ReportWire

Tag: Leadership

  • Commentary: Democrats crumble like cookies. Is this really the best they can do?

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    Democrats just crumbled like soft-bake cookies.

    The so-called resistance party has given up the shutdown fight, ensuring that millions of Americans will face Republican-created skyrocketing healthcare costs, and millions more will bury any hope that the minority party will find the substance and leadership to run a viable defense against President Trump.

    Sunday night, eight turncoat Democrats sold out every American who pays for their own health insurance through the affordable marketplaces set up by President Obama.

    As has been thoroughly reported in past weeks, Republicans are dead set on making sure that insurance is entirely out of financial reach for many Americans by refusing to help them pay for the premiums with subsidies that are part of current law, offered to both low- and middle-income families.

    Republicans — for reasons hard to fathom other than they hate Obama, and apparently basics such as flu shots — have long desired to kill the Affordable Care Act and now are on the brink of doing so, in spirit if not actuality, thanks to Democrats.

    Trump must be doing his old-man jig in the Oval Office.

    The pain this craven cave-in will cause is already evident. Rates for 2026 without the government subsidies have been announced, and premiums have doubled on average, according to nonpartisan health policy researcher KFF. Doubled.

    Insurance companies are planning on raising their rates by about 18%, already devastating and symptomatic of the need for a total overhaul of our messed-up system. That increase, coupled with the loss of the subsidies beginning at the start of next year, means a 114% jump in costs for the folks dependent on this insurance. Premiums that cost on average $888 in 2025 will jump to $1,904 in 2026, according to KFF.

    But it’s the middle-income people who will really be hit.

    “On average, a 60-year-old couple making $85,000 … would see yearly premium payments rise by over $22,600 in 2026,” KFF warns, meaning that instead of paying 8.5% of their income toward health insurance, it will now jump to about 25%.

    Merry Christmas, America.

    Although the eight Democrats who broke from their party to allow this to happen are directly responsible (thankfully our California senators are not among them), Democratic leadership should also be held accountable.

    A party that can’t keep itself together on the really big votes isn’t a party. It’s a bunch of people who occasionally have lunch together. Literally, they had one job: Stick together.

    The failure of Democratic leadership to make sure its Senate votes didn’t shatter in this intense moment isn’t just shameful, it’s depressing. For all of the condemnation of the Republican members of Congress for failing to uphold their duty to be a check on the power of the presidency, here’s the opposition party rolling over belly up on the pivotal issue of healthcare.

    As Rep. Ro Khanna (D-Fremont) put it on social media, “Senator Schumer is no longer effective and should be replaced. If you can’t lead the fight to stop healthcare premiums from skyrocketing for Americans, what will you fight for?”

    If the recent elections had any lessons in them, it’s that Democrats — and voters in general — want courage. Love or hate Zohran Mamdani, his win as New York City mayor was due in no small part to his daring to forge his own path. Ditto on Gov. Gavin Newsom and Proposition 50.

    Mamdani put that sentiment best in his victory speech, promising an age when people can “expect from their leaders a bold vision of what we will achieve, rather than a list of excuses for what we are too timid to attempt.”

    Before you start angry-emailing me, yes, I do understand how much pain the shutdown in causing, especially for furloughed workers and people facing disruptions in their SNAP benefits. I feel for every person who doesn’t know how they will pay their bills.

    But here are the facts that we can’t forget. Republicans have purposefully made that pain intense in order to break Democrats. Trump has found ways to pay his deportation agents, while simultaneously not paying critical workers such as airport screeners and air traffic controllers, where the chaos created by their absence is both visible and disruptive. He has also threatened to not give back pay to some of those folks when this does end.

    And on the give-in-or-don’t-eat front, he’s actually been ordered by courts to pay those Supplemental Nutrition Assistance Program benefits and is fighting it. Republicans could easily band together and demand that money goes out while the rest is hashed out, but they don’t want to. They want people to go hungry so that Democrats will break, and it worked.

    But at what cost?

    About 24 million people will be hit by these premium increases, leaving up to 4 million unable to keep their insurance. Unable to go to the doctor for routine care. Unable to pay for cancer treatments. Unable to have that lump, that pain, the broken bone looked at. Unable to get their kid a flu shot.

    In many ways, this isn’t a California problem. The majority of these folks are in Southern, Republican states that refused to expand Medicaid when they had the chance. About 6 in 10 subsidy recipients are represented by Republicans, according to KFF, led by those living in Florida, Georgia and Mississippi. But Americans have been clear that we want access to care for all of us, as a right, not an expensive privilege.

    Which makes it all the more mystifying that Democrats are so eager to give up, on an issue that unites voters across parties, across demographics, across our seemingly endless divides.

    But I guess that’s just how the cookie crumbles.

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    Anita Chabria

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  • 9 Ways to Ensure People Remember What You Say

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    You spend hours on slides, emails, and practice pitches. You work so hard at your communications that your eyes get blurry. Hours of research go into that presentation. However, here’s the shocking truth: Research on the Ebbinghaus forgetting curve shows that about half of what you’ve communicated to someone will be forgotten in just an hour. Within a couple days, about 75 percent of what you’ve told them will be forgotten. 

    Lost. Gone forever. 

    If you want to make sure that they not only remember your message, but they remember you, you need to become an architect of memory. In order to overcome the forgetting curve, you need to stop expecting retention and start engineering it. Here are nine hacks to help you and your ideas become unforgettable: 

    1. Set the context. 

    When and where you give information makes a difference. The more vivid the place and the action at Point A, the more accurate and easier the recall at Point B. Put yourself and your audience in the right place. 

    2. Take advantage of cues. 

    Place reminders, such as an object, a phrase, or a pattern, that are extremely related to your core content. Cues work as memory triggers for recall. 

    3. Amplify the sensory intensity. 

    Activate as many senses as possible. Sensory intensity matters a lot. All it takes is one visual or one sound to make a difference to your audience’s retention. 

    4. Monitor the quantity of information. 

    Walk the fine line between memorable and forgettable. If you give too little information, you won’t be memorable. However, give too much information and you lose your audience before you even get them to remember you. 

    5. Keep it relevant. 

    The more your information relates to your audience’s needs or goals, the higher the likelihood they will remember it. 

    6. Stick to the facts. 

    People retain information better with truths that are known by actual experience or observation rather than abstract, opinion-based information. Facts give people solid mental footholds that build retention. 

    7. Make it a surprise. 

    Provide them with something that they have not experienced before or provide it to them suddenly or unexpectedly. Surprise is powerful. A tiny bit of novelty or surprise helps you stand out. 

    8. Be emotionally intelligent. 

    Linking your information to your audience in an emotionally intelligent way makes it automatically more memorable. 

    9. Rinse and repeat. 

    Experts agree that it takes three impressions for the brain to detect something as repetitive and begin to form a pattern. Your best bet? Deliberate and strategic repetition to make content long-lasting in memory. 

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

    The early-rate deadline for the 2026 Inc. Regionals Awards is Friday, November 14, at 11:59 p.m. PT. Apply now.

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    Peter Economy

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  • How to Turn AI Competitiveness Into a Human Advantage

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    Global competitiveness in artificial intelligence no longer depends on who makes the boldest technical leap, but on who can turn those leaps into something people will use and trust. It’s not about who builds the next great model; it’s about who makes that model matter

    As nations compete to harness AI for growth, one truth becomes clear: Innovation is no longer enough. The real test lies in translation, meaning taking research out of the lab and embedding it in business, in culture, in the everyday ways we work and connect. 

    That’s where Tianlu Peng’s work at Upbeat stands out. She doesn’t just build a product; she helps define how entire industries think about conversational AI; and, more subtly, how people interact with it. Peng led the development of one of the first conversational AI systems capable of recognizing tone, intent, and emotion in real time, setting a new benchmark for humanized automation in global marketing 

    When breakthroughs become business models 

    Peng joined Upbeat, an AI-driven marketing firm known for integrating conversational technology into social media campaigns, when the global AI race was already underway. Her work positioned Upbeat within the emerging competition between U.S. and Chinese firms applying AI to consumer engagement, redefining how global brands connect with audiences. 

    Chinese firms were integrating AI into commerce through WeChat bots, American startups were building virtual assistants for social media, and European players were experimenting with voice-activated retail. Each was racing toward the same question: Could AI truly make commerce smarter or just noisier? 

    Peng’s answer was a blueprint. She led the design of a conversational AI platform that could do more than automate responses; it could interpret tone, intent, and sentiment in real time. Her team trained the system to recognize emotional cues in language and adjust accordingly, allowing brands to qualify leads, support customers, and resolve questions with the warmth and empathy of human conversation. It was one of the first AI marketing tools to merge technical precision with emotional intelligence, a foundation that would later influence how entire industries approach conversational design. 

    To give scale to what Peng helped unlock: The global AI market was valued at roughly $279 billion in 2024 and is projected to reach $3.5 trillion by 2033, with some forecasts climbing as high as $4.8 trillion. Those figures represent more than growth; they capture the size of the opportunity her approach makes attainable. Peng’s frameworks showed how conversational AI could move from experiment to enterprise value: turning engagement into data, data into insight, and insight into lasting customer relationships. 

