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Amid the ongoing evolution of digital privacy laws, one California proposal is drawing heightened attention from legal scholars, technologists, and privacy advocates. Assembly Bill 1355, while narrower in scope than landmark legislation like 2018s California Consumer Privacy Act (CCPA)which established sweeping rights for consumers to know, delete, and opt out of the sale of their personal informationcould become a pivotal effort to rein in the unchecked collection and use of personal geolocation data. The premise of the bill (which is currently undergoing analysis within the appropriations committee) is straightforward yet bold in the American legal landscape: Companies must obtain clear, opt-in consent before collecting or sharing users precise location data. They must also disclose exactly what data they gather, why they gather it, and who receives it. At a glance, this seems like a logical privacy upgrade. But beneath the surface, it questions the very structure of an industry built on the quiet extraction and monetization of personal information. Were really trying to help regulate the use of your geolocation data, says the bills author, Democratic Assemblymember Chris Ward, who represents Californias 78th district, which covers parts of San Diego and surrounding areas. You should not be able to sell, rent, trade, or lease anybodys location information to third parties, because nobody signed up for that. Among types of personal information, location data is especially sensitive. It reveals where people live, work, worship, protest, and seek medical care. It can expose routines, relationships, and vulnerabilities. As stories continue to surface about apps selling location data to brokers, government workers, and even bounty hunters, the conversation has expanded. What was once a debate about privacy has increasingly become a concern over how the exposure of this data infringes upon fundamental civil liberties. Geolocation is very revealing, says Justin Brookman, the director of technology policy at Consumer Reports, which supported the legislation. It tells a lot about you, and it also can be a public safety issue if it gets into the wrong persons hands. For advocates of the new legislation, the concern goes beyond permission screens. Its about control. When location data is collected silently and traded without oversight, people lose agency over how they move through the worldand whos watching. A power imbalance at the heart of location tracking To understand the urgency behind proposals like AB 1355, look at how current data practices operate. The core issue isnt merely that companies collect informationits how relentlessly and opaquely they do so, often without real accountability. Consent, when obtained, is typically buried in lengthy and confusing policies. Meanwhile, data brokers operate with minimal regulation, assembling detailed behavioral profiles that may influence credit decisions, hiring, and insurance rates. Most people have little knowledge of who holds their data or how it’s used. For example, a fitness app might collect location data to track your exercise routes, but then sell that information to a data broker who assembles a profile for targeted advertising. This same information, in the wrong hands, could also be used to stalk an individual, track their movements, or even determine their political affiliations. A lot of people don’t have the luxury to know that they should opt out or that they need to know how to find out how to opt out, Ward says. Equally troubling, Ward argues, is who benefits. The companies collecting and selling this data are driven by profit, not transparency. As scholar Shoshana Zuboff has argued, surveillance capitalism doesnt thrive because users want personalized ads. It thrives because opting out is hard, if people even realize theyve been opted in. AB 1355 proposes a shift: Consent to collect and share data must be given proactively, not retracted reactively. Rather than requiring users to hunt through settings, the burden would fall on companies to ask first. That rebalances the relationship between individuals and data collectors in a way that could set new norms beyond California. Its designed to take a lot of the burden off of consumers, so they dont have to worry about micromanaging their privacy, Brookman says. Instead, they can just trust that when geolocation is shared, its being used for the reason they gaveif they agreed to it in the first place. Industry groups, unsurprisingly, have raised concerns about operational impacts and innovation costs. In particular, critics warn that the burden on businesses could stifle innovation, particularly in sectors reliant on data-driven services. The California Chamber of Commerce wrote in an opposition letter that was shared with Fast Company that AB 1355 would create “confusion in operability for businesses” and impose costly new compliance burdens. “Changing the rules has real economic cost to businesses and consumers,” the letter states. “Constantly doing so without adequate justification or need is irresponsible at best.” A state bill with national stakes The bill is part of a larger trend among states moving to fill the federal vacuum on privacy regulation. Since the CCPAs passage, several statesincluding Virginia, Colorado, Connecticut, Utah, and Texashave enacted their own data privacy laws. These measures vary in scope and strength, forming a state-by-state patchwork that complicates compliance but signals widespread concern. While most of these laws are general-purpose, a handfulsuch as recent efforts in Maryland and Massachusettshave begun to zero in on specific risks like geolocation tracking, mirroring some of AB 1355s core protections. Broadly speaking, Californias evolving legal framework, from the CCPA to its 2020 update via the California Privacy Rights Act (which expanded privacy protections in part by establishing the California Privacy Protection Agency) and now AB 1355, often sets informal national standards. Many companies adopt Californias rules across the board simply to streamline operations. That precedent-setting role isnt lost on Ward. I would hope that this could be model language that others could be able to adopt as well, he says. But location data adds urgency. In the wake of the Supreme Courts decision in Dobbs v. Jackson Womens Health Organization in 2022, digital trails have taen on new weight. GPS data near abortion clinics or health apps tracking reproductive health are no longer abstract riskstheyre flashpoints in the national conversation about privacy, autonomy, and the role of technology in our most personal decisions.
