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Tag: Employees

  • Amazon Workers Issue Warning About Company’s ‘All-Costs-Justified’ Approach to AI Development

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    Over 1,000 Amazon employees have anonymously signed an open letter warning that the company’s allegedly “all-costs-justified, warp-speed approach to AI development” could cause “staggering damage to democracy, to our jobs, and to the earth,” an internal advocacy group announced on Wednesday.

    Four members of Amazon Employees for Climate Justice tell WIRED that they began asking workers to sign the letter last month. After reaching their initial goal, the group published on Wednesday the job titles of the Amazon employees who signed and disclosed that more than 2,400 supporters from other organizations, including Google and Apple, have also joined in.

    Backers inside Amazon include high-ranking engineers, senior product leaders, marketing managers, and warehouse staff spanning many divisions of the company. A senior engineering manager with over 20 years at Amazon says they signed because they believe a manufactured “race” to build the best AI has empowered executives to trample workers and the environment.

    “The current generation of AI has become almost like a drug that companies like Amazon obsess over, use as a cover to lay people off, and use the savings to pay for data centers for AI products no one is paying for,” says the employee, who like others in this story, asked to remain anonymous because they feared retaliation from their bosses.

    Amazon, along with other big tech companies, is in the midst of investing billions of dollars to construct new data centers to train and run generative AI systems. This includes tools helping workers write code and consumer-facing services such as Amazon’s shopping chatbot, Rufus. It’s easy to see why Amazon is pursuing AI. Last month, Amazon CEO Andy Jassy announced that Rufus was on track to increase Amazon’s sales by $10 billion annually. It “is continuing to get better and better,” he said.

    AI systems demand significant power, which has forced utility companies to turn to coal plants and other carbon-emitting sources of energy to support the data center boom. The open letter demands that Amazon abandon carbon fuel sources at its data centers, bar its AI technologies from being used to carry out surveillance and mass deportation, and stop forcing employees to use AI in their work. “We, the undersigned Amazon employees, have serious concerns about this aggressive rollout during the global rise of authoritarianism and our most important years to reverse the climate crisis,” the letter states.

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    Paresh Dave

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  • How Companies Are Turning No-Hire, More-Fire Into a Growth Strategy

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    Job creation by U.S. companies has nearly flatlined since last spring, with most employers only hiring to replace departing staff members, or leaving those positions vacant. The bad news for people looking for work is that this trend may be gaining momentum as many businesses decide they can continue growing while either maintaining or cutting current headcounts.

    That thinking contrasts the conventional wisdom often cited to explain why hiring rates have fallen to a measly monthly average of 26,750 new jobs filled since May. Many analysts said that hesitation to recruit was based in large part on uncertainties employers faced about future economic growth. Other experts pointed to the still evolving effects that import tariffs, mass deportations, and relatively robust inflation are having on businesses.

    Another reason cited was the spreading effort by companies in adopting artificial intelligence(AI) to automate tasks that many employees previously performed. That move has provoked thousands of layoffs, while also fully taking over many entry-level positions that younger job seekers have habitually relied on.

    But while all those factors may be shaping the wider business community’s current aversion to hiring, other evidence suggests some companies recently made indefinitely freezing or decreasing their headcounts a central growth strategy.

    “We’re convinced that we need to be organized more leanly, with fewer layers and more ownership, to move as quickly as possible for our customers and business,” Beth Galetti, Amazon senior vice president of people, experience, and technology wrote in a staff memo Tuesday announcing “an overall reduction in our corporate workforce of approximately 14,000 roles.”

    Similarly, on Tuesday UPS said it has already cut 48,000 jobs in 2025 alone in an effort to improve productivity. Other companies have also adopted the tactic.

    “By reducing the size of our team, fewer conversations will be required to make a decision, and each person will be more load-bearing and have more scope and impact,” Meta’s chief AI officer, Alexandr Wang, said in a memo obtained by Business Insider that announced last week’s 600 job cuts at the company’s Superintelligence Labs division.

    ‘Preemptively hold the line’

    Both Wang and Galetti noted their dramatic cuts would be followed by the creation of future, presumably far fewer jobs. But a recent Wall Street Journal report offered evidence that the trend to continually reduce net staffing levels is spreading across big U.S. businesses.

    The paper quoted a JPMorgan Chase executive’s observation that the bank now has a “very strong bias against” reflexively hiring people for needs it might fulfill otherwise. It also noted Goldman Sach’s stated intention to “constrain head count growth through the end of the year,” and Walmart’s similar objective of keeping overall staffing flat.

    In many cases it examined, the Journal said the increased use and performance of AI are allowing businesses to continue growing, innovating, and serving customers with fewer employees than previously required.

    “If people are getting more productive, you don’t need to hire more people,” Airbnb’s chief executive Brian Chesky told the paper, saying he plans to keep headcount stable at around 7,000 employees over the next year. “I see a lot of companies preemptively holding the line, forecasting, and hoping that they can have smaller workforces.”

    Yet there are also signs that in addition to hedging against economic uncertainties and reaping the efficiencies provided by AI, there may be another calculation in the current moves to freeze or cut staffing levels. That thinking may internalize the habitual approval of Wall Street investors to layoff announcements, as companies move to reduce their salary bases, increase efficiencies, and boost their bottom lines.

    “(H)istorically, if someone leaves, if Jane Doe leaves, I’ve got to backfill Jane,” Intuit chief financial officer Sandeep Aujla told the Journal. To weaken that that reflex, Aujla said, company managers are required to make convincing arguments for replacing departing employees to get approval, with new hiring now viewed as a last resort.

    As a result, Aujla said, both layoffs and voluntary quits encourage managers to ask, “Is there an opportunity for us to rethink how we staff?”

    ‘Companies do not want to hire’

    A similar reflection process in the opposite direction is now underway across social media platforms. A growing number of users are posting their beliefs that even companies that advertise job openings no longer have any intention of actually filling them.

    Whether commentators attribute that to continual downsizing strategies, AI as an opportunity for replacing employees, or the economic uncertainty that has reduced hiring levels since May, many online commentators now suspect the entire employment and recruitment process is broken, or even rigged.

    “Companies do not want to hire new employees,” posted JackReaper333 on a recent Reddit thread. “They want their current employees to (a) produce more and (b) do the work of any other employees that quit… Companies will only hire new employees when they are forced to do so, that is to say, things have gotten so bad that even the higher-ups have to finally admit that their current employees cannot produce anymore.”

    Some redditors sharing that view also interpret the abundance of job openings overlapping with flat or shrinking hiring rates as reflecting an ulterior motive behind recruitment notices. One thread claimed employers who are advertising opportunities, or even interviewing candidates, “are prospecting, not hiring.”

    “I have seen first hand, companies will just prospect without actually hiring anyone,” wrote thread initiator pastelpaintbrush. “They will post job listings, do interviews, and never hire. They just want to see what’s in the job pool.”

    Another redditor offered an alternative analysis that factors in the the increasing use of AI to automate the scanning and analysis of job applications.

    “They want to data mine our resumes and show their investors that they are ‘growing,’” said Feisty-Problem516. “Making job postings is a win-win. There is no intent to hire.”

    While those allegations are clearly too broad to apply to many, perhaps even most businesses recruiting people, they do reflect darkening public opinions about the health of the U.S. employment market. Those dim views aren’t likely to improve after redditors get a look at the Journal’s report quoting business leaders’ no-hire strategies seeming to confirm their fears.

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    Bruce Crumley

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  • To Increase Your Company’s Productivity, Make Sure Everyone Eats Lunch

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    The spreading of artificial intelligence applications in U.S. workplaces is only the most recent method employers are using to increase productivity. Now, new data is proposing a decidedly lower-tech manner of achieving similar results in improving employee focus, happiness, and performance: Just make sure they’re eating lunch.

    The business benefits of workers getting their midday chow became clear in a survey of 1,000 full-time employees by corporate food provider ezCater. It found that 88 percent of respondents said that not eating lunch caused their job performance to dip. Around 43 percent of people skipping the noon meal blamed that slumping output on needing more time to complete tasks on an empty stomach, with 39 percent saying the distraction led them to make more mistakes.

    The consequences of those afternoon productivity declines are probably affecting workplaces more than employers suspect. About 51 percent of survey participants said they skip lunch at least once during the workweek, and 33 percent said they go without twice a week or more.

    One reason for that increasing lunchlessness is how inflation is hitting workers’ eating habits as hard as it’s pinching their wallets.

    Whether it’s brown-bagged from home or bought from a restaurant or deli, the average employee now spends $108.68 per week on lunches, a jump of more than 20 percent from last year. Those higher costs led 74 percent of survey participants to say they’d adjusted their eating habits to save money.

    But there are other reasons respondents said they go without lunch. Time restrictions from heavy workloads was one often-cited factor, as was the increase in meetings scheduled over the noon hour. Many other workers said they skipped the meal out of worries managers might frown on their taking a break, with Gen-Zers particularly concerned.

    “When your youngest employees feel guilty about taking their lunch break, it’s a big red flag,” said ezCater vice president of people Robert Kaskel in comments on the findings. “Pair this lunch guilt with employees’ tendency to skip lunch for short-term productivity gains and business leaders have a performance and burnout issue on their hands.”

    Another negative result of employees skipping lunch is what the ezCater report on the survey called workplace “hanger.” That feeling of irritability, even anger when hunger starts gnawing at employees also eats away at their focus and enthusiasm, and even creates tensions between colleagues.

    Nearly 85 percent of respondents reported battling “hanger” at least once each week. That was only slightly more than the 82 percent who said they looked forward to their lunch break, and then felt disappointed and grumpy when they had to pass it up.