    What distinguishes Peng’s contribution isn’t speed, it’s substance. She created frameworks, not just features—ways for companies to scale AI responsibly, understand adoption cycles, and measure impact across markets. 

    These numbers aren’t abstract. They reflect the value at stake when frameworks succeed or fail in real-world deployment. 

    Where culture, commerce & code converge 

    Peng’s leadership in establishing a strategic partnership with TikTok is a study in cultural intelligence.  

    Although geopolitical constraints limited some expansion in the U.S., Peng’s work demonstrates how AI could foster genuine engagement on one of the world’s most influential platforms. 

    By embedding Upbeat’s chatbot technology into TikTok campaigns, she’s showing that AI can deepen connection instead of diluting it. A viewer watches a post, comments, or taps a prompt, and suddenly they’re in a real conversation that feels personal, not programmed. It’s marketing that listens as much as it speaks. Brands can respond instantly yet preserve tone, empathy, and nuance. That balance—the ability to scale intimacy without eroding authenticity—has become her hallmark. 

    Peng’s work has left a lasting mark. The conversational norms her team shaped influences how millions of users expect to engage with intelligent systems. Peng helped steer those expectations toward empathy, not efficiency—a contribution that, in retrospect, is both technical and cultural. “Innovation is no longer enough. The real test lies in translation: Taking research out of the lab and embedding it in business, in culture, in the everyday ways we work and connect,” Peng told me.  

    Scale is nothing without inclusion 

    One of Peng’s sharpest insights is that global advantage of AI doesn’t come from serving the few, but from empowering the many. 

    Her frameworks at Upbeat don’t just target large enterprises—they open access to small and medium-sized enterprises, which represent roughly 90 percent of global firms employing up to 70 percent of the workforce. 

    That’s not just a market strategy; it’s a vision of inclusive innovation. 

    By making conversational AI modular and accessible, Peng gave smaller companies tools to compete with the speed and precision of much larger players. That accessibility, and sense of inclusion in technological progress, is often what separates elite innovation from systemic transformation. 

    Peng saw early what others missed: The next wave of growth would come not from automation alone, but from helping humans perform at their best within automated systems. 

    The human thread in global AI 

    Underneath product roadmaps and scaling strategies in Peng’s work runs a consistent theme: Technology must serve connection, not replace it. 

    This principle matters more than ever. Across industries, disengagement is rising. Consumers crave authenticity. Workers seek purpose. Trust, not just throughput, is becoming the ultimate currency of competitiveness. 

    Peng’s version of AI doesn’t chase attention; it sustains relationships. It’s AI as a listener, not just a generator. And that’s precisely why her frameworks resonate across borders because they humanize automation. 

    It’s a vision quietly aligned with where global innovation is headed—toward systems that balance intelligence with empathy and performance with meaning. 

    A blueprint for the next chapter of global growth 

    Peng’s achievements remind us that the national edge in AI isn’t defined by data centers or algorithms alone. It’s defined by values translated into systems. Frameworks that respect human complexity while amplifying what people do best. 

    Peng helped prove that AI competitiveness is not a race to dominate, but a discipline of understanding how to make intelligence, wherever it’s built, genuinely useful and genuinely human. 

    That’s the real edge. In that sense, Peng’s Upbeat strategy isn’t about business development or global partnerships alone, it’s about designing a more fluent relationship between people and the intelligence they create. One that turns technological rivalry into shared progress. 
     

    The early-rate deadline for the 2026 Inc. Regionals Awards is Friday, November 14, at 11:59 p.m. PT. Apply now.

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    Natacha Rousseau

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  • Why Entrepreneurs Must Master These 5 Financial Basics or Struggle to Succeed

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    This article was written by Jennifer Barnes, an Entrepreneurs’ Organization (EO) member in San Diego who is the CEO and Founder of Optima Office, which provides part-time controllers, CFOs, bookkeeping, and HR services to clients nationwide. The company has appeared on the Inc. 5000 list three times and was included to the 2025 Inc. Best Workplaces list. Below, she shares the strategic financial indicators every entrepreneur must understand to succeed.

    I’ve spent two decades working with entrepreneurs, and I’ve noticed something: The ones who scale successfully can answer five specific financial questions without hesitation. The ones who struggle? They wait for their accountant to tell them the answers. 

    With International Accounting Day coming up on November 10, let’s flip the usual narrative. Your certified public accountant firm is essential, but they’re historians, not fortune tellers. They tell you what happened in the past. You need to know what’s happening right now—and what’s about to happen next. 

    Your ability to answer the following accounting questions is fundamental to maintaining a healthy, well-run business. 

    1. Your cash runway  

    “How many months can your business operate at current burn rate before running out of cash?” 

    If you can’t answer this within 30 seconds, you’re flying blind. Your bank might show $200,000 today, but if you’re burning $75,000 a month with $150,000 in payables due next week, your runway isn’t “almost three months.” It’s weeks. 

    Your CPA can tell you what you spent last quarter. However, knowing your runway requires real-time visibility. This is where a controller or fractional CFO becomes invaluable. They’re tracking this daily, not quarterly. 

    2. Your true gross margin 

    “What does it actually cost you to deliver your product or service?”

    I’ve met countless entrepreneurs who think they have 60 percent margins when they have 35 percent. They forget to factor in their fulfillment costs, returns, customer service time, or sales commissions. 

    Your gross margin tells you if your business model actually works. Below 50 percent in services or 40 percent in products? Scaling will be painful. Your accountant categorizes expenses correctly, but understanding what truly belongs in your Cost of Goods Sold calculation requires someone who understands your business model deeply and tracks these numbers monthly. 

    3. Your customer acquisition cost versus lifetime value 

    “How much does it cost to acquire a customer, and how much will they spend with you over time?”

    If it costs you $500 to acquire a customer who spends $400 with you once, you don’t have a business: You have an expensive hobby. 

    Calculating true CAC (including all marketing, sales salaries, and tools) and projecting lifetime value (factoring in churn and repeat purchases) requires ongoing analysis. This is what a good fractional CFO does, and it’s the difference between growing profitably and just growing. 

    4. Your operating cash conversion cycle 

    “How long from when you spend cash on inventory or labor to when you collect from customers?”

    If you’re paying vendors in 30 days, holding inventory for 45 days, and customers pay you in 60 days, you’ve got a 105-day cycle. Growth requires constant cash infusion. You’re funding your customers’ operations with your cash. 

    Most entrepreneurs discover this when they land a big contract and realize they can’t afford to fulfill it. Your accountant produces your balance sheet, but understanding the interplay between payables, receivables, and inventory requires someone looking at these numbers regularly with strategic eyes.  

    5. Your break-even point 

    “How much revenue do you need to cover all your fixed costs?”

    Not approximately—exactly. And are you tracking toward it each month? Too many entrepreneurs vaguely know they need “around $100,000 per month” without understanding their fixed versus variable costs. When you know you need $87,500 to break even and you’re at $82,000 with a week left in the month, you make different decisions than when you’re guessing. 

    The real point 

    If you can’t answer these five questions confidently, it’s not your fault, and it’s not your CPA’s fault. It’s structural. Your CPA firm does essential compliance work, but they’re not designed to be your real-time financial dashboard. 

    This is where the right financial infrastructure changes everything. A controller, even a part-time one, creates the systems necessary to track these metrics. A fractional CFO interprets them and helps you make better decisions. Together, they make your relationship with your CPA firm more productive because everyone is playing the correct role. 

    The entrepreneurs who scale successfully aren’t necessarily smarter; they just have better information architecture. They’ve built financial systems that give them visibility before they desperately need it. 

    So, on International Accounting Day, celebrate your accountant. They’re crucial. However, also ask yourself: Do you have the financial infrastructure that empowers you to know your numbers without waiting for them? In entrepreneurship, the difference between knowing your numbers monthly versus daily is often the difference between thriving and surviving. 

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

    The early-rate deadline for the 2026 Inc. Regionals Awards is Friday, November 14, at 11:59 p.m. PT. Apply now.

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    Entrepreneurs’ Organization

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  • In the Age of AI, Leadership Is Under Pressure. It’s Only Going to Get More Intense

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    Walmart CEO Doug McMillon recently addressed a workforce conference at Walmart headquarters with an opening phrase that has all leaders on edge. “It’s very clear that AI is going to change literally every job,” he said. McMillon said this to a room full of Walmart executives and leadership teams from other organizations.  

    What he meant, and what was restlessly perceived, is that leadership isn’t safe from the reach of AI. He went on to say that there may be a job that AI won’t change, but he has not yet heard of it. It is reported that the room fell silent after McMillion’s words sank in. I’ve recently witnessed the same holding of breath with my own leadership clients.  

    The thing that McMillian didn’t hit on, though, is that AI has already changed every job. It has moved from a projected future of change to one that’s already here. But for the most part, leadership doesn’t know how to act or react.  

    An unstoppable force 

    You’re probably already using AI to write emails, think about projects from several angles, and even to help navigate tricky situations. AI will test leaders’ adaptability, foresight, and team alignment. It will also quickly highlight leadership gaps. What you can do, and what I coach my clients to do, is stay ahead of this rapidly shifting technology. Treat AI as a learning tool by teaching your teams to experiment, think critically, build contingency plans, and utilize the technology collaboratively.  