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Only one in four U.S. employees strongly agree that their organization cares about their overall well-being, with stark implications. Gallup reports that high employee well-being leads to improved performance, fewer sick days, and lower rates of burnout and turnover. When your employees well-being suffers, so does your organizations bottom line, the group noted. At one time we may have thought that workplace well-being was separate from personal well-being. But now with digital overload, remote work, and a blurring of lines between work and home, it is a critical area for addressing how we feel about life in general. So how can organizations make mental health a real, lasting priority in the workplace? Here, experts offer eight strategies. 1. Speak up from the top and lead with experience As leaders, the most important role you can play in creating a mentally healthy workforce is to tackle stigma by having conversations in the workplace around mental well-being, says Zoe Sinclair, founder of the workplace mental well-being consultancy This Can Happen. Sinclair suggests leaders share their own lived experienceslike periods of stress or burnoutthrough internal company blogs, panels, or team meetings, to normalize mental health conversations. Leaders have the power to create change directly from the top down. Ensure that youre consistent in your approach and that mental health is regularly a part of your conversations in the workplace, she adds. This will truly help to tackle the taboo. 2. Call out toxicity and dont let it fester Reinvention coach and Uncaged author Katia Vlachos argues that one of the most overlooked contributors to mental distress at work is unchecked toxic behavior. One of the most powerful things a leader can do to support mental health at work is to name the dysfunction, and actively protect their people from it, she says. Vlachos has seen firsthand how unspoken dysfunction, from subtle gaslighting to exclusion, can erode trust and well-being. To foster a mentally healthy workplace, she says, leaders must have the awareness and courage to say, This [toxic behavior] is not okay. And I wont allow it on my watch. Protecting mental health means protecting peoples dignity, she adds. To do that, she says, its important to create clear, safe channels for employees to speak upwithout fear of facing retaliation or of being dismissed as difficult. When people feel safe to be themselves at work, they dont just survive; they thrive. And so do their organizations. 3. Rewire workplace conversations Most workplace conversations start with problems (for example: We’ve missed our targets for the second quarter), say David Pullan and Sarah Jane McKechnie, leadership experts and the authors of The DNA of Engagement: A Story-Based Approach to Building Trust and Influencing Change. But this approach triggers our brains’ defense mechanism. A small shift in the structure of how we communicate can significantly improve psychological safety, and that can be done via Pullan and McKechnies DNA model: Dream-Nightmare-Action. This method starts with leaders acknowledging the Dream (a teams aspirations), then addressing the Nightmare (challenges), and finally moving to Action (the solution). This sequence creates psychological safety because people feel understood before they feel challenged, the authors add. Collaborative conversations lead to engaged teams co-authoring innovative solutions. Its practical neuroscience: connection before correction. 4. Use Generative AI to remove the emotion from employee feedback AI is more often associated with productivity gains than emotional well-being, but Michael Wade and Amit Joshi, professors at the International Institute for Management Development (IMD) and authors of GAIN: Demystifying GenAI for office and home, argue otherwise. We believe that organizations and leaders can also leverage this technology to strengthen psychological safety within organizationswhen implemented thoughtfully, they say. They propose a GenAI-powered “anonymous feedback system,” a way of collecting, analyzing, and acting upon data or feedback from employees. Advanced AI systems can collect employee feedback while completely disconnecting it from identifying information, they explain. These tools can then analyze patterns to identify systemic workplace issues. Rather than simply passing along potentially charged emotional language that might trigger defensive responses from leadership, AI can reframe feedback into actionable, solution-oriented recommendations while preserving the substance of concerns, Wade and Joshi say. They add that for discussions involving sensitive workplace issues, AI-mediated communication channels can help establish psychological distance that enables more open and honest conversation. 