    “Our data shows that hangry workers are bad for business: Forty-three percent take longer to complete tasks, 38 percent report being blunt with colleagues, and 25 percent avoid interacting with their peers,” Kaskel said.

    But a rising number of employees have found a solution to both fulfill their lunching desires, and deal with workloads or other obligations getting in the way of those. Nearly two-thirds of respondents said they now tuck into a midday meal during meetings scheduled over the noon hour, with half of those saying they do so every week.

    That compromise allows workers to enjoy the lunches they’ve been thinking about all morning, and provides employers the better performance benefits from employees working on full stomachs.

    What’s the downside for companies in that? Many survey participants said having to work while they eat also increases their appetite for bosses providing and paying for those working meals. Meaning that for business owners, there’s still no such thing as a free lunch.

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    Bruce Crumley

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  • Washington Spirit offers ticket deals for furloughed workers

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    (Photo credit: Hannah Foslien-Imagn Images)

    The NWSL’s Washington Spirit have offered free and discounted tickets to furloughed federal employees for Sunday’s match with the San Diego Wave on Sunday, Oct. 5.

    The 200 tickets that were offered via voucher were quickly claimed on Wednesday as the federal government was shut down.

    The club will also offer a limited number of $10 tickets to friends and families of the furloughed employees. Sunday’s game is nearly a sell-out at Audi Stadium, which holds 14,900 fans and is the home to the Spirit and the MLS’s DC United.

    ‘This is not a political statement,’ team CEO Kim Stone told The Athletic. ‘This is us saying you’re hurting, we see you, we want to help you. This is about kindness, love, and a sense of community. We’re not trying to be antagonists. On the contrary, we’re trying to be kind, inclusive, celebrate and give hope to people who you know need a little inspiration today.’

    The Spirit clinched a playoff berth with a resounding 4-0 win over Houston on Sunday. They reside in second place in the league standings and could sew up home-field advantage in the early stages of the playoffs with a win over San Diego and help from some other teams.

    Stone is considering extending the ticket offers to the team’s final regular season home game on Oct. 18 vs. Orlando and into the playoffs.

    –Field Level Media

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  • Why I Prioritize People Over Profit | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Every business decision reflects a value system, even if it’s not named outright. When sales drop, do you cut costs or beef up your sales team once you’ve confirmed your sales strategy still works? That choice reveals where you put your weight, i.e., what you prioritize when resources are constrained but the company still has room to maneuver.

    For me, the answer is to invest in the right people. However, some organizations make the choice of never calling out which approach is driving their decision-making.

    Instead of making a strategic choice, these companies operate from unnamed assumptions. This leaves their leaders in a precarious situation. When a crisis hits, some choose security while others choose growth, creating confusion and conflict. That is a value killer.

    It’s people who create value, however you define it — be it profit, revenue, standards or culture — and the leader’s job is to give them the clarity they need to align their roles with organizational goals. So here is how to bring those values to the surface to create space for principled decisions, even when the right path isn’t easy or perfect.

    Related: Why Profits Over People Is Destined to Fail

    The cost of unnamed priorities

    Decision-making can be a good gauge of how well an organization is aligning its priorities. The bigger the company, the higher the cost of people pulling in different directions. McKinsey found that fewer than half of the 1,200 global business leaders it surveyed described their decisions as timely, and many of their decision-making processes were ineffective.

    Decision paralysis does not afflict companies because they lack data like sales, profit and headcount, but because they haven’t named their values or aligned their value within the company as part of their culture. When priorities aren’t explicit, people judge each other’s actions through their own value lens. Then they get frustrated when the other party is doing it differently.

    There are exceptions. When survival is at stake due to looming bankruptcy or market crashes, the scope of decision-making narrows and cost-cutting becomes unavoidable. However, in most downturns, I have to align the whole team on what we should do. It’s then that I prioritize people over short-term profit concerns, not because I ignore financial results, but because empowered people build sustainable businesses over time.

    When values clash

    The tension between people and profit isn’t theoretical — it’s a lived reality on a daily basis. Corporate culture is basically an aligned value system that needs to be called out so everyone follows it to maximize effectiveness.

    We need to see value systems not as obstacles, but as guiding forces. They help reveal what matters most when trade-offs feel murky. Think about these clashes of values, which companies of different sizes may face without clear priorities:

    • Speed vs. quality: Do you ship fast or perfect the product before going to market?

    • Innovation vs. efficiency: Explore new markets or optimize current operations?

    • Customer satisfaction vs. margins: Absorb costs to build reputation or protect profitability of the current quarter?

    • Centralization vs. autonomy: Head-office control or local decision-making?

    Confronted with these kinds of tensions, I don’t aim to impose my values, but I also don’t believe avoiding the conversation serves anyone. Instead of choosing between competing values, the goal is to agree on the structure for how we balance them or prioritize one over the other under what conditions. Forget neutrality. Prioritizing and balancing values is not a 50-50 proposition. Instead, we first have to lean into conflict to create clarity.

    Related: Holding True to Your Values Is an Essential Decision-Making Metric

    Bringing values to the surface

    The best approach to get everyone on the same page is practical, although perhaps sometimes uncomfortable. If I am on the management team and there’s disagreement between whether to cut costs or invest in more people, let that argument surface at the table so everyone can discuss it from their own perspective.

    Cost-cutting is not necessarily anti-people. And investing in people is definitely not anti-profit for the long run. But it may feel the wrong way when decisions aren’t grounded in a shared value framework.

    The safety versus speed crisis over at OpenAI showed how misaligned values can play out if leaders are divided. The board operated from OpenAI’s original nonprofit mission that put safety first, while CEO Sam Altman valued speed to market. When Altman was briefly fired in 2023, the chaos that followed — employee revolt and investor panic — put the organization at existential risk.

    The resolution came only when OpenAI built a frame that let them hold both safety and innovation together. To avoid value killers like OpenAI’s one-time crisis, values need to be named explicitly. If there’s conflict over assumed values, this is your opportunity to build structures that hold them in balance.

    Related: How Putting People Before Profit Fueled My Company’s Long-Term Success

    Values as navigation tools

    The lesson from OpenAI was that every growing organization faces moments when values seem to clash. In mission-driven companies especially, scaling brings tension between staying true to purpose and chasing market opportunities. Rather than avoiding that tension, it must be confronted.

    This isn’t about moral superiority or choosing sides in some philosophical debate. The organizations that thrive are the ones that make their priorities explicit and have the agility to balance them when they appear to conflict. That’s what putting people first actually means: giving your team the clarity they need to navigate complex choices and create lasting value together.

    Every business decision reflects a value system, even if it’s not named outright. When sales drop, do you cut costs or beef up your sales team once you’ve confirmed your sales strategy still works? That choice reveals where you put your weight, i.e., what you prioritize when resources are constrained but the company still has room to maneuver.

    For me, the answer is to invest in the right people. However, some organizations make the choice of never calling out which approach is driving their decision-making.

    Instead of making a strategic choice, these companies operate from unnamed assumptions. This leaves their leaders in a precarious situation. When a crisis hits, some choose security while others choose growth, creating confusion and conflict. That is a value killer.

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Simin Cai, Ph.D.

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  • Amazon Spends $1 Billion To Increase Pay And Lower Health Care Costs For US Workers – KXL

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    NEW YORK (AP) — Amazon says it’s investing $1 billion to raise wages and lower the cost of health care plans for its U.S. fulfillment and transportation workers.

    The Seattle-based company said Wednesday that the average pay is increasing to more than $23 per hour.

    Some of its most tenured employees will see an increase between $1.10 and $1.90 per hour and full-time employees, on average, will see their pay increase by $1,600 per year.

    Amazon also said it will lower the cost of its entry health care plan to $5 per week and $5 for co-pays, starting next year.

    Amazon said that will reduce weekly contributions by 34% and co-pays by 87% for primary care, mental health and most non-specialist visits for employees using the basic plan.

    More about:


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    Grant McHill

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  • Fiverr is laying off 250 employees to become an ‘AI-first company’

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    Gig economy platform Fiverr is laying off 250 employees as it pivots to being an “AI-first company,” CEO Micha Kaufman shared in an essay on X. The move affects around 30 percent of the company’s staff, The Register writes, and it’s not uncommon among tech companies in 2025. Duolingo announced similar plans to become “AI-first” in April.

    Kaufman describes this process as returning to “startup mode” and writes that his ultimate goal is to turn Fiverr into “an AI-first company that’s leaner, faster, with a modern AI-focused tech infrastructure, a smaller team, each with substantially greater productivity, and far fewer management layers.” Part of the justification Kaufman offers for why Fiverr doesn’t “need as many people to operate the existing business” is that the company has already integrated AI into its customer support and fraud detection programs.

    The first sign that Fiverr might justify layoffs with AI came when Kaufman was interviewed by CBS News in May 2025 about the danger the technology posed to employees. Kaufman specifically advised employees to “automate 100 percent” of what they do with AI, while also claiming that wouldn’t make them replaceable because they were still capable of “non-linear thinking” and “judgement calls.” That advice doesn’t seem like it was ultimately helpful for Fiverr’s own employees.

    The company’s cuts affect fewer people than a larger firm like Workday, who announced plans to eliminate 1,750 roles in February 2025. Regardless of the size of the company or its level of investment in AI, though, layoffs have the same effect: More work has to be done by fewer people.

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    Ian Carlos Campbell

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  • Atlanta-based Delta suspends employees over comments about Charlie Kirk’s murder

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    Several Delta Air Lines employees have been suspended because of comments they made on social media about the murder of conservative political activist Charlie Kirk.

