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Five years ago, we werent so divided as a business community on supporting a broad range of initiatives. However, since January, many U.S. companies have rolled back their DEI programs, including Chipotle, Comcast, Disney, GE, GM, Google, Intel, and Pepsi. Other companies, such as Nike and JPMorganChase are delaying the publication of their impact reports. Even an industry tentpole event, like the Cannes Lions International Festival of Creativity, this year was largely mum on DEI, when just three years ago it was the topic du jour. Reasonings ranged from legal challenges and internal pushback to economic factors and political scrutiny from the Trump administration. In the past, there was an unspoken policy that most businesses dont get politicala sentiment I dont disagree with. But the hard truth is the modern workforce is aware of whats going on in the world, and they see acquiescence or silence as being complicit. Some consumers have expressed their dissatisfaction through boycotts that have impacted major retailers such as Target, which saw a drop in sales and stock prices following its DEI rollback. Beyond the economic repercussions, companies need to realize that these sudden about-faces lead to uncertainty for their stakeholders. Instead of changing their values during times of chaos, companies need to stand true to their clarity of mission, culture, and communication. Clarity of missionstay true to your North Star At a time when organizations are being attacked from any side, companies must define what they stand for. Every ship must have a rudder and a course for a successful voyage. Thats even more important in a stormand make no mistake, we are in a storm. Its easy to get lost in balance sheets from quarter to quarterparticularly when budgets get tight. But organizations need to zoom out in terms of their business timeline. Administrations are temporary, but the goal is to court customers for life. Take Apple for example. The company has maintained its commitment that business should be a force for good by focusing on innovation, collaboration, and serving others. We believe that business, at its best, serves the public good, empowers people around the world, and binds us together as never before, said Apple CEO Tim Cook. Rather than shying away from various initiatives, Apple uses a portion of its investor relations page to highlight its work on education, accessibility, DEI, and the environment. And Apples investors agree with the companys course. Despite pressure from a conservative think tank, Apple shareholders in February rejected a proposal to eliminate the companys DEI program. It can be prudent to update methods or change tact, but companies should not change their destination or values. Cook conceded that as the legal landscape evolves, Apple may need to change some policies to comply, but the companys North Star of dignity and respect for everyone would remain. Every companys North Star is a little different, but consumers are watching for it. Clarity of cultureempower your employees and consumers The clearest way to keep your company aligned on values is maintaining its distinct culture; an organizations culture is one of the key experiential outcomes of its stated mission. While some companies are pulling back their DEI activities for fear of government or political retaliation, I would argue that customer and stakeholder sentiment is more impactful in the long run. For certain companies, like Ben & Jerrys, their customers are clear in supporting DEI initiatives. Other companies, like AB inBev pulled back its activities after the backlash and boycott following Bud Lights marketing partnership with transgender influencer Dylan Mulvaney. More recently, we see companies such as Delta Airlines maintaining their DEI policies, not just because of customers, but because of their talent and business pipeline. The company has always maintained that its inclusive policies have led to business growth, talent retention, and customer loyalty. Deltas website includes updated employment demographics and showcases the work it does to nurture aviators from underrepresented groups. In response to political backlash, Delta doubled down earlier this year, maintaining its steadfast support of its DEI efforts. The company highlights the importance of a company reflecting the backgrounds of the people it servesbecause businesses dont just operate in America or in red states or blue states. And business results underscore that distinction. Companies with higher DEI rates are more likely to outperform their competitors in profitability. Clarity of communicationtalk the talk while walking the walk Through all this turbulence and uncertainty, its integral to business success for companies collaborate with their staff and communicate with their customers. Organizations must ensure that what theyre doing is aligned not just with their corporate values, but community values too. Any misalignment must be addressed. And dont be subtle about it. Pick a lane and definitely communicate what youre doing. A clear, bold message leaves no room for misinterpretation and projects a necessary confidence in your business values and goals. Despite not having a corporate public relations team, Costco has been the most vocal example of clear stakeholder communication about its values. Costco maintained the price on its iconic $1.50 hot dog despite inflation causing prices to rise. The move firmly protected the wholesale retailers consumer culture and made customers feel like the company had their back. In January, Costco went viral on social media as the counterpoint to Target when it maintained its DEI policies. And once again, the results prove clearly communicating company values to customers translates to business wins. In addition to maintaining the support of shareholders who dont want the company to bend to activist investors, Costcos sales have continued to climb through the first half of 2025. Justin Tobin is founder and president of Gather.
