a fine line between encouraging debate and avoiding derailments, but it’s worth threading that needle: According to a study by CPP Inc., workplace conflict costs U.S. businesses $359 billion annually in wasted resources and lost productivity. On the other hand, there’s the incalculably high cost of groupthink — a go-along culture that neglects important information, sidesteps real analysis and yields lackluster decisions. That’s especially dangerous in a slow economy when companies must leverage every competitive edge.

    As an engineer, I’m used to productive disagreement and a fact-based approach to decision-making. That’s how engineering culture works. But as a CEO, I’ve found cultivating that culture across the company can be a heavier lift.

    The right framework and a little humility can foster that spirit of productive debate, leading to more effective decisions and better outcomes. Here’s how:

    Related: The Art of Having a Productive Argument

    1. Before anything else — set goalposts

    It’s impossible to weigh options if you don’t know where the goalposts are. That’s why the first step to encouraging healthy debate among team members is to establish common ground.

    This starts with a clear company mission and targets but goes deeper than those broad principles. For every decision we deliberate, it must be clear what problem we are solving and what success looks like, and we must have clarity around any other parameters so we can properly evaluate potential courses of action.

    If discussion stalls or debates get stuck, we can look back and see how this decision fits into the bigger picture. In a startup aiming to increase shareholder value, every decision must be held to this basic test: Are we driving value for the company?

    2. Triage your debates

    The most important element of effective debate is deciding when not to have one.

    Not every decision merits a big confab or dueling whitepapers. I estimate that 70% of our decisions are of sufficiently low stakes that it’s best just to choose a course of action and correct it if needed.

    But high-stakes decisions like launches, acquisitions and fundamental strategies demand a thorough examination of all viable options. McKinsey researchers have rightly pointed out that limiting input on these “big bet” decisions leads to substandard decisions. Knowing when to speed up and slow decision-making is fundamental for a CEO.

    3. Beware of HiPPOs

    Without careful planning, the Highest Paid Person’s Opinion tends to carry the greatest weight in any discussion. Leaders need to be cognizant of and work to counteract this HiPPO effect. For example, if I’m in the room during a discussion, I avoid stifling debate by expressing my opinion last.

    Studies consistently show that thought diversity drives better performance, but team members sometimes need a nudge to express minority opinions rather than go with the flow. CEOs can overcome this “conspiracy of approval” by assigning someone to argue the cases for and against each option under consideration. I often have team members write these up in advance of group discussions. If discussions get sidetracked, I ask everyone to put on their “shareholder hat” and look again at the problem we are trying to solve.

    Related: Conflict Among Team Members Can Lead to Better Results

    4. Set an example from the top on how to disagree productively

    Encouraging a culture of spirited deliberation requires consistent modeling. People unfamiliar with this kind of workplace may need to see a productive debate in action once or twice to get comfortable enough to participate themselves.

    In my companies, new team members quickly learn that our culture encourages dissent backed by logic and evidence at even the highest levels of the company, but not conflicts grounded in ego or personal agendas. A crucial moment in this process is the first time a new team member and I disagree on an important decision. That’s my chance to model my receptivity to new ideas and humility when faced with better ones.

    5. Know when to make the call

    Ideally, a correct course of action will emerge during the debating process, but sometimes, the picture is unclear. In such cases, someone needs to make the final call. Every debate needs a referee.

    Judgment calls can be challenging. They require experience, expertise and a deep understanding of the situation. You won’t always get them right, but you must have the courage to make them.

    Just don’t confuse courage with pride. There’s no place for “because I said so” leadership in an organization that values productive disagreement. Command-and-control cultures are inimical to innovation. I encourage my leaders to unpack the reasoning behind their decisions to build trust and ensure that decisions are made in the team’s and company’s best interests.

    Related: 3 Ways to Use Conflict to Strengthen Your Startup

    7. Commit (and commit to revisit)

    This brings us back to Bezos: Once a decision is reached, the team must commit completely to the course of action. By encouraging team members to commit to a decision, even if they disagree, a company can move forward and take risks that ultimately lead to growth and success.

    When a small team of Amazon executives initially proposed the Amazon Prime program, it faced steep internal opposition over cost and potential risks. Bezos called on critics to commit despite their reservations, and today, Prime is a key driver of Amazon’s growth.