    CEO Ed Bastian released a memo across the Atlanta-based company on Friday saying he was made aware of several employees whose social media comments “went well beyond healthy, respectful debate.”

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    Those employees have been suspended pending an investigation. The number of those involved was not released.

    “Whether we’re in uniform and on the clock, online or out in public, our colleagues, customers and communities expect us to reflect Delta’s values – integrity, care and servant leadership,” Bastian wrote in the memo.

    RELATED STORIES:

    Kirk, 31, was shot and killed during an event for his nonprofit, Turning Point USA, on the campus of Utah Valley University on Wednesday afternoon. He was pronounced dead after being rushed to a nearby hospital.

    On Friday, the FBI and Utah Governor Spencer Cox announced the accused shooter, 22-year-old Tyler Robinson, was in custody.

    Kirk’s death has sparked heated debate on social media, with many mourning the loss of the activist and others criticizing him for the controversial beliefs he was known for.

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  • How to Empower Your Team to Solve Problems Without You | Entrepreneur

    How to Empower Your Team to Solve Problems Without You | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    It is quite common among entrepreneurs and leaders to become the ultimate “fix-it person,” always on the lookout for a solution. After all, we’ve built businesses by making decisions, fixing issues and clearing hurdles. However, as you continue growing your business, attempting to solve every issue you encounter is counterproductive, as it acts as a constraint on development and hinders team growth.

    It is important for you not to try to solve all the issues you come across. You need to build an environment where issues are addressed and resolved without your involvement so that you can concentrate on the strategic level.

    This is how you can work on your team, construct the process and stop fixing everything yourself.

    Related: 7 Ways to Help Your Employees Become Better Problem-Solvers

    1. Crisis playbooks: Create detailed guides for your team

    Perhaps the best way to stop being the “fixer” is to equip the team with tools and enable them to deal with the recurring challenges themselves. This is where creating crisis playbooks comes into play. A crisis playbook is a step-by-step plan that your team follows when faced with certain types of problems that occur repeatedly. But it is not just a list of directions; it is a well-thought-out strategy that enables them to manage emergencies on their own.

    For example, if there are many complaints from customers, you do not have to interject each time. Instead, create a step-by-step playbook for the team to follow — how to respond, to whom one should report the problem and what to do after the problem is solved. It reduces interference in your business operations, yet it also maintains a predictable and organized pace.

    Actionable insight: Select the three most frequent issues in your business and focus on them. Develop a precise roadmap for each of them, explaining who is accountable for what and how a problem can be resolved. Teach your subordinates to use these playbooks instead of seeking your assistance in the process.

    2. Empower your team: Give them the authority to solve problems

    If your team is always waiting for your approval or for your decision, then it is high time to change the way you lead your team. It is crucial for leaders to understand that implementing the concept of empowering your team is not as simple as throwing the reigns and saying, “Go for it.” It is about providing them with the freedom to make certain decisions without necessarily having to consult their superiors as long as they fall within a certain laid-down set of guidelines.

    When your team is endowed with authority and trust, they are more likely to exercise ownership of the roles given to them. Self-empowerment minimizes the level of reliance on you, enhances the rate of decision-making and promotes accountability. It also helps you to stop worrying about unimportant details and start focusing on the more important strategic tasks.

    Actionable insight: You must set limits on what your team is allowed to do without consulting you. Let them manage tasks on their own within such constraints and only report issues that need your intervention. In the long run, you will realize that fewer matters get to your table, and efficiency will increase.

    3. Early warnings: Implement systems to flag issues before they become crises

    Instead of waiting for issues to turn into major concerns, develop early signals that notify your team of potential issues before they become huge. These systems can be simple, for instance, using an automated software program to monitor for unusual activity or using regular team meetings to find out small issues before they become big problems.

    If problems are reported from the onset, they can be solved before they become a big problem in the organization. This minimizes tension and confusion and enables more rational approaches to problems.

    Actionable insight: Ensure that you use technologies that will enable continuous evaluation of your business processes. Whether it is the customer satisfaction index, the stock status or the performance of the employees, it is always advantageous to detect issues early before they snowball into something bigger. Schedule weekly or bi-weekly meetings with your team to discuss possible problems before they arise.

    Related: 4 Secrets to Building a Team That Can Handle Anything

    4. No interruptions for minor issues: Let your team handle the small tasks

    Not every problem is worth your time and energy. In fact, most aren’t. However, if you are always drawn into small issues, you will be bogged down by them and won’t be able to look at the big picture. For efficiency and better team relations, create an environment where your team understands that they don’t have to report petty problems to you. It could be small issues perceived by customers, small issues affecting day-to-day operations or even issues that employees have against each other or the company. It is okay to let your team deal with these issues on their own, in accordance with the playbooks and systems you have put in place.

    Actionable insight: Define what should be considered minor and what is critical in terms of the business. For small items, let the team decide what is best. If they know you trust them to solve these problems, they will, and you can spend more of your time on strategic planning and development.

    5. Define priority levels: What’s truly urgent?

    When everything is a fire, nothing becomes a priority to deserve the attention of a fire. There will always be competing priorities in any organization, and therefore, one of the toughest tasks is to know what is critical, what is important and what is less critical.

    If your team is still foggy on this, they will come to you with all sorts of things, just in case. To overcome this, you need to establish priority levels within your team. Set standards for what can be considered a high-priority area as opposed to a low-priority one. Emergent issues should be taken into your attention, whereas the rest of the problems must be solved based on protocols and procedures.

    Actionable insight: Discuss with your team members and try to divide various kinds of problems by their importance. Emergent issues could be any matter that is critical to customers or the safety or financial health of the business. The rest should be left to the team or addressed at your next meeting. In this manner, the team is aware of what really requires your intervention and what can be managed by them.

    6. Focus on long-term solutions, not quick fixes

    In many cases, instead of solving the root of the problem, we are quick to address the issues at hand and provide a quick solution. This is where many businesses end up being in a constant state of firefighting. Instead, motivate your team to develop a long-term perspective toward the problem.

    Instead of quickly patching up a problem, ask them to look deeper: What led to this problem, and how can it be avoided in the future? Long-term solutions may take longer at the beginning, but they help to save countless hours and headaches in the future. When your team is working on sustainable solutions, your business operations will be better, and you won’t find yourself having the same issues repeatedly.

    Actionable insight: Remind your team members to always look beyond the surface of their tasks. Tell them to search for the root causes of issues and identify methods that can be employed to solve such issues and ensure that they do not happen again. This way of thinking will help eliminate many of the trivial problems that arise and give you more time to focus on the important questions.

    Related: 3 Leadership Secrets That Lead to Team Empowerment

    A leader’s role is not to be the one who solves all the problems that arise in the organization. It is to create a team and a system in which difficulties do not turn into issues in the first place. Thus, by writing crisis playbooks, giving your team more freedom, introducing early alert systems and working towards the future, you can take your attention off of mere survival and put it on success.

    Finding solutions is crucial, but finding ways to avoid problems is revolutionary. It is better to dedicate more time to leadership and planning and enable your staff to deal with problems proactively on their own. The result? A more efficient and empowered team — and a business that feels like one seamless unit.

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    Chris Kille

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  • The Compliment Sandwich: How to Give Constructive Feedback That Sticks

    The Compliment Sandwich: How to Give Constructive Feedback That Sticks

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    Want to make your advice and feedback more digestible? Learn how to make a “Compliment Sandwich” to deliver constructive criticism in a more positive and motivating way.

    Have you ever struggled to share your thoughts with a colleague or friend without sounding too harsh? Being able to offer advice, feedback, and constructive input is an essential skill in both personal and professional environments. However, striking the right balance between positive reinforcement and helpful critique can be tricky.

    The “Compliment Sandwich” is one effective technique for delivering constructive criticism. It works by balancing both positive and negative comments, making it easier for the recipient to agree and act upon your suggestion. Here’s how it looks in action.

    What Is the Compliment Sandwich?

    The main goal of the “Compliment Sandwich” is to deliver criticism while maintaining a positive tone throughout the conversation.

    It involves three key parts:

    • Positive Opening (First Slice of Bread): Start with a genuine compliment or acknowledgment of something the person is doing well. This sets a positive tone and makes the recipient feel valued right away.
    • Constructive Critique (The Filling): Present the main feedback or critique in a clear, supportive way. This is the heart of the feedback where you address what needs improvement or adjustment.
    • Positive Closing (Second Slice of Bread): End with another positive or encouraging statement to reinforce your support and motivate the recipient. This leaves them feeling confident and balanced.

    Practical Applications and Examples

    Here are some hypothetical examples to show how the Compliment Sandwich works in practice. Remember, these aren’t scripts to follow word-for-word, just guidelines to inspire your own approach.

    1. Workplace Feedback

    Scenario: Addressing an employee’s inconsistent communication with the team.

    • Positive Opening: “I really appreciate the effort you put into your work and the unique insights you bring to our projects.”
    • Constructive Critique: “Lately, I’ve noticed some delays in team updates, which can make it harder for everyone to stay aligned and avoid miscommunication. Improving this will help the team function more smoothly.”
    • Positive Closing: “I look forward to seeing what you contribute to the team’s future success.”

    2. Teacher and Student

    Scenario: A teacher providing feedback on an essay.

    • Positive Opening: “Your thesis is engaging, and it’s clear you put a lot of thought into your argument.”
    • Constructive Critique: “To strengthen your essay, consider adding recent studies or relevant examples to support your ideas.”
    • Positive Closing: “You’re on the right track, I’m excited to see how this will evolve with the added research—I have no doubt it will be excellent!”