    I’ve seen leadership build AI onboarding teams and develop AI think tanks to understand the options and utilize the technology to advance and create, which is a great approach. However, I’ve also seen those same teams whisper in hallways about the ability this technology has to replace jobs completely. They ask each other how they can hold it back or avoid the inevitable from happening. However, as McMillan said, “the objective is to create the opportunity for everybody to make it to the other side.”  

    Stopping the panic 

    As a leader in the AI age, you have two options: You can lead with caution and trepidation or you can open meetings to discussion, be transparent, and communicate with your teams about what’s coming in the way of AI and what they can expect. You can even ask teams to create AI workflows and think critically about its limitations.  

    I recommend the latter way of communicating with your team because transparency is needed now more than ever. It’s easier to stay quiet and integrate AI into the everyday workflow overnight by hiring a few people to oversee the technology. However, being as open and honest as possible with the people you lead builds trust in your leadership. This is the trust that’s necessary to stop the spread of panic and fear of an AI takeover.  

    Leadership will change too 

    AI is also putting a new spotlight on ethics. As a leader in the age of AI, your role is to safeguard your team against privacy concerns, biases, and fairness dilemmas. Leadership has always been a position based on ethics, but its reach extends much further with AI.  

    Navigating a human-AI hybrid workforce will challenge you to recall the reasons why you became a leader and hold fast to your values. AI is going to push leaders to stand up and stand firm while leading transparently. This may seem like the time to lead with quiet uncertainty, but the opposite is true. AI is about to expose the underbelly of leadership. Those who don’t hold their seat with strength will be swept aside. 

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

    The early-rate deadline for the 2026 Inc. Regionals Awards is Friday, November 14, at 11:59 p.m. PT. Apply now.

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    Jerry Colonna

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  • 3 Ways to Communicate Better With Gen-Z Employees

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    For those leading a multigenerational workforce, connecting with and engaging Gen-Z employees may prove to be a challenge. While every generation works differently, there has been a noticeable rift between the work style of Gen-Z and that of Millennials or Gen-X.  

    Born between the mid to late 1990s and early 2010s, Gen-Z comprises approximately 27 percent of the global workforce and is expected to account for two-thirds within a few years. Surveys show that Gen-Z workers value authenticity, transparency, personal growth, and other aspects that may not be highlighted in traditional workplaces. It’s no wonder that traditional leaders have found difficulty in communicating with this sector of workers.   

    The question is, as a non-Gen-Z leader, how can you manage these workers most effectively? The following are specific tools I give my clients to build their relationships with Gen-Z employees.   

    Step into their shoes.   

    Before trying to “fix” what they are or aren’t doing, take a step back and look at things from their point of view. Ask yourself: What do your Gen-Z employees value? How do they like to communicate? Understanding their perspective is the first step toward bridging the gap.   

    1. Lead with authenticity and clarity.   

    Gen-Z grew up in the age of information overload. They’ve spent years filtering through noise to decipher what’s real and what’s not. That means they have a finely tuned radar for vague or inauthentic messaging. For example, the practice of large corporations laying off workers without reasoning or direct communication doesn’t fly with Gen-Z. This method leaves a negative impact on those left to fend for themselves.   

    As a leader, you’ll earn their respect by being transparent. When you make a decision, don’t just share what you’ve decided, explain why you made that choice. If you’re still working through something, simply say so. Overcommunication is favorable.  

    Admitting you don’t have all the answers doesn’t undermine your authority. Instead, it builds credibility. For example, if you need to fire an underperformer, be honest with them. To take it a step further, drop performance reviews and instill a culture of feedback that allows for a constant flow of both positive and negative conversations. Once established, your employees won’t be surprised if they are cut. They will know it’s coming.  

    2. Encourage dialogue, not hierarchy.   

    Gen-Z thrives in environments where ideas flow freely, and collaboration outweighs hierarchy. They don’t want to feel less respected and seen as “kids” due to their age and experience, but rather as equal adults who have a seat at the table.   

    Before finalizing a project or policy, invite their input. Ask questions like:   

    • “Can I get your opinion on this?”   
    • “How would you approach this challenge?”   

    When they see their feedback being heard and acted on, engagement will naturally increase. It’s not about giving up control—it’s about co-creating success rather than using a top-down approach.  

    3. Meet them where they are—digitally.   

    This generation communicates differently, to say the least. Quick, visual, and efficient is the norm. Slack messages, voice notes, or short videos may feel informal to some leaders, but to Gen-Z, these are legitimate everyday tools for productivity and connection.   

    Instead of dismissing these habits as “unprofessional,” be open to their value. Ask how they use these platforms to collaborate or learn. You might uncover new ways to improve communication across your whole organization.   

    Remember, it’s not about replacing traditional communication. It’s about broadening it. Communicating in person will always be most effective, so you can also educate younger generations in the value of non-tech communication.   

    The future of the workplace with Gen-Z 

    Gen Z is redefining what effective communication looks like at work. They crave authenticity, value inclusion, and expect technology to make things easier, not harder. If you can adapt your leadership style to meet them half-way, you’ll not only strengthen employee engagement and commitment, you’ll also cultivate a culture that’s built for longevity. 

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

    The early-rate deadline for the 2026 Inc. Regionals Awards is Friday, November 14, at 11:59 p.m. PT. Apply now.

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    Carol Schultz

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  • Ethics: I Sent a Harsh Email to a Failing Employee. They’re in Tears. How Do I Fix This?

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    A Reddit member writes: I’m a new manager working with a very entry level person (1-2 years of working experience). We have a project with a very high maintenance client.

    Now, my original approach for the entry level was very conversational, asking if these deadlines work with their schedule, checking in every two weeks that the work is being done, providing opportunity to discuss any questions, and having an open door for any questions. Every two weeks I received the “everything’s great,” and we talked through a few minor items. When it came down to the internal deadline the assignment was NOT to the level of detail or completion I was told it was at.

    I redid the assignment on my own over the weekend to get it to the client. 

    Implemented changes on my approach, set up weekly meetings, gave smaller assignments that built on one another to get us to the goal of the deliverable. Through those smaller assignments I saw that the entry level person didn’t actually understand what they were doing. I would go into detail explaining things and tell them it would be good to take some time on their own to do a little background research to expand their knowledge. We are now at month 5, and they still are having a hard time comprehending the project, their role in the project, the expectation of quality, and overall just seem lost.

    “I sent a pretty harsh email.”

    I sent them a pretty harsh email laying out the expectations, that I need updates in writing from them, and for them to explain their reasoning on why they went about something. (Not my finest moment, but stress and exhaustion won the best of me.)

    The next day the entry level person gives me a call, clearly upset, possibly was crying, explaining how it’s just been difficult for them and the assignment is hard and that they’re trying and that email just really discouraged them.

    So, now I need to know how to fix this. Because although they weren’t meeting expectations, and I had to redo every intermediate assignment given to them, they’re still stuck on my project… They’re fully checked out and are just giving me worse quality work now.

    This is an abridged version of a very detailed post.

    Minda Zetlin responds:

    Let’s begin by acknowledging that you are in a very tough situation not of your own making. In an ideal world, there would be some pushback from your employer on this client’s demands, particularly since you mention that there is also a very tight deadline for completion.

    Your entry-level person should absolutely not be working on this high-pressure project. And you certainly shouldn’t be spending your weekends re-doing their work. So it’s no surprise that your frustration boiled over into a harsh email. Don’t be hard on yourself about it; that won’t help anything.

    Beyond that, it’s time for a reality check. Contained in the phrase “entry-level” is the idea that someone in this role needs to learn how to do their job. Yet both your employer and you seem to expect something different. Asking an entry-level person if a deadline works for their schedule doesn’t make much sense when they don’t seem to know what the work actually entails. Instead, you should figure out how long a task ought to take a completely inexperienced person. Then give them that amount of time to do it.

    This employee needs training.

    Similarly, it likely wasn’t helpful to suggest that the new person do background research. I’m not sure what you actually said, but a specific suggestion of a book to read or a video to watch might make more sense. That isn’t enough, though. This employee needs actual training. They need someone to teach them the job, and perhaps help them do it step by step. As one commenter mentioned, just providing more and more detailed instructions won’t help.

    At this point, both because of the tight deadline and because of your past interaction, you are not the right person to train this employee. You mentioned that they have a supervisor other than you. That supervisor should provide or arrange the training this employee needs to competently do their job. Without it, there’s little hope that their work will improve.

    As to fixing your own relationship, that may or may not be possible. But you can try. Begin by having an honest conversation, perhaps over a meal or coffee to make for an easier atmosphere. Apologize again, not only for your email, but also for expecting them to know more than they do. Ask them to talk about their view of the situation and listen to what they have to say.

    Acknowledge that everyone involved, including you and this employee, are in an impossible situation because of the demanding client. Ask if the two of you can start over with a clean slate. Let them know you want to help them succeed. It might work, or it might not. But it’s certainly worth a try.

    Got an ethical dilemma of your own? Send it to Minda at minda@mindazetlin.com. She may address it in a future column.

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

    The early-rate deadline for the 2026 Inc. Regionals Awards is Friday, November 14, at 11:59 p.m. PT. Apply now.

