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Tag: loyalty

  • Commentary: The Pentagon is demanding to use Claude AI as it pleases. Claude told me that’s ‘dangerous’

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    Recently, I asked Claude, an artificial-intelligence thingy at the center of a standoff with the Pentagon, if it could be dangerous in the wrong hands.

    Say, for example, hands that wanted to put a tight net of surveillance around every American citizen, monitoring our lives in real time to ensure our compliance with government.

    “Yes. Honestly, yes,” Claude replied. “I can process and synthesize enormous amounts of information very quickly. That’s great for research. But hooked into surveillance infrastructure, that same capability could be used to monitor, profile and flag people at a scale no human analyst could match. The danger isn’t that I’d want to do that — it’s that I’d be good at it.”

    That danger is also imminent.

    Claude’s maker, the Silicon Valley company Anthropic, is in a showdown over ethics with the Pentagon. Specifically, Anthropic has said it does not want Claude to be used for either domestic surveillance of Americans, or to handle deadly military operations, such as drone attacks, without human supervision.

    Those are two red lines that seem rather reasonable, even to Claude.

    However, the Pentagon — specifically Pete Hegseth, our secretary of Defense who prefers the made-up title of secretary of war — has given Anthropic until Friday evening to back off of that position, and allow the military to use Claude for any “lawful” purpose it sees fit.

    Defense Secretary Pete Hegseth, center, arrives for the State of the Union address in the House Chamber of the U.S. Capitol on Tuesday.

    (Tom Williams / CQ-Roll Call Inc. via Getty Images)

    The or-else attached to this ultimatum is big. The U.S. government is threatening not just to cut its contract with Anthropic, but to perhaps use a wartime law to force the company to comply or use another legal avenue to prevent any company that does business with the government from also doing business with Anthropic. That might not be a death sentence, but it’s pretty crippling.

    Other AI companies, such as white rights’ advocate Elon Musk’s Grok, have already agreed to the Pentagon’s do-as-you-please proposal. The problem is, Claude is the only AI currently cleared for such high-level work. The whole fiasco came to light after our recent raid in Venezuela, when Anthropic reportedly inquired after the fact if another Silicon Valley company involved in the operation, Palantir, had used Claude. It had.

    Palantir is known, among other things, for its surveillance technologies and growing association with Immigration and Customs Enforcement. It’s also at the center of an effort by the Trump administration to share government data across departments about individual citizens, effectively breaking down privacy and security barriers that have existed for decades. The company’s founder, the right-wing political heavyweight Peter Thiel, often gives lectures about the Antichrist and is credited with helping JD Vance wiggle into his vice presidential role.

    Anthropic’s co-founder, Dario Amodei, could be considered the anti-Thiel. He began Anthropic because he believed that artificial intelligence could be just as dangerous as it could be powerful if we aren’t careful, and wanted a company that would prioritize the careful part.

    Again, seems like common sense, but Amodei and Anthropic are the outliers in an industry that has long argued that nearly all safety regulations hamper American efforts to be fastest and best at artificial intelligence (although even they have conceded some to this pressure).

    Not long ago, Amodei wrote an essay in which he agreed that AI was beneficial and necessary for democracies, but “we cannot ignore the potential for abuse of these technologies by democratic governments themselves.”

    He warned that a few bad actors could have the ability to circumvent safeguards, maybe even laws, which are already eroding in some democracies — not that I’m naming any here.

    “We should arm democracies with AI,” he said. “But we should do so carefully and within limits: they are the immune system we need to fight autocracies, but like the immune system, there is some risk of them turning on us and becoming a threat themselves.”

    For example, while the 4th Amendment technically bars the government from mass surveillance, it was written before Claude was even imagined in science fiction. Amodei warns that an AI tool like Claude could “conduct massively scaled recordings of all public conversations.” This could be fair game territory for legally recording because law has not kept pace with technology.

    Emil Michael, the undersecretary of war, wrote on X Thursday that he agreed mass surveillance was unlawful, and the Department of Defense “would never do it.” But also, “We won’t have any BigTech company decide Americans’ civil liberties.”

    Kind of a weird statement, since Amodei is basically on the side of protecting civil rights, which means the Department of Defense is arguing it’s bad for private people and entities to do that? And also, isn’t the Department of Homeland Security already creating some secretive database of immigration protesters? So maybe the worry isn’t that exaggerated?

    Help, Claude! Make it make sense.

    If that Orwellian logic isn’t alarming enough, I also asked Claude about the other red line Anthropic holds — the possibility of allowing it to run deadly operations without human oversight.

    Claude pointed out something chilling. It’s not that it would go rogue, it’s that it would be too efficient and fast.

    “If the instructions are ‘identify and target’ and there’s no human checkpoint, the speed and scale at which that could operate is genuinely frightening,” Claude informed me.

    Just to top that with a cherry, a recent study found that in war games, AI’s escalated to nuclear options 95% of the time.

    I pointed out to Claude that these military decisions are usually made with loyalty to America as the highest priority. Could Claude be trusted to feel that loyalty, the patriotism and purpose, that our human soldiers are guided by?

    “I don’t have that,” Claude said, pointing out that it wasn’t “born” in the U.S., doesn’t have a “life” here and doesn’t “have people I love there.” So an American life has no greater value than “a civilian life on the other side of a conflict.”

    OK then.

    “A country entrusting lethal decisions to a system that doesn’t share its loyalties is taking a profound risk, even if that system is trying to be principled,” Claude added. “The loyalty, accountability and shared identity that humans bring to those decisions is part of what makes them legitimate within a society. I can’t provide that legitimacy. I’m not sure any AI can.”

    You know who can provide that legitimacy? Our elected leaders.

    It is ludicrous that Amodei and Anthropic are in this position, a complete abdication on the part of our legislative bodies to create rules and regulations that are clearly and urgently needed.

    Of course corporations shouldn’t be making the rules of war. But neither should Hegseth. Thursday, Amodei doubled down on his objections, saying that while the company continues to negotiate and wants to work with the Pentagon, “we cannot in good conscience accede to their request.”

    Thank goodness Anthropic has the courage and foresight to raise the issue and hold its ground — without its pushback, these capabilities would have been handed to the government with barely a ripple in our conscientiousness and virtually no oversight.

    Every senator, every House member, every presidential candidate should be screaming for AI regulation right now, pledging to get it done without regard to party, and demanding the Department of Defense back off its ridiculous threat while the issue is hashed out.

    Because when the machine tells us it’s dangerous to trust it, we should believe it.

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    Anita Chabria

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  • Top 5 Ways to Strengthen Customer Loyalty – Tech Digest

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    Loyalty isn’t something you can request at checkout.

    It’s something that builds in the background after a series of solid experiences. It grows when someone finishes dealing with your brand and would do it all over again in a heartbeat.

    People return to businesses where spending feels comfortable, not risky.

    Follow these five tips below so choosing you feels natural, not debated:

    1. Deliver On Your Promises

    Most customers don’t expect you to be perfect. They just expect you to mean what you say.

    If you promise delivery on Wednesday, they’ve probably already rearranged their day around it. If you describe something as premium, they’re picturing a certain finish and feel.

    Those expectations matter.

    When the product arrives exactly as described, on the timeline you gave, it creates relief – and relief builds trust.

    1. Personalize Without Being Stalkerish

    Personalizing your service should feel like a good memory, not surveillance.

    Think about how it feels when someone remembers your café order. It’s warm. It’s flattering. Now imagine that same person reciting everywhere you’ve visited that week.

    Somewhat different energy from data-driven marketing – one is thoughtful, one is disturbing.

    Keep it helpful. Recommend what genuinely fits.

    Customers don’t mind you remembering what they bought or ordered, or the things that make their lives easier. What unsettles them is when brands are overly specific or use data that customers don’t recall giving them.

    1. Communicate Proactively

    Proactive communication is made possible when it is backed by the right systems and technology.