    But it’s also important to analyze the effectiveness of major decisions at regular intervals. For example, after much deliberation, we’ve recently selected a go-to-market strategy for our new GitOps product. We will continue asking tough questions each quarter to ensure we’re on the right track.

    It’s not easy creating and sustaining a company culture that encourages rigorous debate within the parameters of company goals and values. But it’s the only choice for innovative companies juggling high-stakes decisions. As CEOs, we must set the table and lead the charge.

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    Jyoti Bansal

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  • Entrepreneur | Survey: The Most Annoying Corporate Buzzwords Revealed

    Entrepreneur | Survey: The Most Annoying Corporate Buzzwords Revealed

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    Are you fond of using the phrase “let’s circle back” in business meetings?

    Your co-workers wish you would stop.

    Preply, an online language-learning platform, recently surveyed over 1000 people to ask them what they thought of certain trendy corporate jargon. “Circle back” was deemed the most annoying phrase, followed by such overused doozies as “put a pin in it” (#6) and “low-hanging fruit” (#8).

    Related: What Do You Do When Your Colleague Is Biased? Try These 5 Phrases to Professionally Call It Out.

    Buzzwords you need to stop using in 2023

    The survey also looked at what they called “modern buzzwords,” popularized in 2022.

    The new words that survey participants wished would be retired immediately include “new normal,” with 42% calling it the most maddening phrase of 2022, “lean in” (18%), and “hop on a call” (16%).

    “Level up” and “out of pocket” were not far behind in annoyingness.

    HR reps may want to take note. The survey highlighted phrases that should not be used in job postings, with 55% of participants saying they view buzzwords in job postings negatively.

    Among the worst offenders are: “fast-paced environment” and “rockstar.” The words “guru” and “ninja” also got a thumbs down, mercifully.

    Related:

    Acceptable buzzwords

    Not all corporate buzzwords were deemed unbearable. The survey also revealed the least annoying buzzwords, such as “sync” (#1), “loop in” (#7), and an old familiar classic, “take offline” (#9).

    We’re not saying these phrases will make you popular around the office, so use them sparingly.

    Here are the full lists:

    Top 10 Most Annoying Buzzwords

    1. Circle back

    2. Work hard, play hard

    3. Boots on the ground

    4. Let’s table this

    5. Synergy

    6. Put a pin in it

    7. Get ducks in a row

    8. Low-hanging fruit

    9. Reinvent the wheel

    10. Throw it up and see what sticks

    5 Most Annoying Modern Words

    1. New normal

    2. Lean In

    3. Hop on a call

    4. Level up

    5. Out of pocket

    10 Least Annoying Buzzwords

    1. Sync

    2. Pushback

    3. Pipeline

    4. Level set

    5. Have in back pocket

    6. Window of opportunity

    7. Loop in

    8. Align

    9. Take offline

    10. On the same page

    8 Buzzwords to Avoid in Job Listings

    1. Like a family

    2. Fast-paced environment

    3. Rockstar

    4. Guru

    5. Ninja

    6. Hustle

    7. Work hard, play hard

    8. Get your foot in the door

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    Jonathan Small

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  • Entrepreneur | How I Completely Transformed My Company’s Culture on My Own Terms

    Entrepreneur | How I Completely Transformed My Company’s Culture on My Own Terms

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    Opinions expressed by Entrepreneur contributors are their own.

    A few years ago, most of us leaders had certain ideas about how an office and team should work: Namely, that we as a team should be together in an office, working 8- to 12-hour+ days every Monday through Friday and weekends as well, broken up only by the standard two weeks of vacation and occasional holiday or sick day. In my company and many others, there wasn’t a lot of flexibility to do it differently — this is what we knew and grew up thinking was correct. It’s how we conformed to the ideals of other leaders and mentors before us. But then the world shifted, and suddenly, remote work was our only viable option. Once lockdowns were lifted, we were still initially encouraged to keep our distance, and schools remained online, which meant parents needed to generally still be home, too.

    Eventually, though, schools reopened and we started gathering again. And for many of us, it’s made sense to bring our work teams back together again, too. I have. And it feels great to have that dynamic energy return. But — I’m proud to say — it’s different now.