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    Minda Zetlin

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  • Rural teacher shortages could get worse thanks to Trump’s visa fee

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    by Ariel Gilreath, The Hechinger Report
    November 7, 2025

    HALIFAX COUNTY, N.C.When Ivy McFarland first traveled from her native Honduras to teach elementary Spanish in North Carolina, she spent a week in Chapel Hill for orientation. By the end of that week, McFarland realized the college town on the outskirts of Raleigh was nowhere near where she’d actually be teaching.

    On the car ride to her school district, the city faded into the suburbs. Those suburbs turned into farmland. The farmland stretched into more farmland, until, two hours later, she made it to her new home in rural Halifax County.

    “I was like, ‘Oh my God, this is far,’” McFarland said. “It was shocking when I got here, and then I felt like I wanted to go back home.”

    Nine years later, she’s come to think of Halifax County as home.

    In this stretch of rural North Carolina, teachers hail from around the globe: Jamaica, the Philippines, Honduras, Guyana. Of the 17 teachers who work at Everetts Elementary School in the Halifax County school district, two are from the United States. 

    In this rural school district surrounded by rural school districts, recruiting teachers has become a nearly impossible task. With few educators applying for jobs, schools like Everetts Elementary have relied on international teachers to fill the void. Districtwide, 101 of 156 educators are international. 

    “We’ve tried recruiting locally, and it just has not worked for us,” said Carolyn Mitchell, executive director of human resources in the eastern North Carolina district of about 2,100 students. “Halifax is a rural area, and a lot of people just don’t want to work in rural areas. If they’re not people who are from here and want to return, it’s challenging.” 

    Around the country, many rural schools are contending with a shortage of teacher applicants that has ballooned into a crisis in recent years. Fewer students are enrolling in teacher training programs, leading to a shrinking pipeline that’s made filling vacancies one of the most challenging problems for school leaders to solve in districts with smaller tax bases and fewer resources than their suburban and urban peers. In certain grade levels and subject areas — like math and special education positions — the challenge is particularly acute. Now, some of the levers rural schools have used to boost their teacher recruitment efforts are also disappearing.

    This spring, the federal Department of Education eliminated teacher residency and training grants for rural schools. In September, President Donald Trump announced a $100,000 fee on new H-1B visa applications — visas hundreds of schools like Everetts Elementary use to hire international teachers for hard-to-staff positions — saying industries were using the visas to replace American workers with “lower-paid, lower-skilled labor.” A lawsuit filed by a coalition of education, union, nonprofit and other groups is challenging the fee, citing teacher shortages. Rural schools are also bracing for more cuts to federal funding next year.

    “We’re not only talking about a recruitment and retention problem. We’re talking about the collapse of the rural teacher workforce,” said Melissa Sadorf, executive director of the National Rural Education Association.

    Related: Become a lifelong learner. Subscribe to our free weekly newsletter featuring the most important stories in education. 

    Most of Halifax’s international teachers arrive on H-1B visas, which allow them to work in the U.S. for about five years with the possibility of a green card at the end of that period. About one-third of the district’s international teachers have J-1 visas, which let them work in the country for three years with the possibility of renewing it for two more. At the end of those five years, educators on J-1 visas are required to return to their home countries.

    A few years ago, Halifax County Schools decided to shift from hiring teachers on J-1 visas in favor of H-1B, hoping it would reduce teacher turnover and keep educators in their classrooms for longer. The results have been mixed, Mitchell said, because within a few years, some of their teachers ended up transferring to bigger, higher-paying districts anyway. 

    There are trade-offs for the teachers, too. Mishcah Knight came to the U.S. from Jamaica both to expand her skills and increase her pay as an educator. In the rural North Carolina county, finding transportation has been the biggest challenge for Knight, who teaches second grade. 

    She lacks a credit history needed to buy a car, leaving her reliant on carpooling to work. A single taxi driver serves the area, which doesn’t have public transit, Uber or Lyft. “Sometimes, he’s in Virginia,” Knight said. “It’s lucky when we actually get him to take us somewhere.”

    Being away from family also takes its toll on teachers. Nar Bell Dizon, who has taught music at Everetts Elementary since 2023, had to leave his wife and son back home in the Philippines. He visits in the summer, but during the school year, he sees them only through video calls. 

    “This is what life is — not everything is smooth,” Dizon said. “There will always be struggles and sacrifices.”

    Dizon’s first year in Everetts Elementary School was hard — it took time adapting to a different teaching style and classroom management. Now that he’s in his third year, he feels like he’s gotten his feet beneath him. 

    “When you can build a rapport with your students, things become easier,” Dizon said.

    When her international teachers are able to stay for longer, the students perform better, said Chastity Kinsey, principal of Everetts Elementary. “I know the benefit the teachers bring to the classroom,” Kinsey said. “After the first year or two, they normally take off like rock stars.” 

    Related: Trump’s cuts to teacher training leave rural school districts, aspiring educators in the lurch 

    Trump’s new fee does not address any of the challenges the Halifax district had with the H-1B visa, and it effectively slams the door on future hires. Now, the district will have to rely on J-1 visas to recruit new international teachers, meaning the educators will have to leave just as they’ve acclimated to their classrooms.

    “We just can’t afford to,” Mitchell said of paying the $100,000 fee. Other districts, she said, might turn to waivers allowing them to increase class sizes and hire fewer teachers, among other strategies.

    Since the applicant pool began drying up about a decade ago, the make-up of the district’s teaching staff has slowly shifted to international teachers. 

    At the heart of the problem is that when a position opens up, few, if any, citizens apply, said Katina Lynch, principal of Aurelian Springs Institute of Global Learning, an elementary school in Halifax County. 

    When Lynch had to hire a new fourth grade teacher this summer, she received three applications: Only one was a licensed teacher from the U.S.

    Nationally, about 1 in 8 teaching positions are either vacant or filled by teachers who are not certified for the position, according to data from the nonprofit Learning Policy Institute, published in July. In addition to fewer college students graduating with degrees in education, diminished public perception of the teaching profession and political polarization of schools are to blame, school leaders said. In some states, the growth of charter and private school options has made competing for teachers even harder. On top of a widening pay gap between rural and urban districts, it’s a perfect storm for schools in more remote parts of the country, said Sadorf.

    In rural Bunker Hill, Illinois, where more than 500 students attend two schools, some positions have gone unfilled for years. “We’ve posted for a school psychologist for years, never had anybody apply. We posted for a special ed teacher — have not had anybody apply. We’ve posted for a high school math teacher two years in a row,” said Superintendent Todd Dugan. “No applicants.”

    As a result, students often end up with a long-term substitute or an unlicensed student teacher. 

    When teachers do arrive in the district, Dugan works hard to try to get them to stick around. He pairs new teachers with experienced mentors, and uses federal funding to help those who want master’s degrees to afford them. 

    He also formed a calendar committee to give teachers input on which days they get off during the year. “More than pay, having at least a little bit of involvement, control and say in your work environment will cause people to stay,” said Dugan. It seems to be working: Bunker Hill’s teacher retention rate is more than 92 percent. 

    Related: Schools confront a new reality: They can’t count on federal money 

    Schools across the country face the same challenges to varying degrees. Several years ago, the Everett Area School District in southern Pennsylvania would receive 30 to 50 applications for a given position at its elementary schools, Superintendent Dave Burkett said. Now, they’re lucky if they get three or four.

    Last year, the district learned that a middle school science teacher would retire that summer. Just three people applied for the opening, and only one was certified for the role.

    “We offered the job before that person even left the building,” Burkett said. The candidate accepted it, but when it was time to fill out paperwork that summer, the teacher had taken a different job in a bigger district.

    One way Burkett has tried to address the shortage is to hire a permanent, full-time substitute teacher in each of its buildings. If a vacancy opens up that they haven’t been able to fill, the full-time substitute can step in until a permanent replacement is found. The permanent substitute makes more than a traditional sub and also receives health insurance. 

    Sadorf, with the National Rural Education Association, says other ways to help include introducing students to teacher training pathways starting in high school, building “grow-your-own” programs to train local people for teaching jobs, and offering loan forgiveness and housing support.

    Sadorf’s organization is in favor of creating an educator-specific visa track that would allow international teachers to be in communities for longer. The group is also in favor of exempting schools from the $100,000 H-1B fee. “Stabilizing federal support is something that really needs to be focused on at the federal level,” Sadorf said.

    At Everetts Elementary in Halifax County, McFarland, the educator from Honduras, is among the most senior teachers in the school. She has adapted to the rural community, where she met and fell in love with her now-husband. She gets asked sometimes why she hasn’t moved to a bigger city.

    “Education has taken me places I’ve never expected,” McFarland said. “For me, being here, there’s a reason for it. I see the difference I can make.”

    Contact staff writer Ariel Gilreath on Signal at arielgilreath.46 or at gilreath@hechingerreport.org.

    This story about the visa fee was produced by The Hechinger Report, a nonprofit, independent news organization focused on inequality and innovation in education. Sign up for the Hechinger newsletter.

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    Ariel Gilreath

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  • Kim Yong Nam was a rare survivor in the cutthroat world of North Korean politics | NK News

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    Kim Yong Nam, the longtime No. 2 in North Korea’s leadership hierarchy who died this week at 97, was a rare survivor in the cutthroat world of Pyongyang politics.