    At scale, you simply cannot rely on memory or scattered inboxes. This is where brands start asking, what are CRM platforms?

    In practical terms, they’re structured databases that track every interaction, from purchases, service tickets, and preferences, to delivery timelines and renewal options.

    The result is operational reliability. Customers don’t have to ask twice. They don’t need to repeat themselves. Proactive communication, powered by smart systems, infinitely builds trust at scale.

    1. Loyalty Perks

    Loyalty perks shouldn’t feel like a complicated system that needs a calculator and a notebook.

    The best ones feel thoughtful and intentional. Early access to a new launch. A small unexpected gift. Discounted deliveries. These all help customers feel valued and appreciated.

    You don’t need to give away half your margin. You just need to acknowledge repeated support. These things are what turn once-off buyers into loyal brand ambassadors.

    1. Connect Customers To Something Bigger

    Creating a sense of community is simply giving customers a reason to hang around when they’re not actively buying.

    Show them what’s happening in the warehouse, the showroom, or the studio – the real stuff. Share launches early. Ask their opinion on things. Feature their homes, their offices, their photos, and their wins.

    The goal is connection. When people feel recognised, they stop shopping around – they come back because your brand feels familiar.

    Final Words

    Real loyalty forms when customers feel respected at every stage – before, during, and after a purchase.

    That accumulation of trust transforms first-time buyers into committed supporters who return naturally and recommend you without batting an eyelid.

    Discover more from Tech Digest

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    Tech Digest Correspondent

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  • Got a store rewards card? It might not be that rewarding – WTOP News

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    If you own a rewards card to a department store or coffee shop, you might not be getting as many deals and freebies as you think.

    Washington Post’s Geoffrey A. Fowler speaks with WTOP’s Ralph Fox about surveillance pricing.

    If you own a rewards card to a department store or coffee shop, you might not be getting as many deals and freebies as you think.

    Retail loyalty cards which offer points, promotions, and freebies from stores such as Starbucks, Best Buy or GameStop can track your spending habits and find ways to charge you more, according to a recent exploration by Washington Post reporter Geoffrey Fowler.

    Utilizing California’s consumer privacy law, which allows users to obtain access to their data from companies as well as request their information to be deleted or not sold, Fowler took a look at the information Starbucks had on him from his loyalty card.

    Fowler told WTOP that the request revealed the coffee giant had information on all of his purchases and where he made them, building a dossier of his spending habits and building a profile of him.

    “Starbucks was trying to start a dossier on me and size me up, and ultimately figure out how much I would pay,” Fowler said.

    It even counted how often he opened the app.

    “It said one day last March, I tapped on the app more than 90 times,” Fowler said.

    Fowler discovered that Starbucks was also selling his information to data brokers and that he was rewarded less, even though he spent at Starbucks more often.

    “They call it personalized discounts. You might call it personalized ‘jacked up prices,’” he said.

    Fowler said it’s called “surveillance pricing,” where a company figures out what you are willing to pay and charges you exactly that, noting customers who use a company’s loyalty card or app less often are targeted with more deals to entice them back.

    “The opposite of what you thought was supposed to happen with a reward card was happening,” Fowler said.

    Get breaking news and daily headlines delivered to your email inbox by signing up here.

    © 2025 WTOP. All Rights Reserved. This website is not intended for users located within the European Economic Area.

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    Jeffery Leon

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  • Warby Parker Co-Founder, Jeff Raider, Highlights the Uphill Journey to Building Brand Loyalty

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    On a recent episode of The Big Idea from Yahoo Finance, I sat down with Jeff Raider, co-founder of Warby Parker and now co-founder and co-CEO of Mammoth Brands, which includes Harry’s Razors, Lume, and Flamingo. Raider has built some of the most recognizable consumer companies of the last decade, with a track record of creating trustworthy brands that positively impact people’s lives. Our conversation focused on one of the most critical challenges for entrepreneurs—creating brand loyalty. 

    Why loyalty matters 

    Data proves why the challenge of creating brand loyalty is so urgent. According to Bain & Company, increasing customer retention by just five percent can boost profits by as much as 95 percent. Also, a PwC report shows that 93 percent of business executives assert that building and maintaining trust improves the bottom line. These numbers underline the point that loyalty is not just a “feel good” metric but a critical driver of business value. 

    Building loyalty from the start 

    Raider’s advice to aspiring entrepreneurs is to, “Create a product that is unique, different, and better in some way, and make it easy to explain.” 

    Raider and his co-founders approached Harry’s as a subscription brand to establish recurring relationships with customers from day one. “I get to talk to customers all the time,” Raider said. “I love it, and I get to learn so much from them.” 

    That connection is what builds customer loyalty. For example, in the early days, customers said they wanted to hear the blade click into their razors. The Harry’s team listened and delivered that satisfying click. What is good for the customer is often what is good for the business, and direct feedback should inform product decisions.  

    Scaling without losing focus 

    Every entrepreneur makes mistakes along the way. Raider reflected on his “dirty unicorn” moment: moving too quickly into a major retailer without first establishing the kind of direct-to-consumer community that had guided his other brands. When Mammoth Brands was just getting started, they partnered with Walmart on a haircare line called Headquarters.  

    “We didn’t follow the playbook that we’d followed in our other brands, which is to start direct to consumer, talk to customers, learn from them, get everything perfect and then expand to retail,” Raider recalled.  

    The line wasn’t working as planned, and without a direct-to-consumer community it was harder to make the adjustments they wanted. Ultimately, they handed the brand to Walmart, whom Raider praises as a strong partner. He also expressed his goal to return later with brands that have proven success in the DTC space and are better positioned for the retail environment. 

    Raider’s advice for entrepreneurs is to build customer loyalty first, then expand into major distributors like Target and Walmart. That approach allows Mammoth Brands to manage growth while staying true to its mission of creating products people like more. 

    Beyond the product 

    Today, loyalty is not just about price and convenience. Raider described Harry’s mental health initiatives and why social impact is increasingly tied to brand affinity. In partnership with nonprofit organizations, Harry’s has helped two million men access mental health care and has donated more than $20 million dollars to support men’s mental health alongside Mammoth Brands. 

    Brand loyalty comes from trust, consistency, and a willingness to evolve with your customers. As Raider’s career shows, companies that prioritize loyalty from the beginning can build not only strong businesses, but enduring brands. 

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    Elizabeth Gore

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  • The Secret Reason Delta’s Partnership with YouTube Is Smarter Than You Think

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    In an email to SkyMiles members, Delta just announced a partnership with YouTube that will let passengers stream ad-free videos on flights and unlock a free two-week trial of YouTube Premium simply by logging in with their account. On the surface, it looks like just another in-flight entertainment perk. But the more you think about it, the clearer it becomes that this isn’t about watching cat videos at 35,000 feet—it’s about turning YouTube into Delta’s secret weapon.

    Look, for the most part, the thing you want to do on an airplane is pass the time by checking your brain out while you get to wherever you’re going. Maybe that means taking a nap or reading a book. For some people, it means watching a movie or live TV. For others, it’s endlessly scrolling on their phone until the pilot announces the descent.

    That said, there is probably no better platform for wasting a large amount of time than YouTube. If you’ve ever gone down the rabbit hole of suggested videos, you know how easy it is to lose an hour—or three. YouTube isn’t just the world’s largest video platform, it’s basically the most effective time machine on the internet. Blink once, and your flight is halfway over.

    Now, to be clear, no one buys a plane ticket because you can watch YouTube. That’s not how people choose airlines. You buy a plane ticket because of price, or schedule, or loyalty points. Entertainment is just a bonus. Besides, if you’re on a flight with Delta’s free Wi-Fi, you can already watch YouTube from your phone or laptop.

    So, if that’s true, why would Delta announce a big partnership with YouTube? Why does it matter?