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E-Commerce
I was born and raised in Israel, but my love affair with America began in my early teens when I would wear faded jeans and plaid flannel shirts and play country music on my silver Sony Walkman. One track I always loved listening to was Waylon Jennings and Willie Nelsons twangy rendition of Mamas, Dont Let Your Babies Grow Up to Be Cowboysa song that captures the loneliness of being a cowboy as well as the challenges that lifestyle poses for their loved ones. Little did I know the longing the song stirred in my adolescent heart would resonate with me decades later: Its depiction of the brutal, lonely life of a cowboy mirrored my own experience as a founder. When listening to the song, I sometimes replace the word cowboy with founder and smile to myself. Try itits fun! The entrepreneurial life Just as we mythologize the cowboy on horseback riding into the sunset, people tend to glamorize the entrepreneurial life. The truth is the entrepreneurial journey is not about popping champagne and riding around in limos and having everyone enthusiastically back your big ideas. In reality, it is a high-stress, low-sleep, and often unenjoyable life. Whenever anybody asks me if they should take the leap and start a company, my first response is an emphatic, No! or as Jennings and Nelson liked to sing, Let them be lawyers and doctors and such. There are a hundred reasons to stay far, far away from entrepreneurship, particularly if you want a stable, reliable, fulfilling careerbut I would start with loneliness. Like the song says, founders are never at home and always alone, even with someone they love. This is hard on entrepreneurs but equally so on the people who love and live with them. Launching a business is a full-time pre-occupation. It is never just businessit is personal, and all-consuming. You bring your bad work days and the accompanying stress home because your venture is part of you, not something you slip off like an overcoat when you walk in the door. Bottom line: You will be miserable and you will make the people closest to you miserable as well! Ninety percent of startups fail. Of the 10% that dont disappear, precious few are wildly successful. These are not attractive odds for a sane personand the price you and your loved ones will pay is huge. Its an extreme sport So why do I do it? Like the song says: Hes not wronghes just different! I cannot help it: I am, apparently, a cowboy! Im also the son of two entrepreneurs, so maybe its in my blood. I need the adrenaline rush, the chase and sense of risk, the creativity and the total 200% immersion into something I love. Being an entrepreneur is an extreme sportthe most painful, scary, exhilarating ride imaginable. I feed on the nonstop challenge, the thrill of investing and innovating, the relentless stretching to the near-breaking point. I thrive when collaborating with the incredible people on my team, my investors, and clients to create something meaningful, transformational, and near impossible. Being a founder is my road to self-actualization, and that is in itself the incomparable reward at the end of the rainbow. So, if like me, you cannot help yourself and are going to take the plunge into entrepreneurship despite your better judgment, a few words of advice Prepare for the loneliness, and if you can, build a support system. Seek out other founders who have been in the same place of terror-excitement-isolation-immersion so at least there will be someone in the world who sees you and understands. Surround yourself with people who will keep you honest. Be kind and show love and gratitude to your loved ones. Your choices and lifestyle, as well as your physical and emotional absence will be hard enough for your family and friends to deal with. Remember the people you love are probably experiencing a lot of the stress that youre experiencing, without meaningfully participating in the thrill part. Be communicative. Before you become serious with anyone, be very clear that you are not a person with a job: Your job is who you are, and that will likely never change. Ensure that your kids, partner, and friends know its not them! Its just that you cant turn off that part of your brain when youre having dinner, playing tennis, or getting into bed at night. Though you may be easy to love youre also harder to holdan elusiveness that doesnt work for everyone. I will say that seeing my father, and then my mother launch and successfully run their businesses opened my eyes to the possibility that I, too, could carve my own pathand I like to think I modeled that for my kids as well. Its not all bad having a founder in the family after all. Sending love to my fellow entrepreneurs, and empathy to their loved ones. Gil Mandelzis is the founder and CEO of Capitolis.