    3. Personal Relationships

    Scenario: Talking to a friend who tends to dominate conversations.

    • Positive Opening: “I always enjoy talking with you because you have so many great stories.”
    • Constructive Critique: “Sometimes I don’t get a chance to share my thoughts as much. It would mean a lot to me if we could balance our conversations a bit more.”
    • Positive Closing: “I love our chats and look forward to many more. Your energy makes them lively!”

    4. Coaching in Sports

    Scenario: A coach providing feedback on a player’s performance.

    • Positive Opening: “I love the energy and determination you bring to every game.”
    • Constructive Critique: “Your defensive positioning needs some improvement, I can help you work on that during practice this weekend.”
    • Positive Closing: “Keep up the hard work, and I know with some adjustments, you’ll be a better player all around.”

    Tips for Effectiveness

    • Be Genuine: Sincere compliments are essential to avoid feedback feeling manipulative. Always be truthful.
    • Learn to Find the Good: Practice recognizing positive traits in others. This makes it easier to offer genuine compliments and feedback.
    • Remember the Positivity Ratio: Aim for a 3:1 ratio of positive to critical feedback to maintain motivation and foster growth.
    • Share Good News: Inject positivity by sharing good news, which can have a “bless the messenger” effect, where people feel more positive towards a person delivering uplifting information. 
    • Adjust for Context: Tailor your feedback based on the recipient and situation. Some prefer gentle handling, while others want direct feedback.

    Limitations of the Compliment Sandwich

    The Compliment Sandwich has been widely used as a feedback tool, originating from management and communication training programs, typically in a corporate or organizational setting. Despite its popularity, it has drawbacks. One major criticism is that it can feel formulaic if used too often. When feedback follows the same pattern every time, it risks sounding insincere, reducing its effectiveness. The best feedback is organic and authentic. Use the Compliment Sandwich as a flexible guideline, not a rigid formula. Adapt your specific feedback based on the situation and the individual. Keep your communication fresh and spontaneous.

    Psychological Foundations: Priming and the Recency Effect

    The effectiveness of the Compliment Sandwich can be better understood through psychological principles like priming and the recency effect.

    Priming is about how an initial stimulus can influence how someone perceives a subsequent one. In this context, the initial positive statement can make someone more open to subsequent feedback. Starting with praise sets a receptive tone, reducing defensiveness when delivering constructive critique.

    The recency effect means people remember the last part of an experience most clearly. Ending feedback with a positive comment leverages this effect, leaving the recipient with a favorable impression and motivating them to act on the critique.

    The main takeaway? Start and end on a good note. It’s a simple yet powerful and scientifically-backed way to boost the effectiveness of your communication while maintaining truth and honesty.

    Conclusion

    The Compliment Sandwich can be an effective way to deliver balanced and constructive feedback when used thoughtfully. The key is to avoid being scripted and to ensure that your feedback is sincere and unrehearsed. Try using the Compliment Sandwich the next time you give feedback and see if it changes the way people respond to your feedback and suggestions.


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    Steven Handel

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  • How to Build a Workplace Culture Centered on Love, Abundance and Purpose | Entrepreneur

    How to Build a Workplace Culture Centered on Love, Abundance and Purpose | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In recent months, the job market has sent mixed signals, particularly for college graduates. According to the Bureau of Labor Statistics’ latest report, the pace of hiring is down to levels not seen since 2009 in business and professional services. Unemployment rates for recent grads have risen, challenging young professionals to find positions that offer more than just a paycheck. As companies grapple with inflation and economic uncertainty, many leaders are shifting focus to build workplace cultures that foster loyalty and fulfillment beyond financial compensation.

    This shift is especially relevant for companies employing Generation Z, a generation deeply affected by mental health struggles linked to financial stress. How can companies create an environment that thrives beyond monetary incentives?

    Use the framework below to build a workplace culture centered on love, abundance and purpose.

    Related: Why You Must Stay Focused on Your Culture in Times of Economic Uncertainty

    1. Shift from scarcity to abundance mindset

    Most organizations operate under a scarcity mindset, constantly focused on bottom lines and immediate targets. This fear-driven approach can stifle creativity and limit an employee’s sense of belonging. To transition to a culture of abundance, leaders must first acknowledge that fostering genuine care and connection with their team is essential. One practical step is to take a “Clarity Break” — a dedicated time for leaders to reflect on their business and the culture they want to create, away from the daily grind.

    At EOS Worldwide, I emphasize treating employees as individuals with unique talents and contributions, aligning them with the company’s larger vision. This shift to abundance helps boost morale and encourages innovation, allowing employees to thrive beyond the confines of monetary incentives.

    2. Align your team with a shared vision

    A key to fostering commitment in the workplace is ensuring that employees are aligned with the company’s mission and long-term goals. People are far more motivated and engaged when they understand how their daily work contributes to a greater purpose. My business, for example, uses tools like Rocks, the 1-Year Plan, 3-Year Picture and 10-Year Target to ensure all employees have a clear sense of the company’s future and their role in achieving it.

    When employees see how their individual roles directly contribute to the company’s larger vision, they feel a deeper sense of purpose and ownership. Leadership also regularly communicates how their work ties into long-term goals and provides specific examples of how their efforts are moving the needle. This strategy helps increase motivation and fosters a stronger sense of belonging as employees understand they are integral to the organization’s success.

    3. Foster open, honest communication

    A workplace culture based on love requires open and transparent communication. Leading with heart isn’t always easy — it involves navigating tough conversations and addressing uncomfortable issues head-on. By fostering an environment of open dialogue, leaders can build trust and ensure that employees feel seen, heard and valued. It’s about thinking through the lens of the greater good and having genuine care and concern for all involved and impacted.

    Take Microsoft as an example. Under CEO Satya Nadella, the company underwent a significant cultural shift, prioritizing empathy and collaboration. This change in leadership style has made Microsoft a leader in innovation and employee satisfaction, demonstrating that when workers feel they are part of an open, supportive environment, they bring their best ideas to the table.

    Related: Open Conversations Are Often Stifled at Work — Here’s How to Break That Silence and Reach Your True Potential

    4. Encourage work-life balance and time for passions

    Abundance isn’t just about what happens within the workplace; it’s also about enabling employees to live fulfilling lives outside of it. A well-rounded culture must provide fair compensation and allow employees to pursue personal passions. At EOS Worldwide, employees are encouraged to read EOS Life, which offers advice on how to do what they love with people they love while making time for personal growth. Whether traveling, pursuing hobbies or contributing to nonprofits, this philosophy nurtures a more fulfilled and balanced workforce.

    This concept is also embraced by companies like Google, which allows its employees to spend 20% of their time on personal projects. Many of Google’s most successful products, including Gmail, originated from this policy. By encouraging employees to invest in their passions, companies can cultivate a more creative and engaged workforce where people feel valued for more than just their work output.

    5. Celebrate your people, not just their work

    Finally, building a culture of love and abundance means recognizing employees as people first. Celebrating individual milestones, personal achievements, anniversaries, upcoming weddings, births of new babies and non-work contributions can enhance the sense of community within a company. Work-life harmony isn’t about perfect equilibrium every day — it’s about harmonizing the demands of work and life in a way that allows employees to flourish in both. At EOS Worldwide, my team celebrates components of daily life in channels such as “pets-of-EOS,” “children of EOS,” “happy-place,” and “podcast-lovers” with pictures, videos and shares.

    Take a page from Southwest Airlines, which is known for its people-first culture. They don’t just recognize professional accomplishments — they celebrate personal milestones, too. By acknowledging the whole person, not just their work, Southwest creates an environment where employees feel truly valued, which in turn drives loyalty and satisfaction.

    Entrepreneurs can apply this by building recognition into their own companies, from small celebrations of personal wins to regular check-ins on employee well-being. This focus on individuals can lead to higher retention and improved team morale, boosting overall company performance.

    Related: Unlike Raises, You Can Afford to Give Your Team All the Recognition and Praise They Have Earned

    By embracing a culture of love and abundance, leaders can create workplaces that transcend the limitations of financial incentives. This approach aligns employees with the company’s mission and fosters an environment where they feel deeply connected and fulfilled. Through heart-led leadership, transparent communication and a focus on personal passions, companies can ensure that their teams thrive at work and in life.

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    Kelly Knight

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  • How to Create and Maintain a Positive and Respectful Work Environment | Entrepreneur

    How to Create and Maintain a Positive and Respectful Work Environment | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    If you’re like me, you may often question where our civility has gone. We encounter rude behavior on our streets and highways. TV talk shows draw audiences by promising high-stakes conflict. Consumers think nothing of berating a retail worker who is just doing their job.

    While certain people can find rude and uncivil behavior entertaining, uncivil behavior is never entertaining in the workplace. Whether co-workers are being deliberately rude or just plain mean, the behavior destroys productivity. Left unchecked by managers, it also drives turnover.

    Because each individual may view uncivil behavior differently, it’s important to define the boundaries before we can attempt to correct incivility in an organizational setting.

    Related: 7 Ways to Create a Friendly Environment at Work

    Defining uncivil behavior

    Employees from many backgrounds and cultures populate today’s workplaces, and managers may struggle to set guidelines for what constitutes proper behavior. In the simplest terms, if an employee feels slighted or undervalued because of the way a co-worker or manager interacts with them, you have a problem.

    Managers who look at their phone during one-on-one meetings are being rude and are silently telling their employees they don’t matter. Employees who chastise co-workers who think differently than them are engaging in uncivil and potentially threatening behavior.