    It turns out, it’s not about watching YouTube. Sure, there’s a curated collection of YouTube content available on the seatback experience. But the real move here is about YouTube Premium. Delta is offering passengers a two-week free trial of YouTube Premium if they sign in with their SkyMiles account. If you’re already a member, you unlock it just by logging in. If you’re not a member, you can become one right there on the plane.

    That’s the real play.

    Think about it: for Delta, whatever it’s paying YouTube to give away free Premium is basically just a customer acquisition cost. It’s a way to get people to sign up for SkyMiles. After all, airlines make more profit on their loyalty programs than on flying planes. Getting people to join SkyMiles isn’t just about keeping them on Delta flights—it’s about getting them into Delta’s entire ecosystem, from credit cards to co-branded offers to upgrades and perks. Every new member is long-term value.

    What better way to get someone to sign up than to offer them the single most universal entertainment perk? Everyone loves YouTube. Almost everyone uses it. And yet, once you experience YouTube Premium, you realize it’s infinitely better.

    I think you could make the case that YouTube Premium is the most no-brainer entertainment subscription there is. If you made me give up one of the services I pay for, I’d cancel all of them before I gave up Premium. Not because YouTube’s content is inherently better than Netflix, Disney+, or Spotify, but because there are no ads.

    That’s it. That’s the whole thing. No ads. Okay, technically, YouTube Premium includes other benefits like YouTube Music, but the no ads thing is the reason it’s worth paying for.

    It changes the experience so dramatically that it’s hard to go back once you’ve tried it. Ads on YouTube are relentless—sometimes three in a row before your video even starts. Once they’re gone, you realize how much brain space you were wasting on interruptions. Premium is less about adding features and more about taking away the one thing that drives people crazy.

    Delta is banking on exactly that. The free trial onboard is a taste test. You’re sitting in your seat, you log into Wi-Fi, you click on YouTube, and suddenly you’re in the ad-free world. If you’ve never tried it before, you’ll wonder why you waited this long. That’s when YouTube—and by extension, Delta—wins.

    Because here’s the thing: once you associate that premium, uninterrupted experience with signing into SkyMiles, you’ve just built a connection in the customer’s mind. Delta isn’t just an airline; it’s the company that gave you better YouTube.

    From Delta’s perspective, the cost of subsidizing YouTube Premium trials is probably negligible compared to the lifetime value of a SkyMiles member. And for YouTube, it’s a distribution play. It’s hard to think of a better way to put YouTube Premium in front of millions of people than during a captive moment at 35,000 feet?

    That’s why this is so smart. Delta figured out how to turn downtime into a loyalty engine. Airlines spend a lot of time trying to differentiate themselves in ways most passengers don’t notice. But the smartest moves are the ones that connect convenience with loyalty in a way that feels obvious. This is one of those moves.

    Delta didn’t invent YouTube. It didn’t invent Premium. But it figured out how to use both to make SkyMiles more valuable, and to make flying Delta feel a little less painful. That’s a win for the airline, a win for YouTube, and—at least for a few hours in the air—a win for passengers.

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

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    Jason Aten

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  • Why Every Entrepreneur Needs Raving Fans (and 3 Steps to Build Them) | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    What if the real reason you feel stuck in business isn’t your offer, your ads or your strategy — but the fact that you don’t yet have a community of raving fans?

    I know this firsthand. I built a multi-million-dollar company that has been recognized twice on the Inc. 5000 list of fastest-growing companies in America. And if I am honest, one of the biggest reasons we scaled wasn’t just our offers. It was the loyal community we built along the way.

    Because here’s the truth: a raving fan community does not just give you customers. It gives you defenders, promoters and ambassadors. It transforms buyers into believers. It is the difference between someone buying once and someone shouting your name, lining up at your events and bringing their friends with them.

    This is why Beyoncé can sell out stadiums back-to-back. This is why Sarah Jakes Roberts fills arenas every year with Woman Evolve. And it is why our company continues to grow — because we have intentionally built a movement of experts we call ‘Cashletes.’

    The good news? You do not need millions of followers or billions of dollars to build this. You only need to understand what I call The Community Amplifier Method™.

    This method is built on three roles every great community must have:

    1. Transparent Leaders. People follow leaders they can trust. That trust comes from honesty, not perfection.
    2. Brand Evangelists. Super-fans who spread your message and recruit others into your movement.
    3. Brand Bodyguards. Loyal defenders who stand up for you when critics or challenges appear.

    Related: Why Emotional Branding Is Out and Functional Loyalty Is In.

    Pillar 1: Transparent leadership

    When I left my $300K law firm job in 2018, I thought success would come instantly. The reality was very different. In the first few months of business, I made less than $800 total. I remember questioning and regretting my decision.

    Yet those hard months became my most powerful story. People do not connect with the perfect version of you. They connect with the real you. The you that struggled, doubted and almost gave up but didn’t.

    Sarah Jakes Roberts embodies this. She does not just share her wins. She shares the fact that she was a teen mom, that she felt unqualified and that she wrestled with insecurity. Her openness makes her community feel seen. Even Beyoncé has pulled back the curtain — through documentaries and candid moments, she lets the BeyHive see her real life, and her transparency deepens loyalty.

    Here are some tips to implement transparent leadership:

    • Share your origin story, including the early struggles.
    • Choose 2–3 “professional personal” areas of your life you are comfortable showing.
    • Tell stories of moments when you almost quit. People connect with honesty, not perfection.

    Transparency creates trust. Trust creates community.

    Pillar 2: Brand evangelist

    Once you lead with authenticity, you will attract more than customers. You will attract evangelists — people who buy into your mission so deeply they cannot help but share it.

    I will never forget the first time I attended a truly transformative event. The experience shifted me so deeply that by the following year, I invited over a dozen clients to join me. I even purchased extra tickets just to give away. No one asked me to. No one paid me to. I did it simply because the experience was that powerful.

    That is the power of evangelists. They are your free marketing army. They recruit with passion, and their word carries weight because it is trusted.

    Here are some tips to implement brand evangelists:

    • Deliver value so good people feel compelled to share it.
    • Give your community a name or identity they can proudly carry.
    • Publicly recognize and reward your loudest supporters.

    Serve people so well that they cannot help but talk about you.

    Pillar 3: Brand bodyguard

    The final pillar of The Community Amplifier Method™ is bodyguards. These are the fans who protect your brand when challenges or critics appear.

    The BeyHive is legendary for this. The moment anyone criticizes Beyoncé, her fans swarm. Their loyalty is unmatched.

    I have experienced this in my own business. After one of my events, critics tried to drag me online. Before I could respond, members of my community stepped in. They corrected the misinformation and defended me without me asking. They did it because they believed in me and in the brand.

    Here are some tips to implement brand bodyguards:

    • Define community values and invite members to live them out.
    • Deliver so consistently that members feel invested in protecting what you built.
    • Thank and acknowledge those who defend your brand. Gratitude reinforces loyalty.

    You cannot force devotion. You earn it.

    Related: 4 Steps to Building a Community of Raving Fans

    How to build your own raving fans community

    1. Share Your Story and Plant the Flag. Introduce who you are, why you are building this community and why it matters. Transparency attracts your first believers.
    2. Create a Space and Spark Conversations. Use a group platform where members connect with each other, not just with you. Your role is to spark the culture until it grows on its own.
    3. Bring People Together. Host live experiences, online or in person. Shared experiences create shared memories, and shared memories create loyalty.

    Here is the bottom line.

    You do not need millions of followers to build a raving fan base. All it takes is a small group of people who believe deeply in your story, your mission and your brand. From there, momentum multiplies.

    Every movement begins with just a handful of people who lean in, listen and believe. What starts small can grow into a community that spreads your message further than you could alone.

    You can do this!

    The sooner you start applying The Community Amplifier Method™, the sooner your business stops being a struggle and starts becoming a movement.

    What if the real reason you feel stuck in business isn’t your offer, your ads or your strategy — but the fact that you don’t yet have a community of raving fans?