    Covid helped us all wake up. It helped me wake up. We learned that our previous level of inflexibility was unnecessary.

    Related: 5 Ways to Turn Your Company Culture Around

    How I transformed our culture

    During the pandemic, I had to lean into some trust — that my previously all-in-person team could be remote, and we could still produce amazing work and get everything done with the same quality our clients expect from us. And guess what? With the right structure and expectations set, we absolutely did. And in learning to trust more and make the changes I had to, I gave myself permission to make further changes. As we returned to the office, and I started to take stock of things, I realized that I had evolved — and I could bring our culture forward instead of just reverting to the old normal.

    And now, I’m seriously ready to move on from Covid and also from tired excuses, barriers, fears and limitations that stop us from doing business how we want to. So, now I ask, what do I want? And what do my employees need?

    I realized I wanted to build in more time for rest and recharge — to sometimes go slow to then be able to go faster. I also knew my team, now a mix of in-office and fully remote employees, would benefit from continued flexibility around where they worked and when. And I’d learned that with a solid structure and clear expectations and goals, people did well with the space to make more decisions for themselves.

    So, in 2022, we made some big changes. We rolled out unlimited vacation and PTO days. We instituted daylight savings hours, where we all take a break around 3:30 p.m. to either drive home while it’s still light out and finish out the day from the comfort of home, or for those working remotely, pause and pick up their kids from school, take the dog for a walk or move and stretch before coming back refreshed. During summer, we now have shorter working hours on Fridays and also keep work light between Christmas and New Year’s. We’ve also started planning quarterly gatherings to connect and get to know each other better outside of work.

    Besides making a positive impact on my team members’ daily lives, these changes encourage me as a leader to take time off that I probably wouldn’t have otherwise. And I’ve proven to myself I can do it — without everything burning to the ground.

    Now as we move into 2023, I am making more shifts to build deeper productivity, foster the growth of my team and further evolve as the leader I want to be. After seeing how well things went over the past year, we are adding another benefit in addition to unlimited PTO: Two defined weeks off when we shut down the office, one in the summer and one in the winter, both at times that are naturally slower around seasonal holidays.

    Making these changes requires planning and organization, but it’s worth it — for my team and for myself as a leader. As I’ve slowed down myself, I’ve been able to get my own oxygen mask firmly in place. I’ve learned I don’t always need to go 100 mph. In fact, slowing down can be incredibly helpful. It’s the perfect time to look around, challenge our long-held perspectives and grow. It’s the perfect time to build more intentionally, from the inside out.

    Related: Great Company Culture Isn’t Magic — Take These Steps to Create It

    How you can transform your culture

    Being willing to change my perspective as a leader and build culture in new ways has been an incredible gift to myself and my company. If you want to step into a cultural rebirth of your own in 2023, I encourage you to do it. Here are a few tips to get you started:

    1. Honor the team culture that feels right to you — don’t be afraid to center around your personal goals as a leader and lead according to your own North Star, instead of what you may have been “taught” in the past. You aren’t beholden to any old-school way of doing things.

    2. Take it slow, make changes when it feels right, and retract when it doesn’t. Accept that trial and error will happen; changes often won’t be perfect at the first rollout. It’s OK to recalibrate, as you continually move toward what’s best for your company and team.

    3. Don’t think of these changes as handouts to appease your team or to keep up with other leaders. While you might be ready to make some changes, each should be instituted when you feel the time is right, rather than acting from a sense of pressure. Otherwise, you could easily feel resentful if your team doesn’t show the gratitude you might have expected.

    4. Give your team the responsibility to uphold the culture and grow it. They have a very big part in making sure what you are instituting works, too. For example, give them transparency around who is taking a vacation and who isn’t. Having an open PTO policy that allows peer oversight helps those who take a little more be aware and those who don’t take enough self-manage.

    5. Recognize the role your energy plays in your company’s culture. Lead by example. Do the personal work to figure out what helps you bring your passion to your company every day —then do more of that. Be the mentor you maybe never had as you lean into your own strengths. This will show up in the cultural framework you create for your team to uphold.

    We don’t need a new year to change—but it’s as good a time as any.