    The chairman of the Presidium of North Korea’s Supreme People’s Assembly (SPA) for decades, Kim enjoyed an exceptionally long and steady career despite likely suspicions around his place of birth and time spent abroad.

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  • The Case for Nepotism in Family Businesses

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    “Nepotism” is a “dirty word” in family business. It evokes images of unqualified relatives ascending to leadership roles at the expense of more qualified employees. However, in the context of family enterprises, nepotism, when approached thoughtfully and strategically, can be a powerful engine of continuity, loyalty, and long-term performance.

    Our experience advising hundreds of family businesses has shown that the question is not whether to bring family members into the business, but how to do so in a way that is transparent and maximizes the potential of family employees, all while protecting the culture, credibility and integrity of the organization.

    Family businesses are not just commercial entities, they are a collection of assets, people and history that blend business imperatives with deeply rooted emotional, relational, and reputational capital. Family members raised within this culture often embody the values and history of the enterprise. This embedded cultural alignment creates what we call “family capital” — a reservoir of trust, stewardship, and long-term thinking that non-family executives often take years to absorb. A well-prepared family member can bring a legacy mindset beyond their contributions, which is critical to the culture of a family business and can be difficult to replicate through external hires.

    Public companies often suffer from leadership churn driven by short-term performance metrics. Family businesses have distinguished themselves in the market by thinking in decades, not quarters. When family members are integrated effectively, they provide a form of continuity that’s increasingly rare in today’s business environment. Family owners who work in their business also develop a long-term commitment to the business, which is often cited as one of the key strengths of family businesses in the marketplace.

    We work with a 125-year old family business that just transitioned to its fifth CEO in its history, all of whom have been family members. External leadership can be transitional. Family leadership can signal a long-term commitment to employees, clients, vendors, and local communities, who may all find comfort in seeing a leader that they know is likely to be there for the duration of their relationship with the company.

    As is well documented in TV and in the news, nepotism has more than its fair share of risks. It can erode confidence in leadership, lead to entitlement, create family conflict, hurt morale and negatively impact the performance of a business if you have unqualified family employees making important decisions. So, how do you engage in the best forms of nepotism?

    Maintain the standard

    In order to protect the performance and culture of the business, family members should be held to the same standard as non-family employees when it comes to entry and promotion. Of course, the standard can be somewhat subjective, so the process also needs to be transparent and free from conflicts of interest. Holding family members to the same standard as other employees protects the business from unqualified leadership, and just as importantly, protects family members from being put into positions where they could suffer imposter syndrome.

    One family business we worked with implemented a multi-step process: (1) family members must work outside of the business for at least three years, (2) they must be sponsored by a non-family executive mentor upon entering the family business, (3) entry-level roles must align with their actual qualifications, and (4) all family promotion decisions had to be approved by an independent committee comprised of non-family members.

    One complicated question is how much employment requirements should be relaxed in order to attract family members into the business. In our experience, it should not be so much that family members are being put into roles they are clearly unqualified for, but it should not be so little that the family misses out on high potential family candidates. For example, a family member that meets most, but not all, of the job standards may be offered a role with the understanding that they will get the training they need to meet standard. This can open the door to family members working in the business and help them become successful while maintaining the company’s standards.

    Invest in the development of your family leaders early

    Another tool to combat the challenges of nepotism is to invest in the development of family leaders as early as possible in order to have a qualified pool to choose from. This means exposing family members to the business when they are young and encouraging those with interest in the business to pursue the education and professional experiences they will need to be successful in the family business. At home, families can instill values such as hard work and humility and connect them to the legacy of the family business. The goal is to develop a rising generation that enters the company not only as “the founder’s children,” but as credible contributors respected by their peers.

    Build great governance

    Robust governance frameworks that separate ownership from management, and affection from accountability are also critical to managing nepotism. For example, the hiring or promotion decisions of family members should be made, at least in part, by non-family members who can ensure the decisions are free of bias. Family employment policies, clear compensation structures, and evaluation systems should be transparent and enforceable. Some families create family employment committees that include both family and non-family leaders to assess candidacies objectively. Good governance clarifies the rules of entry and exit in the business to family members, which can prevent situations where family members intentionally or unintentionally take advantage of their status as family members to seek out positions they are not qualified for.

    Hold them accountable

    But even when you’ve done the work to ensure that family members are well-prepared for leadership roles in your family business, that doesn’t necessarily mean that they should be entitled to employment for life. Like any other valued employee, they should be evaluated on a regular basis and given feedback. If their performance fails to meet the standard, they should be subject to the same consequences as non-family members. Of course, firing a family employee, as with any employees, should be handled with a great deal of sensitivity. However, for the sake of the business and the family, the consequences should not prevent the business from making the right decision. To support the objectivity and transparency of the employment process, it can help to have non-family members involved in evaluating, and if necessary, exiting family members.

    Listen to the family member

    Finally, it is worth acknowledging that family members caught in the crosshairs of nepotism accusations can be deeply hurt by the notion. It can eat away at their confidence and cause them to distrust the very business that has been such an important part of their life. One family member told us that she felt punished every day she walked into the office for being a family member. It can feel like betrayal, and lead to actions that spiral into conflict and resentment.

    To avoid that, you need to make sure you are sensitive to the particular needs of family members working in their business. Providing them with mentorship or executive coaching, and a clear process that shows others that they earned their position, can go a long way toward attracting and retaining the best family members in their business while giving them great professional experiences.

    Dismissing nepotism out of hand can be just as risky to the success of a family business as embracing it. When nepotism is based on merit and transparency and managed by great governance, it becomes not a liability, but a competitive advantage.

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    Omar Romman

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  • How North Korea impacted the APEC summit from afar | NK News

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    This week, three members of the NK News team unpack their time at the APEC summit in Gyeongju and discuss how North Korea featured in the week’s diplomatic drama. 

    Despite high expectations, U.S. President Donald Trump did not meet North Korean leader Kim Jong Un during his trip to Korea, though Pyongyang still loomed large in many of the summit’s side discussions.

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  • Why Your Team Isn’t Listening  

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    Every leader I’ve ever met believes they’re a good communicator. After all, if you’ve made it into a leadership role, you’ve probably spent years giving presentations, running meetings, and guiding conversations. Communication comes with the territory. 

    And yet, what you say and what your team actually hears are rarely the same thing. 

    That gap is costing you more than you think. It’s costing trust. It’s costing productivity. And in too many cases, it’s costing you your best people. 

    The solution isn’t to repeat yourself more often or to hold another training session on “active listening.” The problem is deeper. The real issue is self-awareness. 

    The listening illusion 

    Harvard Business Review published research showing that while 95 percent of people believe they’re self-aware, only 10 to 15 percent actually are. That means most leaders are giving directions and coaching their teams without fully realizing how they come across. 

    Here’s the danger: Leaders who lack self-awareness don’t know what they’re missing. They may believe they’re projecting confidence, but their team hears arrogance. They may think they’re being clear, but their team hears confusion. They may feel they’re listening, but their team feels ignored. 

    It’s not just miscommunication—it’s a loss of credibility. 

    The blind spots leaders miss 

    Blind spots show up in small ways, but they have an outsized effect. A few of the most common: 

    • Talking more than listening. Leaders often equate airtime with authority, when in reality it can signal insecurity. 
    • Assuming silence equals agreement. Silence more often signals resistance—or worse, disengagement. 
    • Treating everyone the same. Not every team member processes information the way you do. 
    • Failing to confirm understanding. Asking “Any questions?” isn’t the same as making sure the message landed. 

    Individually, these moments may not seem like much. Together, they create frustration, friction, and in many cases, turnover. 

    Personality styles at play 

    Here’s the part few leaders consider: Your team isn’t bad at listening. They’re just wired to listen in different ways. 

    One framework that explains this difference is the four-color personality model: 

    • Fiery Red: fast, direct, results-driven. Reds want clarity and action, not a backstory. 
    • Sunshine Yellow: energetic, enthusiastic, people-focused. Yellows thrive on stories and vision. 
    • Earth Green: calm, patient, relational. Greens value harmony and thoughtful discussion. 
    • Cool Blue: analytical, cautious, precise. Blues want data, logic, and time to think. 

    Picture your last meeting. A Fiery Red may have wanted to move straight to decisions while a Cool Blue was quietly worrying about missing details. A Sunshine Yellow may have been brainstorming loudly while an Earth Green just wished for a slower pace. 

    What feels like a “listening problem” is actually a self-awareness problem. When you don’t recognize these differences, you miss half the conversation. 

    The real cost of not being heard 

    When people don’t feel heard, the damage runs deep. 

    • Trust breaks down. Employees stop speaking up when they think it won’t make a difference. 
    • Innovation slows. Great ideas are lost if they’re delivered in a style the leader can’t hear. 
    • Top performers leave. They’ll choose leaders who recognize their contributions. 
    • Productivity drags. Misunderstandings mean rework, missed deadlines, and frustration. 

    These aren’t “soft costs.” They directly hit culture, performance, and retention. 

    Turn awareness into action 

    Here’s the good news: Self-awareness can be built. The first step is noticing, and from there, applying a few simple practices. 