    The negative impact of uncivil behavior

    I learned firsthand how uncivil behavior can bring productivity to a standstill. I was away at a conference with a new employee where we were engaging with potential prospects and important contacts in the industry.

    Suddenly, my phone began to blow up with activity on our corporate Slack channel for senior leadership. After several minutes, with no letup in activity on the messaging platform, I realized there was an emergency — one that was far different from what I could have imagined.

    Two of our senior leaders, whose offices were no more than 20 feet apart, were arguing via text messages. As the argument grew more heated and showed no signs of being resolved, I had to excuse myself from the conference and my new employee, who was also witnessing everything in real time on Slack.

    What I needed most at that moment was for my two leaders to come to an agreement and return to productive work. I instructed them to walk down the hallway, get together in person and resolve the conflict. They did. And I learned a lesson.

    Having emotionally elevated conversations by email or text is a bad idea. People almost always find it easier to say things in those formats that they wouldn’t say to someone in person. Often, uncivil remarks emerge when the recipient misunderstands, usually due to the lack of vocal tone or facial expression. It is always better to have face-to-face conversations when you can’t agree on something.

    Our rule is this: If you need to write more than a paragraph, have the conversation person-to-person.

    Related: 6 Tips for Helping Employees Work Through Conflicts

    Setting and communicating your boundaries

    After that incident, I established a code of civility at my business. My leaders are expected to set the example for civil behavior. The major tenants of the code include:

    • Everyone deserves dignity and respect regardless of their role in the company, age, appearance, what they did last night or their political allegiances. When you engage in conversation with a co-worker, especially one you’ve disagreed with in the past, be intentional about maintaining civility in your remarks. Your job title is not a license to be condescending; it’s a responsibility not to be.

    • Always assume positive intent. When you encounter a dispute, or you believe an employee may have done something wrong, proceed slowly. Allow them to explain, whether it’s a co-worker or a member of your team. Instead of reacting emotionally and making a tense situation worse, listen closely. You may learn that you’ve read the situation incorrectly.

    • Don’t get furious, get curious. If you feel tense or anxious, your body is signaling you to ask more questions. When you are trying to diffuse an argument, your goal should be to clearly understand the problem through their eyes before you leap to offering a solution.

    • Speak to the person who is causing, or who can solve, the problem. When one team member has an issue with a co-worker, we encourage them to have the courage to speak directly to that person. “Sideways conversations” lead to gossip and misinformation. And we are also mindful not to make mountains out of molehills.

    • You can’t always control what happens, but you can always control how you react to it in every situation. You may not always be able to make the situation better, but you can always avoid making it worse. Loud or abusive language toward another employee cannot be tolerated.

    I expect all my employees to follow our code of civility and to always be trustworthy in all they say and do. This is mission-critical for management.

    Leaders set the standard for workplace culture

    As a CEO, I make it a point to emphasize civility in my workplace, which means I should be modeling the behavior I want to see. It can be challenging to self-monitor. When I suspect (or realize) I’ve failed, I own it and seek feedback.

    It’s not easy to hear candid feedback, especially from people who aren’t privy to all the information you are. So, I’ve had to learn, rather than responding to their comments immediately, to first thank them for having the courage and candor to offer it.

    Employees will not see you as a weak leader if you project a kind and self-aware persona. They’ll respect you for admitting to your shortcomings as they watch you work to improve yourself. The right managerial mindset can make a huge difference.

    Related: Here Are 4 Ways to Develop a Culture of Respect and Trust

    Maintaining civility in the workplace requires leaders to set examples through their words and actions. More importantly, managers should hire individuals who will be a good fit with a civil workplace.

    At my company, an employee who fits well with our culture and our customers is highly valued. But a team member who contributes to civility in our workplace is invaluable.

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    C. Lee Smith

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  • How This Overlooked Tool Boosts Employee Growth and Business Success | Entrepreneur

    How This Overlooked Tool Boosts Employee Growth and Business Success | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    What if I told you that one of the most powerful tools for enhancing your team’s performance and your company’s success is hiding in plain sight? A tool so effective that it can transform even the most disparate group of individuals into a well-oiled machine, working together towards a common goal.

    This often overlooked and underestimated tool is the garden variety performance review — one of the most effective and accessible management tools at your disposal.

    I know performance reviews might conjure up memories of awkward conversations, generic feedback and half-hearted promises. But when done right, they can be a game-changer for your business.

    In this article, I’ll share the value of performance reviews, strategies for effective implementation, emerging trends and more.

    Related: It’s Time to Prioritize Regular Performance Reviews — Here’s Why Reviews Are Essential for Employee and Company Growth

    The case for performance reviews

    Skeptical about the value of performance reviews? Let me convince you otherwise:

    1. Feedback: Regular, meaningful and timely feedback clarifies expectations and provides actionable guidance. When employees receive consistent feedback, they understand their strengths and weaknesses, leading to increased motivation to improve and higher performance overall.

    2. Talent identification: Performance reviews help identify high-potential employees early, enabling targeted development opportunities to prepare them for future leadership positions. This ensures a strong pipeline of homegrown talent and supports succession planning.

    3. Employee value: Recognizing achievements and providing growth opportunities boost employee satisfaction, engagement and retention. Also, when employees feel valued and supported, they are more likely to go above and beyond, contributing to increased company success.

    4. Fairness culture: Consistent, well-documented performance reviews promote a fair and transparent workplace culture. They prevent toxic environments where raises and promotions are based on favoritism rather than merit. By ensuring that employees clearly understand how their performance is measured and rewarded, legal risks associated with discriminatory practices are mitigated.

    5. Addressing discrepancies: Performance reviews help align expectations and perceptions between employees and managers. By asking both parties the same questions about performance, goals and development needs, these reviews ensure that everyone is on the same page. Addressing any discrepancies early on prevents frustration, disengagement and potential turnover down the line.

    6. Core values: Effective performance management assesses employees’ job performance and alignment with company values. While technical proficiency is important, embodying core values is equally critical. Evaluating this alignment helps identify individuals who may not positively contribute to the company culture.

    7. Identifying systemic issues: Performance reviews can reveal widespread company issues, such as management issues, cultural concerns or unclear expectations. Spotting trends across multiple employees allows you to address root causes and implement timely changes.

    Related: 4 Things Leaders Misunderstand About Performance Reviews

    Strategies for effective performance reviews

    Now, how can you make your performance reviews as impactful as possible? Here are some key tips:

    1. Set clear expectations from the start. Collaborate with employees to set specific, measurable, achievable, relevant and time-bound goals aligned with company objectives, ensuring they know exactly what they’ll be evaluated on.

    2. Make it a two-way conversation. Engage employees in a dialogue, asking questions, listening to their perspectives and brainstorming solutions together. This makes it feel more like coaching and less like a trial.

    3. Focus on behaviors and outcomes, not just numbers. Discuss the behaviors and skills that drove results, providing employees with insights on how to improve their approach, in addition to quantifiable metrics.

    4. Give specific examples. Offer concrete observations like “I noticed how you took the initiative to streamline the reporting process, resulting in better client satisfaction” instead of vague feedback like “Good job” or “Needs improvement.”

    5. Balance positive and constructive feedback. Recognize accomplishments and strengths while candidly discussing areas for growth, ensuring employees feel appreciated and challenged.

    6. Discuss the future, not just the past. Review prior performance but spend ample time discussing goals and development opportunities to keep the focus on growth.

    7. Document key points, but keep it conversational. Jot down notes to stay on track but maintain an organic, free-flowing discussion rather than reading from a script.

    8. Evaluate company-wide goals. Assess if the company as a whole met its targets for revenue, growth, etc., considering the individual’s impact on achieving these goals, not just their personal performance.

    9. Establish a clear formula for calculating salaries, bonuses and raises based on individual and company performance, ensuring fairness and consistency across the organization.

    10. Assess employees on their fit with company values and culture, not just individual performance. High performers misaligned with company values or team culture can be detrimental to your success.

    11. Encourage employees and managers to provide ongoing positive and constructive insights about their experience by offering incentives. Keep a detailed record of this feedback to streamline annual reviews, rather than relying on memory alone.

    Technology and trends

    As the workplace evolves, so does performance management. The right technology streamlines review processes, encourages a feedback culture and provides data-driven insights for more meaningful performance discussions. Here are some emerging trends:

    1. Modern performance management platforms enable frequent, real-time feedback, keeping development a constant focus.

    2. HCMS (Human Capital Management System) and talent management systems provide valuable data on performance metrics, flight risks, succession planning and more. Mining this data enriches performance review discussions.

    3. Borrowing from agile methodology, some companies are adopting shorter-term performance cycles with regularly adjusted goals, allowing for greater flexibility as the business evolves.

    Related: How to Conduct Employee Performance Reviews That Reduce Stress

    Tailoring your review

    As you create your performance review process, keep in mind that there’s no universal formula. What works for the big players might not be the right fit for your unique business. The key is to tailor your approach to your specific needs, culture and team.

    If this sounds overwhelming, bring in a fractional CHRO or HR Director to design and implement a performance management strategy that reflects your company’s unique identity and vision. This way, you can gain the same benefits without the commitment of a full-time hire or the frustration of trying to adapt generic advice to your specific needs.

    The bottom line is that performance reviews are arguably the most important investment you can make in your company’s growth. Your employees are the heart and soul of your success; how you nurture and engage them determines whether your business thrives or merely survives.

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    Adi Vaxman

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  • 3 Qualities That Make Star Employees Stand Out | Entrepreneur

    3 Qualities That Make Star Employees Stand Out | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    As the CEO and co-founder of a growing tech company, I’ve had the privilege of overseeing hundreds of employees as they’ve moved through our team. From leading a team of five to managing a robust team of over 150, I’ve seen firsthand what it takes for employees to stand out from the crowd.