    Related: What Makes a Great Company Culture (and Why It Matters)

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    Taja Dockendorf

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  • Neiman Marcus’ Cultural Transformation Proves Luxury Is A Relationship Business

    Neiman Marcus’ Cultural Transformation Proves Luxury Is A Relationship Business

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    Everyone in retail has heard the apocryphal story about how Stanley Marcus, known to all as Mr. Stanley, would greet his customers at the Neiman Marcus door in Dallas every morning. He knew his customers by name, knew what they wanted and treated them as the VIPs they were. They returned the favor by giving Mr. Stanley and his Neiman Marcus store their lifelong loyalty.

    But then Neiman Marcus was sold to Carter-Hawley Hale, Mr. Stanley went into emeritus mode and the company grew. It’s not that his single-minded dedication to service passed away, but the “money men” took over and the primary goal became servicing the bottom line.

    For any retailer, running the business primarily by and for the balance sheet is a mistake, but for a luxury retailer like Neiman Marcus, it’s the kiss of death. And that nearly came for Neiman Marcus Group in early 2020 when it was forced to file Chapter 11 bankruptcy.

    After successfully emerging from bankruptcy proceedings, CEO Geoffroy van Raemdonck made all the tough business decisions, including closing 22 stores, most painfully, its prized NYC Hudson Yards location.

    Starting over with a reduced footprint of 37 stores and 10,000 associates, he had to build the company back up and did it by resurrecting Mr. Stanley’s customer-first philosophy in a “Revolutionizing Luxury Experiences” strategic plan with its cornerstone being a five-point NMG|Way corporate culture transformation.

    Van Raemdonck and his team have been on a challenging two-year journey that is producing needed and, from an outsider’s perspective truly remarkable results. During fiscal year 2022 ending July, the company reported it delivered over $5 billion in gross merchandise value with an 11% increase in EBITDA margin over previous year.

    Comparable store sales advanced over 30% compared to last year’s period, producing $495 million in adjusted EBITDA. The company touts investments in technology and digital capabilities as pivotal to its integrated luxury retail model that combines in-store, e-commerce and remote selling.

    Specific investments include the acquisition of Stylze to power the customers’ omnichannel journey and Farfetch Platform Solutions to enhance its Bergdorf Goodman e-commerce platform.

    Technology-powered service

    But the technology investment that may be most impactful for this luxury retailer is its behind-the-scenes’ proprietary Connect application used by the company’s 3,000+ selling associates to engage their customers remotely.

    It allows them to share styling advice, product recommendations, personalized look books, and complete transactions. For example, an average of 1.5 million texts and personalized emails are sent to customers per month.

    Through Connect, the personal connection between the customers and the sales associate is amplified, effectively teleporting Mr. Stanley’s personal customer service approach to the 21st century.

    The Connect tool supports a high-level of personalized customer service that AI and bots can’t match. It extends personal customer service to more customers and reaches beyond the store’s four walls to wherever the customer is.

    Poised for growth

    This new way of personally serving customers fits into the “Growth Mindset,” one of the five pillars of the NMG|Way culture transformation. The growth mindset calls on all across the company to adapt, embrace change, accept new challenges and find new opportunities to do better “always.”

    With its typical selling associates having worked nearly a decade with the company, they’ve embraced this new technology-enhanced way of serving customers.

    More than one-third of its selling associates generate over $1 million in customer spend per year. Further, customers who engage across multiple channels, like in-store and through remote selling, spend five times more than those who shop exclusively in one channel.

    New ways of working

    This enhanced, service-from-anywhere approach also supports another NMG|Way pillar called WOW, meaning “Way Of Working.”

    The NMG corporate structure is envisioned as a network of connected hubs that “serves its associates and their needs,” such that an associate may have a working hub from home. Its stores and distribution centers act as hubs and a new corporate hub is being built in uptown Dallas, centrally located between its Downtown Dallas and NorthPark flagship stores.

    “Our NMG|WOW philosophy empowers our associates to work whenever, however and wherever to achieve their best results,” said Eric Severson, EVP, Chief People and Belonging officer.

    The WOW hub strategy results in greater job satisfaction, which translates into happier employees who then make happier customers. And happier customers are loyal. The top 2% of customers average over $25,000 annually through 25+ transactions and account for approximately 40% of total sales.