5. Make accommodations, even if theyre small, for people who think differently Alex Partridge, neurodiversity advocate, founder of LADBible, and author of Now It All Makes Sense, knows from experience how conventional workplaces often ignore neurodiverse employees needs: Being neurodiverse and trying to fit in isnt always easy. For some people, the office can be a difficult place to focus and a sensory nightmare, Partridge says. Seemingly simple accommodationslike remote work where possible and setting meeting agendas ahead of timecan be transformative, he says. There are many times I have sat in meetings and been unable to think clearly enough to contribute, he adds. Time and time again, the outcome of the meeting was decided by the loudest and most confident voices, but often the best ideas were trapped inside anxious minds. Partridge recommends forward planning to help all employees get the best from meetings. All the information to be presented in the meeting should be sent to attendees via email, and then everyone has a deadline24 hours works wellto put forward their solutions and ideas. Small accommodations in the workplace can make a huge difference, and theyre something that all neurodiverse employees are entitled to.” 6. Redefine productivity and model it from the top Leaders need torethink busy-ness as a byword for productivity, which has a knock-on effect across teams, says Philip Atkinson, organizational coach and author of Bee Wise: 12 Leadership Lessons From a Busy Beehive. Ask someone how they are, and the answer is often, Good, thanks. Busy. Weve bought into the idea that being constantly busy is success. He points out that speed often leads to poor decisions and chronic fatiguewe might be ticking things off for a dopamine hit, but may be acting before we think. Were always on, always available. Its become a badge of honor. Instead, Atkinson suggests leaders prioritize what really matters. Our competitive advantage, in the age of AI, doesn’t come from doing more but thinking harder. Instead of a to-do list, lets try making a to-dont list.’ 7. Respect your peoples work-life boundaries Every time you email someone a quick question at 10 p.m., youre effectively saying that personal boundaries are optional, says Nik Kinley, leadership coach and author of The Power Trap: How Leadership Changes People, and What To Do About It. He warns leaders to think carefully about after-hours communication, because what starts as a convenience or habit becomes a silent expectation. People need time away to recharge their batteries and be fully productive. So, lead by example and cut the off-hour emails,” he adds. “Schedule all but the most urgent to be sent early the next day. If you see others sending nonurgent emails out of hours, ask them to schedule them, too. Publicly lay down the ground rules. This isnt just about mental health, Kinley says. Its about people sustaining high productivity and performance levels through extended periods of pressure. 8. Prioritize human connection Leaders under commercial pressure often seek out quick solutions and focus relentlessly on results, says Josephine McGrail, wellness coach and author of The Morning Miracle, Messages of Love, and Fall in Love With You. What people truly need is human connection: a place to speak and be heard, not judged, not fixed. We need to remember our human element in the workplace, she says. According to McGrail, outdated management practices and paradigms such as Dont let down your guard are part of the problem, and are actually unsustainable in the long term. People thrive when they feel includedlike they matter and their input matters. Fear and anxiety at work arise when we feel a deep sense of isolation and cant relate to each other. Therefore, your team needs to see you present authentically as a leader, she says. McGrail suggests leaders not only visibly celebrate big wins but also speak honestly about how they deal with disappointment and stress. By prioritizing human connection, leaders can better motivate and inspire their teams, she says.
