Trust is not merely a social nicety - it is infrastructure. Across decades of empirical research, economists and political scientists have converged on a striking finding: societies and individuals with higher levels of interpersonal trust consistently outperform their low-trust counterparts on nearly every measurable dimension of economic and institutional life.
He is not worthy of the presidency. He takes bribes blatantly. And now he's being a racist, blatantly. They were supposed to deport the dangerous criminals. They were not supposed to go after small children, storm schools, bring terror upon, you know, the little kids and the women and children, not just the immigrants in the school. All the children are scared.
Twenty years ago, as the top digital and innovation executive for Citi's credit card business, I led the team that spent months building what looked like a brilliant partnership. We'd found a startup with a disruptive payments platform-one that became the forerunner of what has become a new payment type used by millions of consumers today. The deal: strategic investment in exchange for access to the startup's codebase as a sandbox for innovation pilots. No more waiting in the legacy systems queue. Just rapid prototyping with leading-edge developers.
Behavioral economics applies economic modeling to resources other than money. Economic modeling is a way of tracking and predicting changes in the distribution of anything we value-the give and take, ebbs and flows, supplies and demands, cooperations and competitions over any limited resource that people desire. For example, attention. People want it. There's a limited supply. "Attentionomics" is big business these days, tracking the supply of and demand for attention.
In clinical speech therapy, we use strategic pauses throughout a session with a client. This is similar to resting between physical therapy exercises. When we are teaching people how to use their speech sounds or helping them increase their vocabulary, it's helpful to let the mind rest in between sets.
The principle of intellectual charity is fundamental to constructive political conversations. This principle states that, in any discussion, we should accept the best version of an opponent's ideas, not a distorted version or a "straw man." Exaggeration and distortion of opposing opinions (always present, to some degree, in political debates) have become the standard form of political argument in contemporary America.
United States President Donald Trump launched the Board of Peace on Thursday, saying it's one of the most consequential bodies ever created in the history of the world. This is all part of the agreement to reach a ceasefire in Gaza after more than two years of Israel's genocidal war on Palestinians in the territory. Trump said the board will work in partnership with the United Nations to address crises far beyond Gaza.
Research finds that relying on regulations to determine your policies and procedures can result in ethical blindspots, or situations where people might think if there is not a rule for something, that it's permissible. After years of shifting towards values and culture-based compliance, leadership might be heading the opposite direction.
No wonder it feels personal that this team rejects your efforts. It is personal; it's happening to you. But it's not about you. This team might have so much internal tension that they can't stand to be in a meeting together. Maybe they had a bad experience with your predecessor. They might think they know it all already and attending meetings is just wasting their time. Or it could really be as straightforward as what they've told you: Their working hours and training times are already used up.
1) "I'm not sure what you mean by that. Can you explain? This is my go-to response because it forces the other person to spell out their actual intention. Most passive-aggressive comments rely on plausible deniability. When you ask for clarification, you're essentially calling their bluff. The beauty of this phrase is that it's completely neutral because you're just asking a question. If they really meant nothing by it, they can clarify; if they were being passive-aggressive, they now have to either own it or backtrack.
I'm a woman, and I have been with my husband for 18 years. He is 22 years older than me. When we met, I was still recovering from a nasty divorce where my ex repeatedly cheated on me. After much thought, I rejected monogamy. My (now) husband was fine with having an open relationship. For the first 10 years, we had fun as swingers.
Relationships that matter will, at some point, require two people to sit across from each other and have a hard conversation. Disappointment, hurt, boundaries, power, change, or loss-no matter how emotionally challenging the topic, they're all non-negotiable subjects that need to be discussed in relationships. In a sense, they're a part of the regular relationship curriculum that people don't talk about.
What most leaders label as a content problem is actually a presence problem. Leaders often assume credibility rises and falls based on wording alone. In reality, credibility is shaped by executive presence, which reflects the signals leaders send about confidence, clarity, and authority before their ideas are fully heard.
