After years of struggling with the complexities of a merger that saw the combination of two major discount retailers a decade ago, Dollar Tree has decided to cut ties with Family Dollar.
The company has announced an agreement to divest its Family Dollar business to private equity firms Brigade Capital Management and Macellum Capital Management for $1 billion, a strategic move that aims to streamline operations and enhance focus on its core Dollar Tree segment.
Following the announcement, Dollar Tree’s shares surged nearly 7% in premarket trading on Wednesday.
The deal is part of the companys ongoing efforts to improve performance, with CEO Rick Dreiling emphasizing that the divestiture “enables us to better allocate capital and resources to support our long-term growth strategy.”
The transaction is expected to be completed later this year.
Writing on the wall
The 2015 merger of Dollar Tree and Family Dollar, initially viewed as a strategic move to expand market reach, ultimately highlighted the complexities of integrating large retail operations. The decision to divest Family Dollar reflects a reassessment of strategic priorities and a focus on core business operations.
During Q4 of fiscal 2023, the company announced that it had initiated a “comprehensive store portfolio optimization review.” This review focused on, among other things, identifying underperforming stores for closure.
Following Dollar Trees Q1 results for 2024, there were hints that the company might spin off Family Dollar to focus on its core business after it announced it would close about 600 Family Dollar stores in the first half of fiscal year 2024 and 370 more over a period of a few years as their lease terms expire.
Dollar Tree said in its earnings report on Wednesday that it closed 695 stores in fiscal 2024 as part of its review.
Dollar Tree has not yet responded to Fast Company‘s inquiry regarding whether additional store closures are now anticipated.
A new chapter
With Brigade and Macellum’s backing, Family Dollar is poised for future success, according to Mike Creedon, CEO of Dollar Tree, as the discount retailer transitions into a new phase of growth.
Under the experienced, dynamic leadership of Family Dollar President Jason Nordin, and with the financial support of Brigade and Macellum, Family Dollar will be well-positioned for growth as a private company, said Creedon in a statement. With the support of a dedicated team, Family Dollar will be able to strengthen its commitment to providing affordable and essential goods to customers so they can do more with less.
Fast Company also reached out to Brigade Capital Management to ask if it planned to make any additional reductions to Family Dollar’s physical footprint
The deadline to file your taxes is less than a month away, and if you’re doing them for the first time, you might be feeling added pressure.“It’s an incredibly daunting and stressful experience for many of them,” said Miklos Ringbauer, a certified public accountant based California.Planning ahead, doing your research and talking with experts can help first-time filers feel better about their taxes, Ringbauer said.The deadline to file your 2024 taxes is April 15. If you run out of time, you can file for an extension until Oct. 15. The extension is only to file your taxes, not to pay them. If you think you will owe taxes, you should pay an estimated amount before the deadline to avoid paying penalties and interest. If you expect to receive a refund, you will still get your money when you file your taxes.Here are some expert recommendations if you are filing taxes for the first time:
Gather your documents
The first step is to gather all the relevant documentation, said Eva Simpson, vice president of Member Value, Tax & Advisory Services for the American Institute of CPAs.“Tracking down documentation is key, especially if they may be in college and have correspondence sent to their parents house,” Simpson said.Ringbauer also recommends that you make a folder, either physical or electronic, with all of the documents you need so it’s easier to file your taxes.While the required documents might depend on your individual case, here is a general list of what everyone needs: Social Security number W-2 forms, if you are employed 1099-G, if you are unemployed 1099 forms, if you are self-employed Savings and investment records Any eligible deduction, such as educational expenses, medical bills, charitable donations, etc. Tax credits, such as child tax credit, retirement savings contributions credit, etc.
Talk to your parents
Many young adults are still receiving some financial help from their parents when they’re ready to file their taxes for the first time. It’s important that first-time filers communicate with their parents in case they are being claimed as dependents, Simpson said.“Being claimed as a dependent affects their standard deduction and eligibility for certain credits,” said Simpson.Having a conversation with your parents will prevent you from claiming tax credits that you might not qualify for if they claim you as a dependent. If your parents claim you as a dependent, you will add this information to your tax return.
Know about tax credits and deductions
Knowing if you are eligible for any tax credits and deductions is a crucial step when filing your taxes, Simpson said. Tax credits can lower the amount of taxes you owe or increase the amount of your refund. Some relevant tax credits for first-time filers include the American Opportunity tax credit and the Earned Income credit.When it comes to deductions, you can either opt for a standard deduction or itemize. Itemizing generally only makes sense if your itemized deductions add up to more than the current standard deduction of $14,600 for a single filer and $29,200 for a married couple.“In many cases, first-time filers won’t need to be itemizing their expenses,” said Simpson.Doing research or asking a professional for the types of deductions and tax credits you qualify for can save you money.
Include investments and gig economy income
If you freelance, work in rideshare or sell your clothes online in addition to your part- or full-time job, you must add this income to your tax returns, said Tim McGrath, a certified financial planner based in Chicago.Forgetting to add tax income from freelance work in your tax documents is a common mistake by young filers, Ringbauer said.Some gig workers receive 1099 forms from their employers while others don’t, but both must document their income and expenses so they can be added to their tax returns.
Know the resources available
Simpson recommends that first-time filers look into the multiple resources available to file taxes for free or at a low cost. One of the is the new Direct File program, which allows people in 25 states who have very simple W-2s to calculate and submit their returns directly to the IRS for free.Aside from Direct File, IRS offers free guided tax preparation that does the math for you. This is available for people who make $79,000 or less per year. If you have questions while working on your tax forms, the IRS also offers an interactive tax assistant tool that can provide answers based on your information.The AARP also offers a tax-aid locator where you can search for tax assistance near you.