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I was mid-text argument with my colleague John when I caught myself, again, hovering over the “send” button, rewriting the same defensive message for the third time. It was about politics. But frankly, the content didnt matter. What mattered was how my nervous system was lighting up like a pinball machine. I wasnt responding. I was reacting. So I stopped. I paused the conversation, switched from text to voice note, and eventually asked if we could meet in person so that I could show up in a way that honors him. That single decision, to press pause, completely changed the tone and outcome of the conversation. By meeting in person, John and I demonstrated that we both really cared about each other, and we ended up not only resolving the disagreement but also learning more about each others upbringings and communication styles. Research done on international conflict suggests that taking repeated breaks from conflict can improve the odds of reaching an agreement. I call this the “strategic pause.” A PAUSE IS NOT A SHUTDOWN During my disagreement with John, I realized that I was operating from Superior Self Justin. In other words, I was approaching the conversation by thinking that I was better than him and, as a result, my words and tone were dehumanizing. I teach leaders to recognize the three selves that show up during conflict: Superior Self: Im right and youre wrong. Inferior Self: Im wrong and I always mess this up. Equal Self: Were both humans here. Lets work this out together. Most shutdowns happen when were stuck in Superior or Inferior mode. We lash out or retreat. But a pause from Equal Self sounds like: “I noticed this conversation is starting to feel unproductive. Id like to take a break so I can come back with more clarity and respect.” This is different from disappearing. Its about signaling your intent to return (not escape) and taking responsibility for how you want to show up, even when you cant control how the other person will respond. THE 90-SECOND RULE The brain isnt wired to have a rational conversation in a heightened emotional state. When the amygdala, the brains fear center, is triggered, it hijacks your ability to think clearly. Thats where the 90-second rule comes in. Neuroscientist Jill Bolte Taylor, PhD, found it takes just 90 seconds for the initial surge of stress hormones to clear from the body (if you dont re-trigger them by rehashing the moment). But heres the caveat: 90 seconds might not be enough. Especially if the issue touches a core value or past trauma, or youre entering the conversation already emotionally depleted. Sometimes it can take 10 minutes. Sometimes its hours, days, or even weeks. APPLY THE STRATEGIC PAUSE IN REAL TIME I will be honest. When my amygdala hijacks my rational brain, I dont always catch myself in time to practice the strategic pause. The term “amygdala hijack,” introduced by psychologist Daniel Goleman, PhD, describes situations in which the amygdala overrides the rational prefrontal cortex, leading to impulsive reactions. Luckily, our brain’s neuroplasticity allows it to adapt and change in response to experiences and practices. Engaging in regular emotional regulation strategies, such as mindfulness and illeism, can strengthen the neural pathways associated with the prefrontal cortex, enhancing our capacity for self-control and emotional awareness. If you recognize that youre in a dysregulated state in time (its okay if you dont; were only human), the next step is asking for a break. To effectively communicate that you want a break, avoid accusatory statements such as: You are making me feel triggered and angry, so we need to take a break. Instead, use I statements. For example: Im feeling overwhelmed and want to pause so I can come back with more respect and intention. WHAT YOU DO DURING THE BREAK MATTERS THE MOST A strategic pause only works if you use it well. Ive seen people step away, then spend the entire time stewing in righteous anger, rehearsing comebacks, or screenshotting texts for third-party validation. Thats not a reset; its an escalation.During my disagreement with John, I asked myself: What would Equal Self Justin do? Equal Self Justin would want to know how the conversation could go better. He would listen more, and ask John about his story, upbringing, and value system. A powerful tool for regulating and accessing our Equal Self is illeism. This is the practice of talking to yourself in the third person. For instance: Why is Justin so upset? instead of Why am I upset? This creates just enough cognitive distance to reengage the rational brain. Strategic pauses arent a cure-all. You may still get stonewalled, the other person may escalate, or they might refuse to reengage. Unfortunately, you cannot control the outcome. But when you return as your Equal Selfwho is clear, respectful, and regulatedyou give the conversation its best chance to move forward constructively.
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