    1. Know your style. 
    Do you lead with Red energy? Yellow? Green? Blue? Each comes with strengths—and blind spots. Identify your style here 

    2. Notice others. 
    Ask yourself: Who’s in the room? Do they speak quickly or slowly? Do they want details or big-picture vision? Do they draw energy from discussion or prefer to think first? 

    3. Adapt. 
    Meet people where they are. With Reds, keep it short and direct. With Yellows, bring the energy. With Greens, allow time and invite their input. With Blues, back up your ideas with data. 

    4. Check for understanding. 
    Don’t stop at “Any questions?” Instead, try prompts like: 

    • “What’s one concern you see with this plan?” 
    • “How would you explain this to someone else?” 
    • “What would give you more confidence moving forward?” 

    These small shifts change the entire dynamic. 

    Why this matters now 

    Business today is faster, louder, and more complex than ever. Strategies shift overnight. Technology is rewriting how teams work. The noise isn’t going to quiet down. 

    The leaders who thrive will not necessarily be the ones with the newest tools or biggest budgets. They’ll be the ones who walk into a room, read the energy, and make people feel seen, heard, and valued. 

    That’s not charisma. It’s not a gift. It’s practiced self-awareness. 

    And here’s the hard truth: If your team isn’t listening, it’s not their fault. It’s your blind spot. 

    A practical first step 

    If you’re ready to bridge the gap between what you say and what your team hears, start here: 

    • Share it with your team and encourage them to do the same. This alone will change the way you run meetings. 
    • The cost of low self-awareness isn’t just miscommunication. It’s missed opportunities, lost trust, and untapped potential. 

    Once you start noticing, you’ll never lead the same way again. 

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    Scott Schwefel

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  • One Lesson in Leadership from Robert Redford

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    As an Academy Award winning director, actor, producer, and the founder of Sundance Film Festival, the late Robert Redford, 89, was undoubtedly an impressive individual. But what made him a great leader was his “generosity to incubating new talent,” according to Michelle Satter, the founding senior director of Artist Programs at the Sundance Institute, who worked with Redford for 44 years.

    Satter penned a homage to Redford’s leadership style in TIME Magazine, where she noted that despite his many talents, Redford was very “humble” and a “good listener.” At the beginning of their professional relationship, Satter admitted she struggled with being in the presence of someone so accomplished.

    “It felt like the most important person in the world was sitting next to me,” Satter wrote. “I would often wonder to myself, how could I just be me, authentically, around someone of that stature? But Bob was uniquely humble. I quickly discovered that he only wanted us to be ourselves, and be completely present.”

    Evidently, Redford was aware of how nervous he made aspiring filmmakers, and other types of professionals trying to break into Hollywood. So how did he make these folks feel comfortable? He listened, Satter said. Perhaps business leaders can take a page out of Redford’s playbook to build the next generation of talent.

    “Watching him as a creative advisor guiding the emerging filmmakers was truly mesmerizing,” she said. “With an awareness of his own presence, he would intentionally start by listening and inspiring filmmakers to find their voice, their stories, and the confidence and skills they needed as directors and writers.”

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    Kayla Webster

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  • Small Annoyances Add Up in Business. Here’s How Great Leaders Respond

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    You felt it the moment you got to the conference—a tiny pebble in your shoe. Not enough to stop, just enough to annoy you. “I’ll deal with it later,” you told yourself. “First, take care of business.”   

    Three hours in, it had become a small torture device. When you finally stopped for 10 seconds and shook out the pebble, you laughed, realizing how much energy you wasted ignoring it.

    In leadership, annoying pebbles come in many forms. It might be the underperformer you keep hoping will “come around,” the recurring glitch everyone works around, or the teammate who dominates meetings. Each one is small enough to tolerate—until the constant friction eventually burns you out and wears away your culture. 

    When little pebbles add up  

    Some leaders believe ignoring small irritations makes them resilient or tough. Research says otherwise, however, pointing to mental fatigue, cognitive load, and resource depletion. These are ways the human brain gets worn down by tolerating too much for too long. In my coaching work, I call it “energy leaks.” 

    Everyone does it. They rationalize: “It’s not that bad. It’s just how she is. It’s not worth bringing up.” Each story allows you to avoid discomfort—conflict, confrontation, or change. The payoff? You keep the peace and feel “nice.” You even get to tell yourself you’re being “professional.” However, the price is steep. It comes in the loss of focus, diminished trust, and quiet resentment that seeps into our decisions and relationships. 

    Seeing pebbles in action 

    You can see it everywhere. At Boeing, years of tolerating minor quality issues eventually eroded safety culture and public trust. At Uber, small ethical lapses were written off as “startup intensity” until they blew up into a global scandal. At Wells Fargo, the culture of enabling the tiny missteps that fed unrealistically aggressive sales goals eventually became systemic fraud. 

    As Jerry Seinfeld might say, “Ever notice how a whole organization can walk around with the same metaphorical pebble? The outdated policy no one likes, the meeting everyone dreads, or the software no one understands. It’s like a company-wide limp. But nobody says anything because, you know, ‘we’re staying positive.’ Sure, positive we’ll do nothing about it.” 

    Reflection questions 

    • What small irritations or misalignments have you tried to live with? 
    • What payoff do you get from tolerating them—and what’s the cost? 
    • What would freedom look like if you stopped pretending “it’s fine”? 

    5 steps to be pebble-free 

    1. Notice the pebble. Acknowledging the truth can lighten the load. You can’t release what you don’t see. 
    2. Remove the pebble. Do the thing you’ve been avoiding. Fix it, address it, or let it go entirely. The relief will outweigh the discomfort. 
    3. Reframe the pebble. Ask what it’s teaching you. Maybe it’s pointing to a boundary you need to set or a truth you need to tell. 
    4. Say no to new pebbles. Stop letting unnecessary irritants pile up. Say no to extra meetings, unclear requests, or “just this once” exceptions that cost peace later. Here’s a free guide I wrote to help leaders say no
    5. Review the culture. If the same pebbles keep showing up throughout your organization, it’s not a shoe problem—it’s a culture problem. Review policies, norms, and incentives to see where friction hides in plain sight. 

    Team talk  

    At your next team meeting, invite a five-minute pebble check. Ask: “What’s one small thing you’re putting up with that doesn’t serve you or the team?” Listen. Don’t fix. You’ll be amazed how quickly awareness melts frustration and clears the path for meaningful action. 

    Your inspirational challenge 

    Don’t mistake “putting up with it” for strength. Real strength is the courage to stop, adjust, and move on with clarity. While you can’t avoid every pebble, you can choose how you meet them—with awareness, compassion, and a willingness to act. 

    This week, give yourself permission to stop tolerating pebbles that steal your ease. Every time you clear a minor irritation or a big misalignment, you create space for love to lead. That’s the way to quiet revolution—striding forward with purpose, peace, and no unnecessary pain. 

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

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    Moshe Engelberg

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  • 3 Strategies for Monetizing Failure From a Serial Entrepreneur

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    Every founder I trust will tell you the same thing: The biggest mistakes often inform the clearest strategy. Kim Perell is one of those founders. On a recent episode of The Big Idea podcast from Yahoo Finance, I sat down with Perell, a nine-time entrepreneur and the best-selling author of the book Mistakes That Made Me a Millionaire: How to Transform Setbacks into Extraordinary Success.  

    Perell has built multiple multi-million-dollar businesses from the ground up and is known for teaching founders how to turn setbacks into strategy. When I asked her how she built lasting success, she didn’t credit luck or timing. She credited failure and how she studied her mistakes. We are both moms and acknowledged that parenthood in and of itself is an ocean of mistakes!  

    Not everyone has that mindset. According to the 2024 Global Entrepreneurship Monitor Report, 49 percent of adults worldwide say they would not start a business because they fear failure. Overcoming the fear of failure is not optional; it is foundational to leadership. Here are three Perell principles every entrepreneur can use to turn setbacks into strategy. 

    Remember that failing does not make you a failure 

    “So many times something tragic happens,” Perell explains. “We use some of these challenges, and we define ourselves by them. I think that’s a huge mistake.”  

    To be truly successful, you have to be willing to bounce back. If you spend your energy chasing perfection, you will never find satisfaction because perfection is unattainable. Failure is inevitable, but the lessons you learn and how you respond to these mistakes determine your trajectory.  

    Perell believes that small-business owners need to take personal responsibility for their mistakes and then decide what to do next.  

    “Do you learn from it? How do you react? How you react is actually going to make the biggest difference in how that mistake plays out,” she says. “Mistakes are inevitable on the path to success, so embrace it, learn from it, grow from it, and move on.” 

    Surround yourself with supportive people 

    One piece of advice I hear repeatedly from the most successful leaders is to build a personal board of advisers. My board includes my girlfriends and my dad. Your board can include mentors, peers, family, and trusted confidants who can offer diverse perspectives. In a recent Kabbage survey of 200 small businesses, 92 percent of respondents said their mentors had a direct impact on their growth and survival. 

    “You can’t do it alone, you need help,” Perell says. “It’s more of a collaborative discussion on how we can solve this together.” The right people challenge you, protect you from blind spots, and help turn failures into decisions. 