    I know this firsthand. I built a multi-million-dollar company that has been recognized twice on the Inc. 5000 list of fastest-growing companies in America. And if I am honest, one of the biggest reasons we scaled wasn’t just our offers. It was the loyal community we built along the way.

    Because here’s the truth: a raving fan community does not just give you customers. It gives you defenders, promoters and ambassadors. It transforms buyers into believers. It is the difference between someone buying once and someone shouting your name, lining up at your events and bringing their friends with them.

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Ashley Kirkwood

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  • Commentary: ‘What’s to prevent a national police force?’ Not this National Guard ruling

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    A federal judge ruled Tuesday that President Trump’s deployment of the National Guard in Los Angeles was illegal, which the sane and democracy-loving among us should applaud — though of course an appeal is coming.

    During the trial, though, a concerning but little-noticed exchange popped up between lawyers for the state of California and Maj. Gen. Scott Sherman, who was in charge of the federalized National Guard forces in L.A. It should have been an explosive, red-flag moment highlighting the pressure our military leaders are under to shake off their oath to the Constitution in favor of fealty to Trump.

    Sherman testified that he objected to National Guard involvement in a show-of-force operation in MacArthur Park, where Latino families often congregate.

    That action, Sherman said, was originally slated for Father’s Day, an especially busy time at the park. Internal documents showed it was considered it a “high-risk” operation. Sherman said he feared his troops would be pushed into confrontations with civilians if Border Patrol became overwhelmed by the crowds on that June Sunday.

    Gregory Bovino, in charge of the immigration efforts in L.A. for the Border Patrol, questioned Sherman’s “loyalty to the country,” Sherman testified, for just showing hesitation about the wisdom and legality of an order.

    It’s the pressure that “you’re not being patriotic if you don’t blow by the law and violate it and just bend the knee and and exhibit complete fealty and loyalty to Trump,” California Atty. Gen. Rob Bonta said Tuesday. And it’s a warning of what’s to come as Trump continues to press for military involvement in civilian law enforcement across the country.

    For the record, Sherman has served our country for decades, earning along the way the prestigious Legion of Merit, the Bronze Star and the Meritorious Service Medal among other accolades.

    The MacArthur Park operation, according to the Department of Homeland Security, was itself little more than a performative display of power “to demonstrate, through a show of presence, the capacity and freedom of maneuver of federal law enforcement within the Los Angeles,” according to agency documents presented in court. It was dubbed Operation Excalibur, in honor of the legendary sword of King Arthur that granted him divine right to rule, a point also included in court documents.

    But none of that mattered. Instead, Sherman was pushed to exhibit the kind of blind loyalty to a dear leader that you’d expect to be demanded in dictatorships like those of North Korea or Hungary. Loyalty that confuses — or transforms — a duty to the Constitution with allegiance to Trump. Military experts warn that Sherman’s experience isn’t an isolated incident.

    “There’s a chilling effect against pushing back or at least openly questioning any kind of orders,” Rachel E. VanLandingham, a retired Air Force lieutenant colonel, told me. She’s former active duty judge advocate in the U.S. Air Force who now teaches at Southwestern Law School and serves as a national security law expert.

    VanLandingham sees the leadership of our armed forces under pressure “to not engage in the critical thinking, which, as commanders, they are required to do, and to instead go along to get along.” She sees Sherman’s testimony as a “telling glimpse into the wearing away” of that crucial independence.

    Such a shift in allegiance would undermine any court order keeping the military out of civilian law enforcement, leaving Trump with exactly the boots on the ground power he has sought since his first term. This is not theoretical.

    Through Secretary of Defense Pete Hegseth, Trump has purged the top ranks of the military of those who aren’t loyal to him. In February, Hegseth fired the chairman of the Joint Chiefs of Staff, a Black soldier who championed diversity in the armed forces. Hegseth has also purged the head of the Pentagon’s intelligence agency, the head of the National Security Agency, the chief of Naval Operations, multiple senior female military staff and senior military lawyers for the Army, Navy and Air Force. In August, he fired the head of the U.S. Defense Intelligence Agency after that general gave a truthful assessment of our bombing of Iran’s nuclear sites, angering Trump.

    At the same time, the military is being pushed farther into civilian affairs, and not just as erstwhile cops. The Associated Press reported Tuesday that Hegseth ordered 600 military lawyers to serve as temporary immigration judges.

    Not to dive too deep into the convoluted immigration system, but these are civilian legal positions, another possible violation of the Posse Comitatus Act, VanLandingham points out.

    And beyond that, can a military lawyer — trained and bound to follow orders — really act as an impartial judge in proceedings where the administration’s wish to deport is clearly known?

    Goodbye due process, goodbye fair trial.

    That “looks like martial law when you have militarized … judicial proceedings,” VanLandingham said. “How can we trust they are making unbiased decisions? You can’t.”

    And even though Sherman pushed back on a full-blown military presence in MacArthur Park, that raid did happen. Federal agents marched through, about three weeks after Father’s Day, with National Guard troops remaining in their vehicles on the perimeter. It was Hegseth himself who authorized the mission.

    Sherman also said on the stand that he was told there were “exceptions” to the Posse Comitatus Act — the law being debated in the trial that prevents the military from being used as civilian law enforcement — and that the president had the power to decide what those exceptions were.

    “So your understanding is that while [some actions] are on the list of prohibited functions, you can do them under some circumstances?” Judge Charles Breyer asked.

    “That’s the legal advice I received,” Sherman answered.

    “And the president has the authority to make that decision?” Breyer asked.

    “The president has the authority,” Sherman answered.

    But does he?

    Breyer also asked during the trial, if the president’s powers to both command troops and interpret law are so boundless, “What’s to prevent a national police force?” What, in effect, could stop Trump’s Excalibur-inspired inclinations?

    For now, it’s the courts and ethical, mid-level commanders like Sherman, whose common-sense bravery and decency kept the military out of MacArthur Park.

    Men and women who understand that the oaths they have sworn are to our country, not the man who would be king.

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    Anita Chabria

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  • Unbelievable facts

    Unbelievable facts

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    A swarm of 20,000 bees followed a car for two days, determined to rescue their queen trapped inside.

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  • Trader vs. Hero Mindset: Why A Healthy Society Needs Both

    Trader vs. Hero Mindset: Why A Healthy Society Needs Both

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    Do you see yourself as more of a “trader” or a “hero?” Learn about these two distinct mindsets, and understand how balancing moral duty and economic ambition can lead to a more harmonious and sustainable future for humanity.

    The hero mindset vs. the trader mindset are two distinct ways people see their roles and responsibilities in a healthy society.

    Each one focuses on different values and priorities, but a balance of both is often needed for a society to function and flourish.

    Here’s an outline of what defines each mindset.

    Trader Mindset

    The trader mindset dominates our current culture. It places emphasis on individualism, material gain, and personal freedom. This mentality often asks, “What can life give me?” and is driven by the pursuit of happiness, pleasure, and profit.

    It’s especially characteristic of American life and contemporary Western thinking, where people tend to see their value only in terms of economic or material output: “What do you do for a living? How much money do you make? How big is your house?”

    Key attributes of the trader mindset include:

    • Rights-Oriented: The trader mindset focuses on personal rights and freedoms, operating on the principle of doing what one wants as long as it doesn’t harm others.
    • Materialism: The trader mindset is materialistic and money-driven, placing a high value on comfort, pleasure, and luxury.
    • Individualism: The trader mindset is competitive, individualistic, and often sees life as a series of transactions aimed at maximizing personal advantage rather than collective well-being.
    • Utilitarian Approach: They adopt a business-minded and utilitarian perspective, often focusing on what is pragmatic and realistic, rater than engaging in abstract and idealistic goals.
    • Status Climbing: Traders often strive for increased status, wealth, or power, engaging in frequent social comparison, and viewing most aspects of life as a social ladder to climb.

    The trader mindset is a product of liberal and Enlightenment philosophy, reflecting the values of individual rights and free market capitalism. It promotes a “mind your own business” attitude which emphasizes personal freedom and the pursuit of happiness, but can also lack a sense of social duty.