    All belong

    Loyal customers “Belong,” a third pillar in the NMG|Way strategy, as do valued employees. And that extends to the wider luxury business community. The most coveted luxury brands want to belong to Neiman Marcus too.

    Belonging means diversity, equity and inclusion across the corporate culture, which aligns with the values of legacy luxury brands, like Loewe, Prada, Valentino, Burberry and Balmain, which did exclusive collections for NMG this past year. It also has helped bring 200+ new brands representing emerging and diverse designers into the NMG family.

    ESG impact

    The fourth pillar of the NMG|Way culture is its environmental, social and governance (ESG) program. The company just released its first ESG report, entitled “Our Journey to Revolutionize Impact.”

    Through its forward-looking ESG strategy, it aims to advance sustainable products and services, cultivate the culture of belonging across all constituencies, including employees, business partners, brands and customers, and lead with “love” in and for its communities.

    The report outlines NMG’s 2025 and 2030 goals, including extending the life of over a million luxury items through circular services such as mending, alternations, restoration, resale and donations, and increasing revenues from sustainable and ethical products. It will help customers make these better choices through Sustainable Edits in Neiman Marcus and Bergdorf Goodman.

    And central to its ESG goals is to increase inclusion and diversity in an already highly inclusive, diverse culture.

    Common values

    The final pillar in NMG|Way culture is Values which is the thread that ties everything together. “NMG is a relationship business,” said CEO van Raemdonck and relationships are based on shared values.

    The values espoused encourage associates to be bold, be memorable, be trustworthy, be all heart and be the best. And the values are reinforced by the NMG| WOW (Way of Working) principles of working smarter, being present, integrating life and work and feeling empowered to be empowered.

    “What’s driving demand today is something special in the service and the experience and the story,” van Raemdonck shared. “The competitive advantage in retail is to do everything in service of the customer.”

    The NMG|Way culture is a guiding light for associates to deliver that “something special” to customers, as well as to their work colleagues, the company’s brands and business partners and out into the wider community.

    It codifies the NMG corporate culture to make the experience working for, working with and patronizing the company as unique as the shopping experiences are with Neiman Marcus and Bergdorf Goodman.

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    Pamela N. Danziger, Senior Contributor

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  • APTMetrics Shifts Workforce DEI Conversations From Why to How

    APTMetrics Shifts Workforce DEI Conversations From Why to How

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    Highly regarded HR consultancy’s expertise featured on HBR.org on how to create diverse, equitable and inclusive workforces for the 21st century

    Press Release
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    updated: Sep 17, 2020


    DARIEN, Conn., September 17, 2020 (Newswire.com)
    –
    APTMetrics today announced that HBR.org has posted an update to a 2002 article entitled “Dear White Boss…” The update, entitled “What Has — and Hasn’t — Changed Since “Dear White Boss…,” was co-authored by Keith Caver, Vice President, Leadership Assessment and Development at APTMetrics.

    “While the work suggests that little has changed regarding diversity, equity and inclusion efforts in nearly 20 years, we are now able to leverage future-focused leadership assessment strategies and solutions that optimize the value of a diverse 21st-century workforce while enabling benefits associated with greater inclusivity…disrupting valid ‘why’ conversations, moving them to active ‘how’ conversations and finally, implementing solutions that result in corporate transformation,” Caver said.

    Regardless of whether we are talking about developing next-generation leaders from within the organization or attracting leaders from outside the organization, we need to expand our assessment perspectives by leveraging fair, inclusive, and future-focused criteria that tie directly to the company’s strategic goals and dynamic work environment.

    APTMetrics is the only human resource consultancy that builds world-class talent solutions and is nationally recognized for its employment litigation support services. This combination ensures that the unique HR consulting services and talent management solutions we deliver are inclusive, fair, valid and legally defensible. APTMetrics’ service areas include: leadership assessment and development; talent acquisition; litigation support and risk reduction; and talent management. For more information visit www.APTMetrics.com.

    Contact: Susan Carnes, Dir., Corp. Com.
    (203) 655-7779 – SCarnes@APTMetrics.com

    Source: APTMetrics

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