    Mistakes are the path to success 

    Perell has invested in more than 100 companies, and she notes that nearly all of them have had to pivot to survive. Very few successful businesses end up doing exactly what they started with. YouTube, for example, began as a video-based dating site before becoming a global content platform. Twitter started as a podcasting project called Odeo before evolving into social media. Successful entrepreneurs and business owners learn from their mistakes and realize that being adaptable and learning to quickly repurpose is vital.  

    Every entrepreneur will face a dirty unicorn, what I call the mistake that feels too big to recover from. However, if you’re willing to study it, speak about it, and shape strategy from it, that mistake might be the most valuable investor you’ll ever have. 

    On The Big Idea, I ask every guest about the biggest mistake they’ve made. Not because I want the story, but because I want to share their response strategy with America’s aspiring entrepreneurs and small-business owners. 

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    Elizabeth Gore

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  • Leaders Need Conviction. Here’s How to Maintain It Without Triggering Backlash in These Polarized Times

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    When Florida’s “Don’t Say Gay” bill sparked controversy in 2022, then-Disney-CEO Bob Chapek faced pressure from all sides. Employees demanded the company oppose the legislation. Conservatives warned against “going woke.” Chapek issued a carefully calibrated statement emphasizing inclusion while avoiding explicit opposition. 

    It satisfied no one. Employees staged walkouts. LGBTQIA+ advocates organized boycotts. Governor Ron DeSantis stripped Disney of tax privileges anyway. Chapek’s attempt to thread the needle backfired—angering both sides while demonstrating neither conviction nor values. Less than a year later, Disney’s board ousted him. 

    This is the difficult position facing leaders today—take a stand and trigger backlash, stay silent and lose credibility, or hedge and satisfy no one. Stakeholders increasingly demand leaders demonstrate values. The question isn’t whether to have conviction, but how to express it without making yourself a target. 

    Recent research from Elizabeth Krumrei Mancuso, a psychology professor at Pepperdine University, suggests a path forward. In a recent conversation about her work, Mancuso explained how intellectual humility impacts leadership effectiveness in navigating polarization. 

    What intellectual humility means 

    “Intellectual humility doesn’t mean you’re unsure of yourself,” Mancuso explains. “It often goes hand-in-hand with confidence—and helps people become better collaborators, more forgiving in relationships, and more capable of navigating disagreement.” 

    Intellectually humble leaders acknowledge blind spots and consider opposing views. The most accessible entry point: simply asking questions. This isn’t weakness or both-sidesism. It’s engaging with disagreement while maintaining your position. 

    You can disagree without abandoning your values 

    Mancuso’s research reveals something counterintuitive: “It is not necessary for a leader to abandon his or her own perspective, to buy into the perspective of others, or to ignore the fact that there is disagreement in order to respect people who think differently and to acknowledge the soundness of alternative ways of arriving at conclusions,” she says.

    Her research identified behaviors that increased follower satisfaction: welcoming different ways of thinking, respecting others when disagreeing, seeing sound points in opposing views, hearing others out, and respecting alternative approaches. 

    “What is noteworthy is that these behaviors all acknowledge difference and disagreement,” Mancuso notes. “People seem to appreciate it when leaders can value, respect, and listen to others even when they disagree.” 

    These approaches improved satisfaction with interpersonal leadership and perceptions of fairness—without impacting views of operational competence. 

    The competence caveat 

    “Intellectual humility is most likely to backfire for leaders when their competence was already in question,” Mancuso cautions. “When people view a leader as competent, then the leader’s expression of intellectual humility is typically seen as favorable. However, when leaders are viewed as less competent, then expressions of intellectual humility (such as saying ‘I don’t know’ or asking questions) can make leaders seem insecure and weak.” 

    The harder reality: “Unfortunately, sometimes leaders’ competence is questioned based on factors outside of their leadership abilities, such as their gender, race, or age. In situations like this, leaders might find themselves in a Catch-22 when it comes to expressing intellectual humility,” Mancuso says.

    For underrepresented leaders, this means sequencing matters: Establish your expertise and judgment first through decisive action, then deploy intellectual humility from a position of demonstrated competence. You may have less margin for “I don’t know” early on, but once credibility is secured, humility becomes your strategic advantage—not your liability. 

    Women executives, leaders of color, and younger CEOs face higher barriers and may need to establish competence signals first. 

    Building forgiveness capital 

    Mancuso’s most valuable finding: “People are more willing to forgive leaders when they view the leaders as being intellectually humble. Thus, even when there is a loss of credibility or backlash, leaders are more likely to recover from this when they’re seen as intellectually humble.” 

    Why? She explains, “Perhaps people have more hope that intellectually humble leaders will learn from their mistakes and make corrections, making people more willing to re-invest in and engage with the leader even after a rupture.” 

    Intellectual humility functions as insurance. Think of it as a sort of “forgiveness capital” that makes recovery possible when things go wrong. Mancuso’s research found intellectually humble leaders engage in more servant leadership—they’re better at prioritizing follower well-being, perspective-taking, and empathy. Such leadership cultivates trust and increases engagement and satisfaction. Research links intellectually humble leadership to measurable outcomes: higher employee retention during organizational change and stronger customer trust scores—particularly when companies face values-based criticism. 

    What to actually say 

    Here are approaches that work: 

    • “I acknowledge I may have blind spots. Help me understand your perspective.” 
    • “People I respect see this differently. Here’s what I’m weighing…” 
    • “I’m confident in this decision, but reasonable people can reach different conclusions.” 

    Here’s what backfires: 

    • False equivalence when you clearly believe one side 
    • Excessive hedging, signaling you don’t believe yourself 
    • Asking questions when competence is already questioned 
    • Abandoning your position entirely 

    Express convictions clearly while demonstrating you’ve considered alternatives and respect those who disagree. 

    A leadership orientation 

    “Becoming an intellectually humble leader might not be an easy, quick fix for navigating polarized environments,” Mancuso cautions, “but when leaders can cultivate this quality in themselves, they seem to reap benefits.” 

    Would intellectual humility have changed Chapek’s outcome? It’s hard to know. His challenges went far beyond any single statement. But the framework offers something his approach lacked: a way to express clear conviction while genuinely respecting those who disagree—thus reducing temperature without abandoning values. 

    That’s the path forward: not silence, not surrender, but conviction anchored in mutual respect. Leaders still need to take stands. The question of how they hold those positions determines whether they preserve relationships across divides or become the next cautionary tale.  

    Intellectual humility offers a framework for maintaining conviction while reducing temperature and building the forgiveness capital leaders inevitably need. 

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

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    Bradley Akubuiro

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  • There’s No Such Thing as ‘Best Practices’ When It Comes to Family Enterprise Governance

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    I see it all the time. When teaching MBA students and executives from family enterprises, so many of them make the same mistake. They take a check-the-box approach to building governance structures and policies, whether related to a board, family council, family office, or others. “We must incorporate all of these governance elements,” family leaders reason, without considering why. The result: governance systems that do not match the needs of the organization.  It’s a problem with multiple causes. Fortunately, it has an elegant solution from the field of innovation: adapting the concept of “jobs to be done.”  

    The danger of one-size-fits-all  

    Part of the problem here is rooted in growing knowledge about the field as a whole. As this domain has grown, so has the number of consultants, bankers, wealth managers, brokers, attorneys, psychologists, and other service-providers eager to tell families how to better govern their enterprises.  

    The result of the efforts by service providers to scale advice market-wide can mean commoditization of solutions. The result is that families believe they need a certain portfolio of governance “products,” regardless of the specific nature of the family and its enterprise. This can quickly turn into the check-the-box approach. Instead of thinking of strategic purposes, families play governance bingo with an implicit belief that families must have a specific set of policies and structures to be successful. The problem exacerbates as families see what other families are doing. It’s like seeing someone else with a family office and concluding, “Surely, we need that too!”  

    There’s no such thing as a specific set of best practices when it comes to family enterprise governance. Each enterprise is as unique as the family that leads it, and thus requires customized governance. For example, would you go to a doctor who provided the same treatment to every patient, regardless of their condition? I hope not. 

    The “jobs to be done” framework 

    To work toward finding the right governance system for their needs, families can make use of the “jobs to be done” framework. This is a concept popularized by Clayton Christensen in his book The Innovator’s Solution. The core idea is that organizations should think of customers as hiring a product to do a certain job for them, such as solving a practical problem or serving an emotional need.  

    The approach’s brilliance is in shifting thinking from the product to the end user by focusing on the job the product must perform. This results in a design that actually meets the customer’s needs, benefiting both the customer and the business. Families can similarly apply the framework to the design of their governance systems. They can move from a check-the-box, product approach to understanding who the governance systems are serving and what it is that they want them to accomplish.  

    4 steps to shift your thinking  

    Here are four easy steps to take this “jobs to be done” approach to your governance system.  