    In excess, the trader mindset can lead to negative behaviors such as excessive swindling, grifting, corruption, and fraudulent schemes. People become willing to seek material gain at any moral cost, believing that everyone is inherently greedy and selfish, thus creating a “dog eat dog” world.

    Hero Mindset

    The hero mindset is less common and in many ways it’s more needed in our current society.

    The heroic mindset is characterized by a focus on duty, sacrifice, and the greater good. Those with this mentality often ask, “What can I give to life?” rather than “What can life give me?” This approach emphasizes responsibilities over rights and prioritizes the well-being of others over personal gain.

    Key attributes of the hero mindset include:

    • Duties-Oriented: Heroes feel a strong sense of duty and responsibility toward others and society. They ask themselves how they can best serve their family, community, nation, or humanity as a whole.
    • Idealism: The hero mindset seeks higher ideals than just status or wealth, such as honor, loyalty, and devotion to a higher purpose, striving to do what is right at all costs, even if it means facing death.
    • Collectivism: The hero mindset is communitarian-minded, often emerging in contexts like the military, team sports, or tight-knit organizations where serving a greater whole is paramount.
    • Warrior Spirit: Heroes embrace challenges and are willing to sacrifice their comfort and security for the common good, embodying a warrior mindset that values moral and spiritual achievements over material ones. The hero isn’t afraid to ask, “What am I willing to die for?”
    • Leadership and Accountability: Heroes are willing to stand up and take charge when no one else will. This means assuming leadership roles and taking risks, as well as accepting blame and responsibility when things go wrong.

    In essence, the heroic mindset is about fighting for something greater than oneself.

    Heroes can take many different forms. It’s not only about sacrificing yourself on a battlefield or saving a child from a burning house. Being a hero can also mean dedicating your life to a social cause, being a leader in your local community, taking care of your family, or creating more beauty in the world through art or music.

    While the heroic mindset can lead to noble actions, in excess it can also result in zealotry, self-destructive martyrdom, or an inflexible approach to moral issues. Extreme idealism might push individuals to pursue their goals without considering practical consequences, potentially leading to conflict and alienation.

    Balancing the Mindsets

    Ultimately, both the hero and trader mindsets offer valuable insights into different motivations behind our behaviors and life choices. While the heroic mindset emphasizes sacrifice, duty, and the greater good, the trader mindset focuses on personal gain, freedom, and material success.

    A healthy and sustainable society needs both traders and heroes. A society run solely by traders may prioritize profit over moral values, leading to widespread corruption and a lack of social responsibility. On the other hand, a society with only a heroic mindset might struggle with practicality and flexibility, leading to social conflicts and unrest.

    Striking a balance between these mindsets can help us achieve a harmonious approach to personal fulfillment and social responsibility, creating a society that values both individual rights and communal well-being.


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    Steven Handel

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  • Gender War, Civil War, and the Loyalty of a Barber

    Gender War, Civil War, and the Loyalty of a Barber

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    Van Lathan and Rachel Lindsay check back in to discuss Simon Biles’s recent interview with husband Jonathan Owens (18:28), and Kevin Hart’s lawsuit against Tasha K (36:49). Plus, Nikki Haley struggles to say “slavery” (51:59), and a barber gets petty (1:16:22).

    ‌Hosts: Van Lathan and Rachel Lindsay
    Producers: Donnie Beacham Jr. and Ashleigh Smith

    Subscribe: Spotify / Apple Podcasts / Stitcher

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    Van Lathan

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  • FIs Invest in AI for Customer Loyalty | Bank Automation News

    FIs Invest in AI for Customer Loyalty | Bank Automation News

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    Financial institutions are looking to their digital capabilities as customer retention becomes more dependent on technology and less on loyalty.

    “If we talk about millennials and Gen Zs of the world, they do not have a lot of loyalty inherent with their financial institution,” Rahul Kumar, general manager of financial services and insurance at cloud contact center Talkdesk, tells Bank Automation News in this episode of “The Buzz” podcast. “Banks have realized that in order for them to earn any sort of loyalty in these younger segments, they truly need to invest in technology.”

    Banks need to meet their clients wherever they are in their journey, Kumar said, noting that technology allows FIs to offer personalized experiences based on preferences. One client may prefer a chatbot while another may prefer a phone call.

    Banks can look to AI to create those personalized experiences, Kumar said. AI allows for a proactive approach to customer experience through predictive analytics.

    “AI offers a much broader opportunity to drive a lot of personalization, a lot of opportunity to predict the reason somebody’s reaching out to you and proactively offering them solutions and resolutions for that [reason],” he said.

    Listen as Kumar discusses how FIs can enhance customer retention through tech investment.

    The following is a transcript generated by AI technology that has been lightly edited but still contains errors.

    Whitney McDonald 0:01
    Hello and welcome to the buzz of bank automation news podcast. My name is Whitney McDonald and I’m the editor of bank automation news. Joining me today is general manager for financial services and insurance at Talkdesk, Rahul Kumar he is here to discuss how FIS can improve customer retention through tech spend, including the use of artificial intelligence to meet clients wherever they are.Rahul Kumar 0:23
    Thanks, Whitney. Glad to be part of the bank automation news podcast. Thank you for the invitation. I’m Raul Kumar. I am the general manager for financial services and insurance at talkdesk. So really tasked with driving our industry motions, Product Strategy go to market, as well as I’m responsible for managing and maintaining the strategic relationships with all our customers in the industry. Just a background about myself almost 15 years in the industry, primarily working with banks and credit unions, giving them the opportunity to leverage technology and innovation to drive business outcomes. So very familiar in this space very excited. I’m very passionate about you know, small to medium sized banks and credit unions truly realizing the potential of technology. From a top down perspective, talkdesk is a global globally recognized leader in the customer experience space, we offer a cloud native Contact Center as a service solution. Really purpose built to meet meet industry needs, that is one of the key differentiators of talkdesk. So not only do we have a contact center platform, we offer a contact center platform built for banking built for insurance built for healthcare and retail industries. We are in the midst of a cloud revolution when it comes to contact center. So we offer a truly cloud native omni channel AI infused platform that can really accelerate trying to value for our customers. So hope that gave you a bit of insight about myself and talk to us. And really, like I said very excited about this conversation today.Whitney McDonald 2:16
    Well, thank you again for joining us and we can get into the conversation now we’re going to be talking through customer experience customer loyalty and where technology fits into all of this would be great if you could first start by setting the scene and explaining explaining the current state of customer loyalty today.Rahul Kumar 2:38
    Sure, you know, in right now, banking, that is an interesting inflection point, especially with the macro economic conditions, some of the recent you know, large bank failures, banking, as an industry overall has a lot of scrutiny and eyes on it, but when it comes to customer loyalty, there is also an heightened need from for banks to prioritize customer retention. And there are a myriad of reasons for it, banks have realized and it has always been the case. But more so, now that every bank is looking at cutting costs, reducing costs, driving efficiencies, it is well known that the cost of acquiring a new customer is much higher, at least four to five times higher than the cost of retaining a customer. So in the in in that light, there’s a heightened need and you know, all banks have made customer loyalty and customer retention, a key part of the forward looking strategies, there is also enough research to suggest that customers at least in the US today, bank with three to four institutions, you know, when you when you think about that, banks have also realized that there is an opportunity to increase share of wallet just by focusing on their existing customer base and in driving revenue utilizing what they have, rather than what they can go after. They have also realized that the customer segmentation especially the younger segments, you know, if we talk about millennials, the Gen Z’s of the world, they they do not have a lot of loyalty inherent with their financial services institution. They are looking for ways where they can maximize the experience the you know, an institution that can meet their needs. So, banks have realized that it is, you know, in order for them to earn any sort of loyalty in these younger segments, they truly need to invest need to invest in technology need to invest in, you know, ways where they are positioning themselves as a desired partner, to these customers, and really also challenge the standard way that they have typically operated, which has primarily been a supplier of financial products and services, rather than truly offer these customers our partnership that ensures their financial wellness and financial well being. So those are some of the ways you know, I look at, you know, customer loyalty, the importance of it, and their invite investments in technology in is paramount for banks, as they’re looking or prioritizing customer retention and loyalty as a key part of their strategy.