    The good news is that standing out is more straightforward and achievable than you might think. Whether you’re angling for a promotion, looking for mentorship or just want to be more recognized on your team, here’s what your boss might be looking for.

    Related: 7 Character Traits That the Best Employees Share

    1. You’re objectively great at your job

    It might seem obvious, but being good at what you do is a huge part of getting noticed. It doesn’t matter if you’re just starting out or if you’re in a management role. Either way, performance is key. There are many factors that help someone stand out, but in my mind, this is the most important.

    If you want to stand out, make sure your KPIs and any other metrics are meeting (or, ideally, exceeding!) your targets and that you’re getting good results in your role. Consistency is also a factor — meeting your targets every once in a while isn’t a substitute for ongoing excellence. The more often you’re earning wins and driving business forward, the better.

    Additionally, showing initiative by identifying problems and proposing solutions can set you apart. Employees who go beyond their job descriptions to contribute their own ideas show a level of commitment that gets noticed. It’s not just about doing your job well — it’s also about taking ownership and showing that you care about the company’s success as much as your own.

    If you’re currently falling short on performance, don’t be afraid to ask for feedback to learn how you can improve. That’s showing initiative, too! And when you do outperform expectations or accomplish something big in your role, make sure to document your success in case you need to share it down the line.

    2. You’re generally well-liked

    Meeting all of your performance criteria is important, but if you’re rude or demeaning to your fellow team members, that doesn’t help you stand out in the right way. Being kind and approachable to the rest of the team (superiors and peers alike) shows that you care about more than just yourself.

    Our culture at Lemonlight really emphasizes having a positive attitude at work, so this is one of the things I notice most. (This can be a great giveaway to what your leaders will be looking for, too! When in doubt, emulating your company values will likely help you get noticed).

    If you have a chance to connect with your fellow team members, offer support to someone who needs it or just be a friendly face in the office or on Zoom, take the opportunity. It’s a great way to feel more integrated with the team and a great way for senior leaders to take notice.

    Related: 3 Key Character Traits That Help Employees Quickly Rise Through the Ranks at Their Companies

    3. You’re eager to learn

    Finally, I really respect and value people who are working on bettering themselves, looking into growth in their role or staying on top of the industry. A genuine desire to be great is noticeable and impressive — and it’s hard to fake!

    People who are eager to learn tend to see mistakes as learning opportunities rather than setbacks. They focus on improving and finding solutions, which is much more productive than dwelling on problems or blaming others. This attitude towards self-improvement tends to lead to better performance, too, so it can work doubly in your favor.

    If you want to stand out, take the initiative to seek out learning opportunities: formal education, online courses or even just reading industry-related articles and books are all great options. Attending conferences, networking with industry professionals and participating in workshops can also help you learn and stay ahead of the curve. You can also check with your manager about what resources they think would be useful to help you grow.

    Being proactive about your development shows that you’re committed to your role and the company. It shows that you’re not just doing the minimum to get by, but you’re actively seeking ways to excel and bring more value to the team.

    Related: 6 Traits of Indispensable Employees

    As I’ve watched our team grow over the years, a lot of things have changed, but these core qualities are always the mark of a great employee. We’ve had plenty of team members — both past and present — who will always stand out to me because they emulated these exact qualities.

    If you’re looking for recognition, focus on these elements. Being great at your job, being well-liked and having a thirst for knowledge are what get star employees noticed. Embrace these elements, and you’ll be well on your way to making a lasting impression and achieving your career goals.

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    Hope Horner

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  • The 4 Pillars of Leadership Success | Entrepreneur

    The 4 Pillars of Leadership Success | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    As an entrepreneur, understanding how to be a great leader yourself — and how to find and instill great leadership in others — is critical.

    Throughout my journey as an entrepreneur and CEO, I’ve sifted through countless leadership frameworks, read tons of books, debated with colleagues and spent years figuring out what makes an effective leader. In my view, great leadership boils down to four key pillars: planning, people, process and performance.

    Let’s break down each pillar, why it matters and how you can use it to become a better leader.

    Related: A Guide to Becoming an Effective Leader: The 6 Traits of Every Successful Leader

    Planning: Conscious strategy

    Planning is the first pillar of effective leadership. My definition of planning involves setting clear, measurable goals, outlining specific steps to achieve them and creating a strategic roadmap to guide the way.

    Importantly, my definition also includes prioritization. Part of planning is understanding that not everything can be a focus at the same time and being proactive about using your resources most effectively. Whether you’re constrained by time, budget, team expertise or something else entirely, great leaders will clearly outline what their priorities are — and what their priorities are not — throughout a project’s life cycle.

    To be a leader who plans effectively, you need to embrace foresight, decisiveness and a big-picture view. Practice seeing challenges and opportunities ahead, making smart decisions and keeping a clear vision of where you’re headed.

    When leaders neglect planning, their teams are likely to struggle with making progress towards their goals. They may feel disorganized, overwhelmed or frustrated at the lack of results their efforts are generating. It’s the leader’s job to course correct, managing the many variables that can affect a project instead of hoping everything falls into place.

    People: Clear expectations

    People are at the heart of any organization, and managing them well is crucial. I believe the foundation of managing people is clear communication and expectations.

    Why are clear expectations so important? People can only succeed in their roles if they know what success looks like — and that alignment may not come naturally.

    For example, some leaders may think “success” in a role requires constant communication and churning out deliverables. Others may think “success” requires innovative thinking and taking ownership over the role. Both perspectives are valid, but for employees to excel in their roles, they need to know how you’ll be evaluating performance and what you want to see them achieve.

    As leaders, it’s also our responsibility to organize our time so that we can manage proactively rather than reactively. This requires clear, organized and thoughtful direction to keep teams aligned and working productively.

    When leaders fail to set clear expectations, teams can become confused and unmotivated. They may struggle to understand their roles or what is expected of them, leading to misalignment and decreased productivity.

    It’s crucial for leaders to communicate openly and frequently, ensuring everyone is on the same page and working towards common goals. This clarity not only enhances individual performance but also fosters a culture of accountability and mutual respect.

    Related: 3 Steps to Help Employees Understand Your Objectives and Expectations

    Process: Coordinated systems

    The process pillar focuses on the importance of coordinated systems and productive organizational design. The heart of an efficient team is a well-structured organization with clear methodologies and processes. This structure serves as the foundation for building next-level growth and development.

    By holistically understanding the current organizational design, leaders can identify areas for improvement and implement new systems that enhance efficiency and productivity. Coordinated systems ensure that everyone is working towards common goals in a consistent and streamlined manner.

    Depending on the role and organization, creating processes may require establishing standard operating procedures, optimizing workflows and leveraging technology to support organizational needs.

    A well-defined process also requires regular attention. A system that’s effective and efficient today may not be effective and efficient a year from now. As your company grows, your team changes and technology advances, processes may need updates and overhauls to reflect the new environment.

    When leaders overlook the importance of processes, teams can become inefficient and chaotic. Without clear systems and methodologies, you may see the effects of duplicated tasks and wasted effort on overall productivity. Effective process management enables teams to operate more efficiently, reducing redundancy and maximizing resources.

    Performance: Consistent accountability

    Performance is the final pillar, emphasizing the importance of consistent accountability. Effective leaders value results and hold teams and team members accountable for achieving their goals. This involves having a bias towards action, finding ways to solve problems and breaking large projects into actionable chunks.

    Accountability is also about ensuring that everyone is responsible for their contributions, and that performance is regularly monitored and evaluated. Leaders need to set clear performance metrics, provide regular feedback and recognize achievements among their teams.

    When leaders neglect accountability, performance can suffer. Teams may lack direction, fail to meet goals and miss opportunities for improvement. In the long term, the business may struggle to move forward at all.

    By fostering a culture of accountability, leaders encourage continuous improvement and drive high performance across the organization.

    Related: Fostering This Trait Is One of the Hardest Things for Leaders to Get Right

    At the end of the day, “being a good leader” can feel like an abstract, intangible goal. However, it really comes down to nailing these four foundational areas. By applying these pillars to your own leadership and instilling them in your team, you’ll be on the right track towards sustainable growth.

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    Hope Horner

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  • Employees Who Joined Nvidia 5 Years Ago Now Millionaires And Coasting In ‘Semi-Retirement’

    Employees Who Joined Nvidia 5 Years Ago Now Millionaires And Coasting In ‘Semi-Retirement’

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    Employees Who Joined Nvidia 5 Years Ago Now Millionaires And Coasting In ‘Semi-Retirement’

    Nvidia (NASDAQ:NVDA) has seen incredible growth in recent years. Since the beginning of 2024, the company’s stock has jumped 167%. Over the past five years, it has surged by an impressive 3,450%.

    Given these figures, it’s easy to see why many NVIDIA employees who joined the company five or more years ago are likely millionaires today. Additionally, many midlevel managers at NVIDIA reportedly make over $1 million a year, thanks to stock options and the overall appreciation of the company’s stock.

    However, being flush with cash now means that many established Nvidia executives are reportedly operating in “semiretirement” mode, which caught the attention of CEO Jensen Huang. They are financially comfortable enough that they don’t seem motivated to work as hard as they used to.

    Don’t Miss:

    In response to questions about ‘semiretired’ employees, Huang advised all workers to act as the ‘CEO’ of their own time and be responsible for determining their work ethic. Still, even Huang received a 60% pay boost last fiscal year, and his compensation reached $34.2 million as Nvidia’s market value is now $3.2 trillion.