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E-Commerce
At the Exceptional Women Alliance (EWA), we empower high-level women to mentor one another, encouraging personal and professional fulfillment through meaningful connections. This month I am delighted to introduce Mary Knobler, a retired managing director in the finance sector. Mary was a senior fellow in the Advanced Leadership Initiative at Harvard and holds a masters degree in negotiation and conflict resolution from Columbia University. Mary shares her insights on how professionals can design work that reflects their values, strengths, and aspirations Q: Thats a bold promise. How does someone start? Mary Knobler: Career alignment begins with better self-inquiry. High performers often ignore quiet discomfort because they fear appearing ungrateful or disloyal. But ignoring misalignment costs companies in innovation and retention. Ask yourself these foundational questions: – What values must a workplace reflect to feel worthy of your energy?– What conditions allow your full engagement and flow?– Which dealbreakers should you never tolerate again?The most successful professionals dont just chase opportunitythey evaluate it against what matters most to them. Writing is an effective tool for uncovering values and purpose. Putting thoughts on paper helps turn vague unease into grounded strategy. Then we can begin to align our work with our inner compass, and thats where true momentum begins. Q: What common traps stop people from designing better-fit roles? Knobler: One trap is mistaking busyness for progress. High performers often remain in roles that no longer fit, simply because daily demands leave no space for reflection. Many professionals are rewarded for endurance, not alignment. But being good at hard things doesnt mean staying in situations that no longer fit. A clear frameworkone that names must-haves, growth goals, and non-negotiableshelps people shift from reacting to designing. Thats when work starts to feel more authentic, energizing, and sustainable. Q: How can leaders foster this clarity for teams? Knobler: Psychological safety is the hidden catalyst. Teams that trust each other are more likely to speak up when a role no longer fitsand proactively redesign work before burnout hits. Simple, well-timed questions to your team members goes a long way:– What part of your job energizes you most right now?– Whats something youd be excited to grow into over the next six months?– Where are we unintentionally asking too much of you?These check-ins support retention, surface leadership potential, and reduce the silent disengagement that often precedes departure. Q: What practical tool makes this real? Knobler: A simple three-column exercise works at every level:1. Must-haves: conditions necessary for focus, trust, and satisfaction2. Nice-to-haves: preferences that enhance performance and morale3. Dealbreakers: red lines that drain energy or violate valuesThis isnt a wishlist. Its a professional boundary map. For example, a seasoned executive may list autonomy in decision making as a must-have, and toxic competitiveness as a dealbreaker. Once clarified, these patterns guide negotiations, job searches, and even internal redesigns.This tool is especially powerful during transitions such as promotions, new leadership, organizational shifts, because it reinforces what matters most before making big decisions. Q: What mindset shift supports this practice? Knobler: Silence is strategic. Many fast-moving executives underestimate the value of quiet time. A brief daily pausewhether through meditation, breathwork, or a quiet walkhelps leaders respond rather than react. This practice builds discernment, clarity, and steady judgment. Pausing to check in with one’s values is not a delay; its preparation. Stillness sharpens decision making, especially in high-stakes conversations and negotiations. When personal alignment meets professional vision, confidence becomes quieter, more groundedand carries more influence. Q: How does this approach help with self-advocacy and negotiation? Knobler: Those who clarify what they need are more confident in voicing it. Self-advocacy isnt about asking for moreits about asking for better alignment. When someone knows their core strengths and conditions for success, negotiation becomes a collaborative act, not a confrontation. For example, reframing a promotion conversation around the kind of work that brings out my best often yields more support than defensively voicing dissatisfaction. Teams appreciate clarity, especially when its grounded in self-awareness and tied to shared outcomes. Q: What should every ambitious professional remember today? Knobler: High achievers often accept roles by default instead of by design. But the strongest careers grow when professionals regularly ask:– What matters most now?– Does this role still match that?– Where have I outgrown the work Im doing?Work that aligns with current values and strengths supports longevity and resilience, both for individuals and their organizations. The goal isnt perfection. The goal is fit, and fit is dynamic. Regular reflection helps people evolve their careers with intention instead of inertia. When work is grounded in purpose, it fuels energy, strengthens confidence, and opens doors to meaningful growth. By asking the right questions and honoring what matters most, people can build careers that are fulfilling and successful.Larraine Segil is founder, chair, and CEO of The Exceptional Women Alliance.
Category:
E-Commerce
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