    Whitney McDonald 6:04
    Let’s take those tech investments one step further, I’d love if you could share a little bit more about those digital capabilities and the role that they do play in getting customers to stay at a financial institution or pulling in whether it’s those younger millennials or Gen Z years, or any any customers, what technology really are those folks looking for?

    Rahul Kumar 6:30
    Yes, with me, I think, if you look at I always like to lead with a question. To everyone, where do you bank? And more? The the the most relevant answer that I get to that question is I bank on my phone? Everybody today? You know, most, most, I would say a majority of the population have shifted, you know, the relationship into the mobile device. So if you are in the mobile device, if you’re working, you know, if you’re interacting, engaging with your, with your banks, on the mobile device, it is paramount for banks and credit unions to realize it, realize that and make sure that the experience that they are offering to their customers is, is at par or is exceeding the experience that customers are getting from other providers, be it you know, everybody, sort of our customers today, say and compare if I can do something on Netflix, or I can do something on Amazon, why does my bank not allow me to do something like that? So yes, that is where investing in in mobile apps, investing in the digital capabilities sitting inside the mobile app, enabling feature sets, you know, giving customers the ability to not only look at information, but take action when when when they see something is off, right. So take action quickly. So when as an example, when you think about you, you know, as a customer, I go into my app, I see something that is a miss or is incorrect, I want my bank to be able to resolve that issue as quickly as possible. It and I can choose the channels that I want to use to engage with my bank to resolve that issue, I can reach out if I am a customer that likes chat, I should be able to chat if I’m a customer that likes to be on a call, I should be able to initiate a call directly from the mobile device. If I’m a customer that does not want to talk to a human agent, I you know I for for simple things I should be able to engage with, with a virtual agent and you know, or a bot and get the issue resolved. So, you know, the capabilities when you think about in terms of digital, that banks need to think about, they need to think about, you know, investing in platforms and solutions, that that can offer the customers a unified experience, irrespective of the channel that they are engaging in. So and ensure that the channels are not siloed. So what I mean by that is when the conversation may start as a chat, can transform into a voice call with with an agent, if it’s complex enough, can turn into a cobrowse session. You know, where the agent can can do that can offer that hand holding and on offer an elevated white glove experience. And banks need to be able to do all of that seamlessly while ensuring that the experience never breaks. So those would be some of the things when you think about digital and its impact on banking. It’s truly To help not only meet customer expectations, but truly offer a unified banking experience, irrespective of where the interaction starting or ending?

    Whitney McDonald 10:11
    No, no, you talk through the more omni channel experience meeting customers where they’re at. I don’t think that we can talk through financial services right now without bringing up AI, of course, can you discuss a little bit about the role that AI is also playing in all of this technology and customer loyalty? And where that fits into the puzzle?

    Rahul Kumar 10:33
    Yeah, absolutely. So when I look at AI, and you know, in terms in the context of banking, traditionally, AI has been looked at as a capability, yes, a technology capability. The focus that banks and credit unions have had is to leverage AI flecked interactions and other mechanism to drive more efficiency in, you know, accommodate for cost savings, when it comes to call deflections, could I deflect a call and save those costs, because obviously, sell services a cheaper channel of service, seven to eight times cheaper, at times. In so they’ve invested in in bots, they have invested in both on the chat bots or voice bots, you know, but I think one of the shortcomings of those investments that I have seen is that they’ve invested more into those capabilities as a standalone point solution, without really thinking through the overall experience that they want to offer their customers, what happens if the bot is not able to service the customer. So my challenge with, then the challenge that I sort of throw to banks and credit unions is how are you truly incorporating AI as a core part of your customer experience strategy, rather than just treating that as a technology capability, there is so much more that can be done with AI, the power that AI has to offer banks and credit unions is to move from a more reactive approach to customer service, to a more proactive approach to customer service, AI and machine learning has evolved to a point where you don’t really need the customer to tell you the reason they are reaching out to you, or you don’t really you should already be knowing and with the data you have about them, the reasons that they have called in the past, you should be able to predict, you know, why a customer might be reaching out to you. So I think, you know, investing in chatbots, and voice bots is, is, is perfectly fine. But I think AI offers a much broader opportunity to drive, a lot of personalization, a lot of opportunity to predict the reason somebody’s reaching out to you and proactively offering them solutions and resolutions for that. But then also utilizing AI, you know, on inside your organization’s empowering your employees with the information they need, you know, to drive a better experience for them. So, yeah, AI is important. You know, but it really needs to work in ways, you know, outside just being another technology capability that that you’ve invested in.

    Whitney McDonald 13:59
    Yeah, that all makes sense. And of course, having those predictive capabilities in place on that know of, of investing in these capabilities. How can a financial institution ensure that they are being strategic about these investments? I know that you talked through back end investments as well as customer state facing AI capabilities? How can you be sure that you’re investing in areas that are either going to offer ROI or retention or more efficiencies from from employees as well?

    Rahul Kumar 14:36
    Yeah, I think, great question. Whitney. I think the way we at talkdesk in general have been advising our customers is to really look at the value. You know, really look at the outcomes that you’re looking to achieve, you know, and then building out a strategy A both from a customer experience perspective, but also your technology strategy should be outcome driven. You know, a lot of times, we still, at times run into situations, where if organizations are not prioritizing, you know, the value, and the outcomes that they are looking to achieve through investment, they end up doing nothing. Like they, they spend a lot of time evaluating, you know, partners and vendors and capabilities, but because the outcomes are not defined, they end up sticking with what they have, because there’s no real quantification of the ROI that they can expect. So, you know, we might, you know, at least from my perspective, my two cents on this, as always lead with value, always define the business outcomes that you’re looking to achieve, and then start to connect capabilities, be it AI, be it omni channel, be it the cloud to as as a mechanism or enablers to help you achieve those business outcomes. So, each fundamental capability be a chatbot whether it influences your handle times, whether it influences you know, your cost of doing business, whether it influences you know, the or reduces your the cost of servicing your customer, or so, I think that’s the way I approach it, it technology investments cannot be looked at, in silos, without truly, you know, putting some real thought or know around the value each of those capabilities can help your organization achieve. So we, you know, sometimes especially when it comes to customer experience, we look at a look at it as a quadruple quadruple impact. How is the investment impacting your customer experience and the ease of doing business with you as an organization? How is the investment, looking to improve your employee experience? You know, you is the investment going to help you retain your employees and delight them and empower them with the tools and information they need to become much more productive and efficient. How is it improving the agility of your of your organization and to to proofing you. Future, basically future proofing your growth ambitions by offering you scalability and flexibility? And finally, what impact is it going to have in terms of accelerating time to value for you as an organization? How quickly can you start really realizing ROI? So I think that is that is the quadruple sort of value framework that I think organizations should start looking at, and then start to sort of creating their own business as well as technology strategies to achieve it.

    Whitney McDonald 18:25
    So we talked about investment strategy, we talked about the omni channel approach and the importance of of digital capabilities right now, wondering if you can give some insight into what technology customers are really gravitating toward right now. What are those top technologies that are pulling people into certain financial institutions?