    But not all Nvidia employees think they’re rich. As one Nvidia engineer earning $250,000 a year shared with Business Insider, employee salaries at the company are only impressive at first glance. He explained that although some Nvidia employees might be lucky enough to become millionaires, “a million doesn’t go too far.”

    This engineer, based on the West Coast and having joined Nvidia a few years ago, receives almost half of his base salary in the form of restricted stock units (RSUs) annually. He pointed out that from an outsider’s perspective, it might seem like all Nvidia employees are rolling in money, especially with the company’s stock skyrocketing.

    Trending: A startup that turns videos into games gets backing from Mark Cuban and opens a round for regular investors at $250.

    However, he clarified that not everyone receives a large number of RSUs as there’s a limit on how many stock units employees can get. Even the top performers are capped at receiving 50% of their base salary in stock each year.

    “You will end up cashing your stocks to meet your annual obligations in terms of personal taxes, property taxes, and any other expenses you will have,” he said.

    As former Tesla director of AI Andrej Karpathy recently pointed out, “Most people don’t HODL, and the government takes half.” In other words, many Nvidia and Tesla employees could have been millionaires if they hadn’t sold their company stock when they immediately could. On the other hand, he added that long-term holders are likely awaiting Tesla to achieve fully autonomous driving with its FSD software before they sell at a premium.

    Keep Reading:

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    This article Employees Who Joined Nvidia 5 Years Ago Now Millionaires And Coasting In ‘Semi-Retirement’ originally appeared on Benzinga.com

    © 2024 Benzinga.com. Benzinga does not provide investment advice. All rights reserved.

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  • How to Close the Trust Gap Between You and Your Team | Entrepreneur

    How to Close the Trust Gap Between You and Your Team | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    PwC has been tracking trust within workplace settings for years, but their most recent 2024 survey reveals a larger trust disconnect between leaders and employees than in the past. While 86% of executives say they trust their people, just 60% of workers feel trusted by their organizations. That means that for every 10 employees you manage, four doubt that you honestly have their backs.

    If this sounds alarming, you’re paying attention. Trust is an essential tool that can hold a company together through the good and bad times. When you have a steady stream of trust throughout your company, you’re poised to see higher performance levels and more creativity. Instead of playing it safe (which leads to playing it small), employees take pride in being trusted enough to innovate and think outside narrow job descriptions. With an added layer of trust, they can see the bigger vision and know their impact will be appreciated.

    Unfortunately, you can’t wave a magic wand and make trust appear. Trust isn’t a commodity. It can’t be bought or sold. It must be earned, and that means you need the courage to make some shifts in your leadership style to close any trust gaps between you and your team.

    Related: Strong Leaders Use These 4 Strategies to Build Trust in Their Workplace

    1. Retool your hiring process

    First, do something that sounds simple but isn’t: Take hiring seriously. The tighter your selection process for all positions, the easier it will be to develop trust with the people you onboard. It’s exceptionally difficult to build trust with someone who is the wrong fit for your business goals or doesn’t value people. By making your hiring process more robust, you send a message that your team is significant, select and special. That’s a foundation for future trust.

    As part of your revised hiring process, involve your team in the experience. The unknown is a big barrier to trust. Empowering your people to help make hiring decisions reduces the friction that can come when an “outsider” is brought into the mix. Have them conduct group and individual interviews, review resumes and participate in hiring simulations for final candidates. Ask for their input. In no time, you’ll transform the “new person” into someone who’s been invited to join the team by the team.

    2. Invest time in building genuine relationships

    After you’ve hired someone, kick off your relationship on a trust-building note. Sit down and talk about your expectations. As an executive, I’ve learned to ask specific questions to gain trust.

    • How will we work together?

    • What does trust and respect look like in a working relationship?

    • What do you expect of me as your boss?

    • How should we handle inevitable differences of opinion?

    By asking these questions — and truly listening to the answers — you’ll set the stage right away for free-flowing, authentic discussions built around mutual respect and understanding. It also makes it easier to share your expectations for how they show up at work.

    This effort will pay off down the road, especially during rocky moments. In the past, I’ve had to let team members go. Rather than ignoring the elephant in the room, I sit everyone down together afterward. I find out how they’re feeling. Usually, no one talks about those types of things. Our team can because we have strong relationships with each other, making it easier to take a pulse and hear everyone’s perspectives.

    Related: How to Build and Sustain Deep, Meaningful Business Relationships (and Why It’s the Key to Long-Lasting Success)

    3. Strengthen your leadership tendencies

    All leaders can get better. The sooner you recognize any tendencies or habits you have that are leading others to distrust you, the sooner you can stop them. For instance, is your first reaction to a problem assuming control, micromanaging or taking over? Do you resist sharing information because you stress about freaking out your team? These are understandable reactions, but they’re not going to foster trust.

    Now, you may say that you’re just “following orders” or that your company’s hierarchy is militant and structured. That’s not uncommon, although it’s very old-school. However, when you keep people in the dark, you instill fear and inadvertently minimize people’s potential contributions. Conversely, when you trust your team with the truth, you open the doors to better communication and a high-performing culture. And you can do this regardless of what your company does, at least to a certain degree.

    4. Use tech to grow — not destroy — trust

    The latest tech tools can be used to both fuel and hinder trust. It all boils down to how, when and why you introduce and use them. For instance, I recommend talking with your team before bringing in any new tech. When you chat about it first, you’re not just unilaterally forcing your team to use a tech they might not find beneficial. Ideally, tech should simplify everyone’s work experience, not make their lives harder.

    What about monitoring software? It’s a losing battle. When you’re monitoring folks, you’re saying, “I don’t trust you” and “I care more about time than outcomes.” Your employees will resent this and may even find loopholes to game your monitoring system. I know of a remote worker who put her mouse in her pocket and did errands. The mouse jiggled as if she were at her desk, and her bosses never knew. Ingenious. If she was getting work done, why should she be monitored like a child? Ultimately, it all comes back to trusting your team members and giving them the room to do their jobs as expected.

    Related: The Biggest Obstacle Facing Leaders Is Distrust. Here’s How to Build Confidence in Your Team.

    5. Rethink your assumptions about people

    You can’t do it all. No one can. You have to count on others, and that means you have to value and trust employees. It’s okay if you wouldn’t trust them to babysit your kids while you go on a date night. However, you must trust them to take pride in their work and perform their job well once fully trained. Where to start? Try pushing responsibilities to your team.

    In one of our workshops, a participant realized she was too “in the weeds” and didn’t have time to lead. When she returned to work, she pulled her small team into a meeting. She said, “These are the things that need to get done. I want you guys to work out how to make everything happen. Let me know what you’ll need from me.” Within a couple of hours, they had divided the work between them based on their aptitudes and preferences. From there, everything went smoothly. The leader was surprised (and relieved) by how well the experiment worked.

    You may trust your team, but if you’re not filtering your actions through a trust filter, you’re probably missing major trust-building opportunities. By switching up a few of your leadership strategies, you can demonstrate your unwavering trust, which will help clear the way for your trust to be reciprocated.

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    Gloria St. Martin-Lowry

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  • How to Attract Freelancers Back to Traditional Roles | Entrepreneur

    How to Attract Freelancers Back to Traditional Roles | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In recent years, the labor market has witnessed a profound transformation, called the “Great Resignation,” where record numbers of employees left their jobs in search of something more fulfilling. Many individuals now choose the path of freelancing and independent work over traditional employment. This shift is largely fueled by a quest for flexibility, autonomy and the pursuit of work that resonates on a personal level.

    Technology has played a pivotal role in this transition, making it easier than ever for individuals to find freelance work, manage projects and communicate with clients from anywhere in the world. This digital revolution, combined with a growing cultural emphasis on work-life balance and meaningful employment, has made the freelance lifestyle more attractive and feasible.

    However, the allure of independence doesn’t just hinge on being one’s own boss or setting one’s hours. Many are drawn to freelance work because of the severe mismatches they perceive in traditional job environments, which often lack flexibility, fail to offer compelling career paths or neglect to align with modern values like sustainability and inclusivity.

    Related: From the Great Resignation to Quiet Quitting, Here’s Why Good People are Really Leaving and How to Keep Them.

    Strategies to attract independent talent back to traditional work

    As the landscape of work undergoes its most significant transformation in decades, traditional businesses must innovate not just to survive but to thrive. Here are several strategies that can help re-attract independent workers:

    1. Flexibility and autonomy: One of the most cherished aspects of freelance life is the ability to control one’s schedule and work environment. Traditional companies can appeal to this need by offering flexible working arrangements. This might include options for remote work, flexible hours and results-oriented performance metrics instead of strict clocking in and out. For example, a tech company could implement a “results-only work environment” (ROWE) where employees are judged solely on their output and not when or where they complete their work.

    2. Project-based roles: Many freelancers enjoy the diversity of working on different projects, which keeps their daily routines dynamic and engaging. Companies can capture this interest by creating project-based roles or temporary positions that allow workers to contribute to specific initiatives with a clear end date. This approach not only satisfies the worker’s need for variety but also gives companies the flexibility to scale labor up or down based on current needs.

    3. Cultural alignment and values: Modern workers, particularly millennials and Gen Z, are increasingly drawn to companies that reflect their personal values. Businesses that prioritize sustainability, diversity, equity and inclusion are more likely to attract independent talent who are looking for more than just a paycheck. Publicizing initiatives and real impacts in these areas can make a traditional employment setting more appealing. For instance, a company might highlight its commitment to reducing carbon emissions or its active role in supporting local communities.