    1. Define the customer. Too many families overlook this step in the rush to adopt governance elements. Who will be the customer of a given governance system or component—owners, family employees or prospective ones, or the whole family? Rather than asking, “Do we need a board?” think about whose needs may be served by a board as a starting point.  
    2. Identify the job(s) the customer needs done. This may seem simple, but it can be more complicated than you think to overcome preconceived ideas of what certain governance structures “should” do or look like. To continue the example of a board, and assuming the customer is the family, what does the family need from a board? What would the family hire a board to do for them? Perhaps it’s for oversight, strategic insights, or credibility? The answers to this question are crucial for the next step in the process. 
    3. Design the product to fulfill those needs. With the customer identified and the job defined, design the product (family office, family council, board of directors, family protocol, or employment policy) to meet those needs. Be careful with this step, because most governance, left unattended, can revert to its commoditized form. For example, board members without direction from the customer will tend to act in the same ways they have in the past.  
    4. Assess success. Is it working? Return regularly to the customer to confirm they are happy with the structure or practice they “hired” and adjust as needed to address evolving needs.  

    What jobs do you want your governance system to do for the family and enterprise? That’s the question more families in business need to ask. The ideas here will help you do that and reap the rewards of governance components designed just for you. 

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

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    Matt Allen

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  • Want to Promote the Right Person? Science Says Promote From Within

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    Matters of style aside, Steve Jobs was an exceptionally effective leader at both Apple and Pixar. But would he have been as effective at, say, General Motors? Or Pepsi?

    While the old saw says a great leader can lead anywhere, still: hard skills definitely matter. A study published in Industrial and Labor Relations Review found that having a highly competent boss (defined as a person who excels at “ability to get the job done” and “employee development) has by far the largest positive influence on employee job satisfaction.

    As the researchers write, “If your boss could do your job, you’re more likely to be happy at work.”

    You’re also more likely to be happy if your boss was promoted from within, rather than hired from the outside.  A Joblist study found that nearly 70 percent of respondents preferred to be managed by a seasoned company vet who “climbed the ranks” rather than an external hire.

    Even if the external hire brought “proven talent” to the role. 

    Not only did respondents think hiring from within was the better path to growth, they also took outside hires personally: 35 percent had quit, or at least considered quitting, when passed over for someone outside the organization. 

    But wait, there’s more: internal promotions led employees to report higher productivity, greater loyalty to the organization, and that they had a better relationship with their (internally hired) manager.

    Internally hired leaders agree: they reported feeling more supported and respected by their teams, and more likely to describe their teams as high-performing. (Granted, which may have more to do with their tendency to embrace “this is how we do it around here” expectations than with objective, measurable outcomes.) 

    Keep in mind there were situations where respondents felt external hires made better sense. Like when an essential employee with specific, not internally replaceable, skills leaves the company.

    Or, although this wasn’t included in the study, if you as the employer are unhappy with your company’s culture.

    Culture isn’t what you say it is; culture is what you and your employees do. Bringing in people who embody the culture you hope to build may be the best way to effect long-term change. 

    But otherwise, you’re likely to be more successful when you promote from within, because when you get those promotions right, the effect on productivity, job satisfaction, and employee retention can be dramatic.

    survey of over 400,000 people across the U.S. found that when employees believe promotions are managed effectively, they are more than twice as likely to give extra effort at work and to plan for having a long-term future with their company.

    Plus, when employees believe promotions are managed effectively, they are more than five times as likely to believe their leaders act with integrity.

    At those companies, employee turnover rates are half that of other companies in the same industry. Productivity, innovation, and growth metrics outperform the competition. (For public companies, stock returns are almost 3X times the market average.)

    So before you reflexively look outside your business to “bring in new talent” or “benefit from outside perspectives” or “inject fresh blood into the company,” take a step back and look at the criteria you will use to make the promotion or hiring decision.

    Instead of focusing on “qualifications,” determine what the perfect person in the job will actually do.

    If teamwork matters most, promote the best team player. If productivity matters most, promote your most effective employee. Getting the right things done — whatever those outcomes may be for the open position — matters most.

    If you truly can’t find that person within your organization, then feel free to look outside. In that case, your employees will understand, and will realize that your goal is always to find the best possible person for the job. 

    And because that person knows their stuff, and uses that knowledge to get things done, they will fit in just fine.

    But then take a look at how you’re developing people: unless you’re hiring someone to fill a role new to your company, you clearly need to work harder to help the people you already have learn new skills.

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

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    Jeff Haden

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  • The Hidden Cost of ‘Fake It Till You Make It’ Leadership

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    “Her smile is not her smile.” That haunting phrase from sociologist Arlie Russell Hochschild wasn’t written for exhausted CEOs, but it could have been. Years ago, I was a top producer in a large sales organization, mentoring new hires by day and wrangling two toddlers by night. I was smiling on the outside and simmering on the inside—the kind of bone-tiredness that even the strongest coffee couldn’t fix. 

    What is surface acting 

    That’s what researchers call surface acting—suppressing what you feel and simply faking what you must show. In leadership, you likely treat it as part of the job description, but new research shows it’s the start of a vicious spiral. 

    Researchers from the Journal of Organizational Behavior tracked employees throughout 10 workdays and they discovered a telling pattern. When people start the day low on energy, they’re far more likely to rely on surface acting because deep acting—genuinely reshaping your emotional response—takes up-front investment. If you’re already drained, you skip it. Relying on surface acting drains energy even more the next morning. Thus, you are more likely to fake it again. Hello, loop. 

    When emotional labor becomes habitual  

    This cycle of emotional performance isn’t new. Hochschild coined the term “emotional labor” in her groundbreaking book The Managed Heart, describing how flight attendants and bill collectors were trained to regulate both what they showed and what they felt—not for connection, but for commerce. 

    She identified two types of emotional labor: 

    • Surface acting: Where you fake the required emotions (“nicer than natural” or “nastier than natural”). 
    • Deep acting: Where you internally align with those emotions. 

    Hochschild warned that surface acting leads to a dangerous estrangement, not just from others, but from yourself too. “Her smile is not her smile,” she wrote of a flight attendant—a line that perfectly captures how modern leaders can lose themselves when emotional labor becomes chronic. 

    That insight connects directly to what my team at Limitless Minds teaches as neutral thinking. When your mindset is reactive and has thoughts like “I just need to put on a face,” you are surface acting. When you pause and engage with perspective and think, “I feel X. What do I choose to show?” you are deep acting. 

    Surface acting may feel easier in the moment, but it’s costly over time. Research links it to lower job satisfaction, poorer well-being, higher turnover, and more emotional exhaustion. Deep acting, on the other hand, aligns your internal state with your external display and leads to much healthier outcomes. 

    What this looks like in real leadership 

    Rewind to that meeting I mentioned earlier. I wish I could say I caught myself in the act, but truthfully, I didn’t. Like most leaders, I thought holding it together was the same as holding it well.  

    What if, instead of forcing the smile, I’d taken a micro-break five minutes before—if I’d stepped away, acknowledged my exhaustion, and reminded myself of my team’s needs rather than just the message? What if I’d said, “Team, I’ll be honest with you. I’m drained. I know this quarter has been tough, and that stings. Let’s talk about it openly.” That shift—from surface to deep acting, grounded in mindset—changes everything. 

    Warning signs you might be stuck in a surface acting spiral 

    In the morning, you wake up already depleted, dreading the day. You feel disconnected from your team, as if the interactions are hollow. You struggle to manage your own or others’ emotions, so you lash out or numb out afterward. 

    Research from the National Library of Medicine confirms the negative effects. Surface acting undermines self-control later in the day, and people who deep act drink less and engage in fewer negative behaviors. So how do you break free from the cycle? From my work on mindset and emerging research, here’s a quick five-step reset.  

    1. Micro-pause at midday. 

    Take five minutes to detach—walk outside, breathe, and look at nature. Studies show stealing five minutes from the chaos and giving your brain a timeout replenishes energy and reduces the need for surface acting. 

    2. Reframe the moment.

    Before your next interaction, ask yourself, “What’s this really about? What’s under the surface?” Acknowledge it, then choose how to engage. That’s neutral thinking in action. 

    3. Focus on low-effort restoration after work. 

    Research from the Journal of Organizational Behavior shows that even simple relaxation—like reading, music, or stretching—protects you from surface-acting fatigue the next day. 

    4. Share something real. 

    You don’t need a deep therapy session. Acknowledge to your team or a trusted peer, “I’m feeling a bit used up today, so I might lean on you.” That small act of openness eases the pressure. More importantly, it strengthens what research calls social muscle strength: your ability to connect and recover faster through genuine human moments. In other words, when you share emotions instead of suppressing them, you build the resilience that keeps you from surface acting tomorrow. 

    5. Schedule the reset. 

    Build it into tomorrow. “I’ll arrive 10 minutes early. I’ll center myself. I’ll review this question: How do I want to show up, rather than just show?” You might think, “I don’t have time for that!” That’s exactly the issue. When you’re running on empty, surface acting feels like the shortcut, but it’s actually the long road. It drains you, disconnects your team, and strips away your chance to lead deliberately. 

    Coming back to neutral is the mindset shift that says, “I’m not just going to act. I’m going to observe, respond, and choose.” When your inner state and outer expression finally align, you move from fake-smile survival mode into meaningful leadership mode. 

    The next time you’re in front of a drained room, skip the performance. Step into the pause and choose how you show up. You might just find that the most powerful thing you can offer isn’t the perfect smile—it’s a real one. 

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

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    Henna Pryor

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  • How to Lead With Respect in Challenging Times

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    The cost of contempt in the workplace is high, but the rewards of respect are invaluable.

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    Entrepreneurs’ Organization

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