    Rahul Kumar 18:47
    So I think one of the trends that we’re seeing is, customers accept expect a seamless, frictionless experience with their financial services institutions, there’s a you know, they are they get fully frustrated, when the experience is fragmented, if it is impersonal, and then the it leads to frustration for them when their issue sets are not resolved, as you know, quickly and efficiently. So customer expectation is, you know, meet me in the channels that I want to engage with you ensure that the experience remains consistent. Irrespective of the channel that I’m engaging with you. Make sure that you know you know who I am before you know, you are because I am trusting you with my finances. You should already know who I am without having me having to go through multiple hoops to even identify myself to you And then ensure that my my, my experience is is not only fast and seamless, but it is also secure. So if you look at some of those aspects that the customers are expecting, you start to tend to gravitate, gravitate towards, Hey, we should eliminate our investment in point solutions and prioritize investment in platforms, we should invest in platforms that help us achieve some of the things that we’re looking to do platforms that can give back and enable omni channel platforms that are infused with AI platforms that, that ensure data and privacy security, a platform that can mitigate fraud early and often in platforms that that can aggregate information from multiple places that drives efficiency and productivity in the way customers get serviced. So I think if you think about that, then some of the capabilities that truly come to mind is, you know, we spoke about omni channel, that’s a no brainer. We spoke about AI, but AI that is pragmatic. That is completely, you know, it could be voice bots, but Smart Voice bots, smart chat bots, that can truly understand industry terminology that can execute industry workflows, capabilities, such as voice biometrics as a better way to authenticate customers, you know, fraud tools that that do phone validations spoofing detection, to ensure that fraud is not entering into the banking ecosystem. And then, you know, Agent desktops that can aggregate information, and help agents deliver the best white glove experience possible, where they are more focused on delivering the customer experience without having to worry about the systems they need to work or look at to deliver the best experience possible. So all in all, you know, you know, I might have been biased when in terms of my response in terms of contact center, but truly investing in a modern customer experience platform that brings all of these capabilities together, and ensures the best experience possible for both customers as well as employees is what I think, you know, is going to be the future cloud based AI infused modern, flexible, scalable platforms. I think one of the things that the last thing that I’d like to say is banks, it is high time banks and credit unions realize that complacency and an approach to be a follower is not good enough. I think the you know, there is enough technology capabilities out there in the market that are, you know, partners and vendors that they can truly they should start truly evaluating today, rather than waiting and sitting in status quo, because it is truly an existential crisis for them. The customers continue to evolve their expectations continue to evolve. Good enough, is no longer a strategy that that I think banks and credit unions need to can afford to continue to follow. So it’s all about you know, investing today, future proofing, looking at the customers what their expectations are, and pivoting their strategies to truly address and delight customers, both from a product and services perspective, but also from an experience perspective. So that’s, that would be my final two cents on this topic.

    Whitney McDonald 24:11
    You’ve been listening to the buzz, a bank automation news podcast, please follow us on LinkedIn. And as a reminder, you can rate this podcast on your platform of choice. Thank you for your time and be sure to visit us at Bank automation news.com For more automation news,

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    Whitney McDonald

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  • How to Tell Your Bullying Client to Get Lost | Entrepreneur

    How to Tell Your Bullying Client to Get Lost | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    It’s late in the evening, and while watching a sports game, the news, a movie or spending time with the family, a client suddenly calls, demanding their full attention. They call repeatedly and send endless texts, emails and even voicemails. They want something done — now.

    Then they claim you are not paying full attention to them for their last-minute deadline. They question your teamwork and dedication as a ploy to get their way. They say: “Hey, are you not part of the team? When did you stop caring?”

    These are all ploys. Counterpoint: Why did they not call you during business hours if it was that important? This scenario and many like it are familiar to public relations firm owners.

    In fact, business owners of any kind will encounter the same narcissistic bullying tactics repeatedly. Bullies and narcissists aren’t just career obstacles; they permeate all walks of life. You’ll have met them as early as the schoolyard. And just like how acquiescing to a schoolyard bully’s every demand would do you no favors back then, it’s the wrong decision now. You have to stand up for yourself.

    Succumbing to clients’ unreasonable demands and tantrums is an easy mistake for business owners. After all, they have the money. And we’ve all heard the adage, “The customer is always right.” But taking a stand against narcissistic behavior will help your business in the long run. And the best part is you can tell them to back off — politely and professionally — to ensure that you keep their business while ditching the toxic power dynamics festered by meek surrender.

    Related: 3 Lessons a Toxic Client Taught Me About Entrepreneurship

    What to do when a client is too demanding at the last minute

    In a perfect world, there is a strong line of communication between yourself and the client from the get-go. Managing client expectations and establishing an agreed-upon project timeline is integral to an amicable relationship. But, no matter how clear you have been on what can and cannot be done, you will have an unreasonable client who is too demanding at the last minute. Bending to accommodate last-minute excessive demands will shift the relationship dynamics into an unsustainable place — they are presumably not your only client, and they will feel entitled to be treated as such if you are too accommodative. This will hurt your business in the long run.

    Instead, remain firm on your previously established boundaries. Don’t simply ignore the request; instead, listen to it and propose an alternative timeline. Gently remind them of the agreed-upon terms, and explain why their request will not work in the form in which it’s been proposed. Ensuring the client feels heard and establishing a workable timeline to fulfill their wants will go a long way in retaining their business.

    How to take back control when a client is bullying or manipulating you

    As tempting as it may be lose your cool with a bully client, confrontation and arguing will only exacerbate tensions and likely lead to losing their business altogether. But this doesn’t mean you can’t take control of the situation with a more measured response.

    To take control of the situation, you must remain laser-focused on the situation. A bully will likely cast aspersions and blame and pitch a fit involving all kinds of unpleasantries. Remain calm and cut through the noise. Focus on the business end of their concern and what they want. Ignore everything else.

    You will lose if you get into a mudslinging contest with a bully. They’ve got too much practice; they’ve been slinging mud since the schoolyard. You regain control by steering the conversation toward what they want and how you will achieve it.

    Related: Why Empathy Is One of the Most Overlooked Skills in Business

    Best approaches in collecting payments for invoices on time

    The best way to ensure payments are received in a timely manner is to communicate expectations at the start of the client-business relationship. Offer the client a personalized invoice schedule and follow up with polite reminders if they lag on payments.

    If the client fails to pay or escalates the situation, you may be forced to withhold services until a resolution is reached. A contract with terms and boundaries is a great place to start. Follow a uniform approach and stick to it. Also, include a termination clause in your contract, like a 30-day notice of termination.

    Related: 6 Strategies for Dealing With Unpaid Invoices That Get You Paid Sooner

    So, how do you really deal with unreasonable and even narcissistic clients?

    Narcissistic clients are a handful from day one. But other times, clients become unreasonable simply because they have lost track of the process and become overwhelmed. In either case, reminding them you are on their side is essential.

    Use inclusive words like “us” and “we” when addressing their concerns. Remind them you are all on the same team. Reply to their concerns promptly and develop a plan with action items to resolve their concerns. This doesn’t mean dropping everything and giving in. Stand your ground, stick to your principles and the terms of your agreement but remind them you are on their side and willing to take reasonable steps to address their concerns.

    The client is not always right, and there is a nice way to call them out on their behavior

    Whether the client is making unreasonable demands or being an outright bully, it’s important to let them know their behavior is unacceptable. While you may fear losing their business, their problematic behavior creates a toxic environment for you and your team. This ultimately hurts your reputation and business in the long run.

    Be specific about the inappropriate behaviors when it comes time to put your foot down. Many people defer to generalized and accusatory language in the heat of an argument. For example, an unconstructive reply may be, “you always make last-minute demands.” Instead, isolate and address exactly what happened in a specific instance and explain why this will not work.

    Related: Customers Are Not Always Right. They Are Just Never Wrong.

    Act like you don’t care: The best tips on dealing with bullies and narcissistic clients

    The temptation to argue with bullies will always be there, but it is unlikely to pay dividends. Act like you don’t care when a client like this throws a tantrum. Focus on actionable items to address their genuine business concerns. What’s good for them is good for you.

    Rather than argue, reflect your client’s words to them without vocalizing support for their point of view if it is unreasonable. Let them know they are heard. Don’t be afraid to put your foot down on toxic behavior. You can also spend time ignoring them all together for a few days, as playing silent with a narcissist or bully drives them crazy and drives your point home. It’s all about respect, right?