    4. Professional development and career growth: Freelancers often invest in their own skill development to stay competitive. Companies that offer robust training programs, regular workshops and opportunities for career advancement can draw independents back into the fold. Highlighting a commitment to employee growth can assure potential hires that they will not stagnate but continue to develop professionally. An organization might, for example, offer an annual stipend for employees to attend conferences or take courses relevant to their jobs.

    Related: “No One Wants To Work Anymore” Is a Phrase Old as Dirt. Here’s How to Really Attract and Retain Employees in the New Age of Work

    Benefits to companies and workers

    The integration of independent talent back into traditional companies offers substantial benefits to both parties:

    Increased innovation and creativity: Independent workers often bring fresh perspectives and innovative ideas gained from diverse project experiences. By incorporating these freelancers into their workforce, companies can foster a more creative environment, driving innovation. For instance, Google has leveraged independent contractors for various projects to inject new ideas and approaches, which has often led to breakthroughs in technology and user experience.

    Flexibility and scalability: The ability to scale workforce capabilities up or down depending on project demands is a significant advantage for companies facing fluctuating market conditions. Freelancers provide a flexible labor pool that can be tapped into as needed, reducing the overhead associated with permanent staff while still meeting business goals.

    Diversity of thought and skills: Freelancers typically work across a range of industries and disciplines, bringing a wealth of diverse skills and viewpoints that can enhance problem-solving and decision-making within traditional firms. This diversity can lead to better outcomes and a more resilient business model.

    Enhanced employee satisfaction and retention: By adopting flexible work policies and valuing professional growth, companies can improve overall job satisfaction among all employees, not just freelancers. This can lead to higher retention rates and a more engaged workforce.

    As the fabric of the workforce evolves into a mosaic of traditional employment, freelancing and independent contracting, businesses stand at a pivotal crossroads. The phenomenon known as the “Great Resignation” signifies a deeper, underlying shift — a redefinition of what it means to work and to be fulfilled by one’s labor. This is not just a trend but a transformation in the ethos of work itself, driven by a generation that seeks purpose, autonomy and flexibility.

    Related: The Best Employees Want More Than Just Money. Here Are 6 Ways to Attract Them.

    Adapting to this new reality requires more than superficial changes; it demands a fundamental rethink of how businesses structure work, engage with employees and define their corporate culture. Strategies like enhancing workplace flexibility, embracing project-based roles, aligning organizational values with those of a changing workforce and fostering continuous professional development are vital. Yet, they are merely the starting point of a broader dialogue about work in the 21st century.

    As business leaders, it is imperative to challenge the status quo and critically assess whether your current practices meet the needs of a diverse and evolving workforce. Engage in conversations with both your teams and independent professionals to understand their perspectives and needs. Implementing the discussed strategies should not be seen as a checklist to complete but as part of a larger, ongoing process of organizational transformation.

    Explore collaborative models that benefit both your company and the independent talent. Such models should not only attract but also sustain a relationship that nurtures mutual growth, innovation and respect. The future of work isn’t about choosing between traditional and independent paths but about creating an ecosystem where both can thrive together.

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    Tyler King

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  • Is Your Leadership Team Failing Your Employees? | Entrepreneur

    Is Your Leadership Team Failing Your Employees? | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    I’m sure you have seen the headlines about quiet quitting, loud quitting and company struggles with employee retention. Since the Covid-19 pandemic, it has become very clear that many employees are unhappy in their current jobs, but what is the main culprit here? While this is a complex issue with many potential contributing pieces, there is one clear factor fueling a large portion of employee dissatisfaction, and it is poor leadership.

    Throughout my career, I have seen the ill effects of bad bosses from many different angles. During my time practicing in healthcare, I saw the physical, mental and emotional strain caused by poor leadership and its impact on patients, colleagues and even myself. I remember when I started my first “real” job after college. My boss at the time wanted me to check in with him before leaving for the day. Typically, around 6:00 pm, when all my work was completed, I would wait by his door with my stomach growling hoping to get the thumbs up to make the 60-minute or more commute home. My boss would see me standing there and would typically make a motion like he was busy, and I needed to wait (if he acknowledged me at all). If I was lucky, it would be about 15-20 minutes before I got the hand wave that he was ready to talk, but most of the time I would be there waiting for much, much longer.

    On the flip side, I have also been extremely fortunate to experience what empowering and supportive leadership looks like. During my keynote talks and corporate trainings, I have witnessed solution-focused dialogue around employee pain points and struggles. I have seen leaders actively asking for feedback from their employees, looking for ways to implement positive change to support their overall well-being.

    Related: 7 Timeless Principles That Will Help You Become a Better Leader

    For better or worse, the leaders in your organization can make or break employee happiness, well-being and company culture. I recently took a poll on LinkedIn where I asked the question, “If you are not completely fulfilled at your job, what do you think is the main reason?” Unsurprisingly, 56% of respondents chose poor leadership or their boss. When people don’t feel valued or fulfilled in their careers, their performance suffers, and the organization as a whole is negatively impacted.

    According to Gallup’s State of the Workplace 2023 report, almost 6 out of 10 employees were categorized as quiet quitting, and 51% of surveyed employed workers reported watching for or seeking out a new job.

    So, what do employees really want from their leadership team? While exploring this question, I ran another poll on LinkedIn asking, “What made the best boss you ever had such a great boss?” An overwhelming 77% of respondents reported that it was their support and advocacy. At the end of the day, people want a boss that is in their corner. They want to work for a leader they can trust; a leader who has their back. Now, developing that trust is not always easy. It takes intention, self-awareness, time and effort.

    That said, here are three steps to help you move in the direction of becoming a better leader:

    1. Optimize how you communicate

    How effective do you think you are at communicating? How does your communication style fluctuate based on your emotions? How are you perceived by others? A key part of being an excellent communicator is building self-awareness. When you start to recognize your tendencies and habitual responses to different situations, you can begin to see where there is room for improvement.

    Do you shut down when you get upset? Do you micromanage when you get stressed? Is there regular, clear and open dialogue between you and your team about expectations, workload, timelines and potential speed bumps? What does your team really think about your communication style? Getting feedback in this arena and working towards being an optimal communicator will help create an environment where everyone feels seen, heard, valued and supported.

    Related: 5 Steps to Communicate Like a Boss

    2. Build connection

    How well do you know the members of your team? As a leader, it is important to have regular check-ins with your group via different formats including, email, phone, virtual and in-person. You should also be having informal conversations in which you are able to get to know them as a person.

    Learn about your team members’ goals and aspirations. What are their strengths? Is there a time of day when they work the best? What are their pain points with their job? What kind of help and support could they benefit from? Discovering these things will help you more effectively lead each individual employee based on their unique situation. You won’t be able to provide support and potential solutions for problems if you don’t even know they exist.

    3. Be receptive to feedback

    Too often leaders are the ones providing the feedback, but they are not always getting honest feedback from their teams and groups. Leaders need to provide constructive feedback, mentorship and support, but they also need to be actively seeking out feedback from their team. You may be biased when it comes to your leadership style, or you may not be aware that some of your messaging is being misinterpreted, so getting feedback is essential.

    Now, no one is going to want to share feedback about their boss if they are afraid that it will negatively impact their job security or career advancement. As a leader, you are responsible for creating a safe environment and a feedback loop for employees to share suggestions, concerns and pain points.

    When it comes down to it, no one really wants to be a bad leader. They may just be lacking the tools, skills or self-awareness needed to create a space where employees can thrive. Wherever you are at in your leadership journey, remember that there is always room for growth. By investing in leadership development, you will be planting the seeds for an empowering company culture with happier employees who will want to work with you for years to come.

    Related: 5 Tips to Help You Be the Sort of Leader Employees Love to Work For

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    Kristel Bauer

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  • Jewelry Store Owner to Give 60-Year-Old Business to Employees | Entrepreneur

    Jewelry Store Owner to Give 60-Year-Old Business to Employees | Entrepreneur

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    The owners of an upscale jewelry store chain are handing ownership over to their employees.

    Harvey and Maddy Rovinsky have been the owners of Bernie Robbins Jewelers for 57 years, but when they started to think about retirement to spend time with their grandchildren, they realized no one would be better to take over the business than their staff, some of whom have been with the company or 20 and 30 years.

    The jewelry business, which has three stores in New Jersey and Pennsylvania, was founded by Maddy’s parents in 1962, according to the company’s website.

    RELATED: ‘Wolf in Cashmere’ Bernard Arnault Has a Cutthroat Reputation. In a ‘Succession’-Like Drama, He’s Eyeing His Replacement — and It Might Not Be Family.

    Courtesy of Bernie Robbins Jewelers | Owners Harvey and Maddy Rovinsky.

    The Rovinskys told Fox Business that they don’t have any family involved in the business, and they needed a “path for succession” if the company were to continue after they retire.

    “We said, ‘You know, this has been right in front of our faces all this time. Instead of trying to find a qualified buyer, why not give it to people that are successfully running it now,’” Rovinsky told Fox Business. “They understand our culture, they understand what we want. They’ve been doing it, they’ve been running it and we’ve been fortunate that money aspect was not a motivation. So we’re going to continue the business with the people that know how to run it.”

    Harvey Rovinsky said employees asked him to be the company’s CEO as the business transitions to the new, employee-led ownership in early 2024.

    RELATED: A 4th-Generation CEO Reveals How to Avoid ‘Succession”s All-Too-Real Dysfunction in Your Own Business — Family-Run or Not

    “I’m flattered and honored that they’ve asked me to stay on, which I will be happy to do until I annoy them enough and they fire me,” Rovinsky joked.

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    Sam Silverman

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