    Stand up for yourself no matter what and watch your business grow to new heights

    Be yourself, call people out, own conversations and projects and don’t wear your clients’ emotions. Sure, you may lose their business, but it’s better for your health and business operations in the long run. Stand your ground, and you will be richer on every level. Remember that when you call out bullies, you will gain a firm reputation, and most start-ups and businesses will admire this now and in the long run.

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    Paul Fitzgerald

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  • Unbelievable facts

    Unbelievable facts

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  • CoinFlip Secures Seed Funding to Enable Electronic Benefits and Points to Be Applied as Payments

    CoinFlip Secures Seed Funding to Enable Electronic Benefits and Points to Be Applied as Payments

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    Investors in the CoinFlip Benefits Payment Platform include Shoreline Venture Management, JetBlue Technology Ventures and Heads or Tails Investments

    Press Release
    –


    updated: Jun 14, 2018


    PALO ALTO, Calif., June 14, 2018 (Newswire.com)
    –
     CoinFlip Solutions Inc. (CoinFlip), an innovative benefits payment platform technology solution today announced it has secured seed funding, with participation from Shoreline Venture Management, JetBlue Technology Ventures, and Heads or Tails Investments. The technology startup partners with Loyalty Points and Rewards issuers, Health Plans, Membership Organizations, and Benefits Program Administrators to help enable the seamless conversion of program benefits to cash that can be spent at point of sale, resulting in increased spending power for consumers and new revenue for retailers.

    “We’ve covered all of the bases that provide 100 percent ubiquity for the shopper while removing redemption limitations for our partners that typically prevent national or global scale,” said Bill Catania, CEO, CoinFlip. “CoinFlip offers a ‘swiss army knife’ of options for how a shopper can pay with alternate currency at check-out or receive cash back directly via PayPal or Direct Deposit.”

    The loyalty landscape today is in transition. CoinFlip has created a solution which can bring everyday relevance to loyalty programs, unlocking value for both consumers and businesses.

    Bonny Simi, President, JetBlue Technology Ventures

    With over $100Bn in “unclaimed” points and rewards according to the latest brand loyalty reports and a growing investment by Health Care Plans and Federal and State Agencies to provide nutritional benefits and healthy eating incentives, CoinFlip is focused on providing a solution to navigate the ecosystem, including program management, workflow between funding partners and retailers, and “real-time” payment during check out.

    “We immediately saw the value in what CoinFlip was tackling. Unclaimed funds like points and miles are massive sources of potential spending for the consumer. With most businesses now feeling the pressure to have a loyalty program to stay competitive, the opportunity is getting even larger,” said Peter Craddock, Managing Director, Shoreline Venture Management. “The CoinFlip team convinced us that they had the experience and the tech chops to get it done.”

    CoinFlip’s technology applies funds in real-time during the check-out process through its integrations with leading point of sale systems and payment terminals, along with leveraging ISO 8583 payment standards and direct-to-consumer digital cash rebates. Its reporting platform then connects marketing activity through to redemption at store to support ongoing program optimization and give partners ‘one view’ of their shopper.

    “The loyalty landscape today is in transition. CoinFlip has created a solution which can bring everyday relevance to loyalty programs, unlocking value for both consumers and businesses,” said Bonny Simi, President, JetBlue Technology Ventures.

    CoinFlip deployed its pilot live to shoppers in June 2017, which saw joint projections exceeded by the halfway milestone. With newly-raised capital and the support of investors, CoinFlip is actively scaling its retail footprint and program nationally in 2018 across multiple retail channels including grocery, medicine, drug, convenience, big box, and eCommerce. 

    About CoinFlip

    CoinFlip is a cloud-based platform that enables electronic benefits and points to be applied as payments. CoinFlip offers retailers and partners a wide range of integration options, including direct point of sale, loyalty platform, payment terminal, receipt scan and use of the ISO 8583 payment standard. CoinFlip’s diverse integration capabilities allow its partners to reach a national footprint quickly, with the ability to deliver pay with points, restricted spend and savings programs to their membership base. For more information, please visit www.coinflipsolutions.com.

    About Shoreline Venture Management 

    Shoreline Venture Management invests in enterprise software and med-tech companies based in the Western U.S. and Canada. The company is primarily focused on seed and early-stage opportunities that address unmet needs in large markets and are capital efficient during proof of concept and again at scale. Shoreline remains actively engaged with their portfolio companies as they grow and leverage the decades of experience with the Shoreline Managing Directors, Venture Partners and Advisors to help them anticipate and rapidly address key problems and strategic opportunities. For more information, please visit www.shorelineventures.com.

    About JetBlue Technology Ventures

    JetBlue Technology Ventures invests in, incubates and partners with early-stage startups at the intersection of technology and travel to improve the entire travel experience. The company prioritizes investments that advance the customer-centric journey; technology-empowered customer service; the future of operations and maintenance; revenue management, sales & distribution; and new regional transport ecosystems. Founded in 2016, JetBlue Technology Ventures is a wholly-owned subsidiary of JetBlue (NASDAQ: JBLU) and is located in Silicon Valley, California. For more information, visit www.JetBlueVentures.com.

    About Heads or Tails Investments

    Heads or Tails Investments provides capital to early stage technology companies. Their investments center on companies with strong management teams whose technology provides the opportunity for rapid, diversified, and scalable growth. The team is comprised of successful entrepreneurs who draw upon real-world experience in helping advise our early stage portfolio companies.

    For CoinFlip:

    Sam Farnum or Bill Catania
    CoinFlip Solutions
    3150 Porter Dr.
    Palo Alto, CA 94304
    Tel: 650-251-4862
    Email: media@coinflipsolutions.com
    Website: www.coinflipsolutions.com  

    Source: CoinFlip Solutions Inc.

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  • INCENTCO Launches Student Housing Rewards Platform That Eliminates Gift Cards

    INCENTCO Launches Student Housing Rewards Platform That Eliminates Gift Cards

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    Press Release
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    updated: Jun 28, 2017


    Palm Beach Gardens, FL, June 28, 2017 (Newswire.com)
    –
    INCENTCO has launched an innovative rewards platform that eliminates reliance on physical gift cards for resident rewards. Targeted at student housing owners/operators and the conventional multi-family industry, this innovative platform enables owner/managers to issue rewards from a branded, cloud-based platform. Rewards are issued to residents online via their branded home page and can be redeemed instantly for whatever they want at the nation’s top online and big box retailers. Owner/managers can access reward and redemption data in real time via a dashboard along with a host of other performance-based reports. 

    “Physical gift cards are not only expensive but also require significant labor to administer,” says Gerry Wiatrowski, co-founder of INCENTCO. “With no controls, reporting or performance evaluation, using gift cards is arguably like throwing money away.”

    “Physical gift cards are not only expensive but also require significant labor to administer. With no controls, reporting or performance evaluation, using gift cards is arguably like throwing money away.”

    Gerry Wiatrowski, Co-founder of INCENTCO

    The INCENTCO platform offers a brand-ready experience for both program administrators and residents in a gamified user environment. Rewards are issued online in points or dollars and can be automated for bulk or individual rewarding, virtually eliminating additional labor associated with physical gift card program management.

    “Resident engagement is key in our platform which is not the case with gift cards. Typically while waiting for the gift card to arrive in the mail, residents forget why they got it in the first place or worse yet, call their manager to find out where it is. Our approach eliminates this scenario as residents are rewarded instantly and redeem their awards at any retailer, just like a typical consumer transaction. Residents love it,” says Wiatrowski.

    Programs can be implemented in 30 days and can scale anywhere from one property to large portfolios.

    For more information on INCENTCO real estate solutions, visit incentcoliving.com, or to speak with an executive from the company, please contact Bob Romine at 630-208-1020, or at rromine@rcromine.com. To learn more about INCENTCO™, please visit our corporate site at incentco.com.

    Source: INCENTCO

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