Double check to avoid mistakes
Mistakes can happen to everybody, but deliberately ignoring income can have more consequences, Ringbauer said. In general, if you make a mistake our you’re missing something in your tax return, the IRS will audit you, which means they will ask you for more documentation.A common mistake is failing to declare a source of income such as gig work or selling products online, said Ringbauer. This, he said, should be taken very seriously.“One of the biggest challenges is not taking it seriously, not caring about the nuances,” Ringbauer said. “It has to be accurate and exact information whether you self prepare or you’re doing it with a professional, because life is exact.”If you need to correct an error in a tax return you already filed, you can file an amended return.
Keep your records
It’s always good practice to keep a record of your tax returns, just in case the IRS audits you for an item you reported years ago, Ringbauer said. The IRS recommends that you keep your documents for at least three years and up to seven depending on your situation.Ringbauer recommends that his clients keep records of their tax documents in a digital folder on a cloud platform of their choosing. Password-protecting your tax folders can also add an extra layer of protection against scammers.
The Associated Press receives support from Charles Schwab Foundation for educational and explanatory reporting to improve financial literacy. The independent foundation is separate from Charles Schwab and Co. Inc. The AP is solely responsible for its journalism.
Adriana Morga, Associated Press
Wind-driven wildfires that were among South Korea’s worst ever have ravaged the country’s southern regions, killing 24 people, destroying more than 200 structures, and forcing 27,000 residents to evacuate, officials said Wednesday.The death toll included a pilot who died after a helicopter crashed during efforts to contain a blaze in the southeastern town of Uiseong, one of the hardest-hit areas. The aircraft had no other crew members. Police said that most of the dead are those in their 60s and 70s.The National Fire Agency said at least 26 people sustained varying degrees of injuries.An ancient Buddhist temple, houses, factories, and vehicles were destroyed in the wildfires that have burned 43,330 acres (17,535 hectares), the government’s emergency response center said.In a televised address, South Korea’s acting President Han Duck-soo said the wildfires that began last Friday were worse than many previous ones.“Damages are snowballing,” Han said. “There are concerns that we’ll have wildfire damages that we’ve never experienced, so we have to concentrate all our capabilities to put out the wildfires in the rest of this week.”Han said crews struggled to extinguish the wildfires because strong winds swept the areas overnight. He also said about 4,650 firefighters, soldiers, and other personnel were working Wednesday with the help of about 130 helicopters, adding that “a small amount” of 5-10 millimeters (0.1-0.3 inches) of rain was expected Thursday.As of Wednesday evening, firefighters were tackling at least four active wildfires, including in the southeastern coastal town of Yeongdeok, which alerted residents of the nearest village to evacuate to an indoor gymnasium.Strong winds and smoke-filled skies forced authorities in the southeastern city of Andong to order evacuations in two villages, including Puncheon, home to the Hahoe folk villagea UNESCO World Heritage Site founded around the 14th15th century. Hikers were advised to leave the scenic Jiri Mountain, one of the country’s largest national parks, as another fire spread closer.Observers say the ongoing wildfires are the third biggest in South Korea’s history in terms of land burned. The largest fires were in Andong, the neighboring counties of Uiseong and Sancheong, and the city of Ulsan.On Tuesday, officials said firefighters had extinguished most of the flames from the largest wildfires in those areas, but wind and dry conditions allowed them to spread again.The blaze in Uiseong destroyed about 20 of the 30 buildings and structures at Gounsa, a temple said to be originally built in the 7th century. Among the burned structures were two state-designated “treasures”a pavilion-shaped building erected overlooking a stream in 1668, and a Joseon dynasty structure built in 1904 to mark the longevity of a king.Meanwhile, the Justice Ministry said it protectively removed 500 inmates from a detention center in Cheongsong, another southern town, but no damages were reported to the facility.The Korea Forest Service said it had raised its wildfire warning to the highest level nationwide, requiring local governments to assign more workers to emergency response, tighten entry restrictions for forests and parks, and recommend that military units withhold live-fire exercises.Among the dead were four firefighters and government workers who died in Sancheong on Saturday after being trapped by fast-moving flames driven by strong winds, according to officials.Government officials suspect human error caused several of the fires, possibly due to the use of fire while clearing overgrown grass in family tombs or sparks from welding work.
Kim Tong-Hyung and Hyung-Jin Kim, Associated Press
Activist and advocate Tarana Burke has spent 30 years raising awareness of sexual violence and working to eradicate it. Burke, who currently serves as the chief vision officer of the nonprofit organization Me Too Movement, coined the phrase “Me Too” in 2006 as a way show young women of color who had experienced sexual violence that they were not alone. The phrase took off as a hashtag on social media in 2017 in the wake of sexual assault allegations against Harvey Weinstein and other high-profile men. Since then, Burke’s organization has partnered with groups including &Rise, Black Women’s Blueprint, and Callisto to support survivors of sexual violence in more than 80 countries.
Burke spoke at the Fast Company Grill at South by Southwest about how advances in generative AI can lead to sexual violence, what the current political climate means for Me Too, and her organizations agenda for the next couple of years.
Earlier this month, former New York Governor Andrew Cuomo, who stepped down amid a barrage of sexual harassment allegations, announced that hes running for New York City mayor. We also have a president and members of his cabinet accused of sexual assault. How do you feel about this?
I’m a little angry. I just want us to do better and dream better and think bigger. There’s so many people who say that they care about this issue. The issue of sexual and gender-based violence is really at pandemic levels in this country. There are so many people who are like, I want this to end. What can we do about it? What you can do when things like this happen, is figure out where the line is and hold the line. We keep moving it and pushing it.
You have somebody like Cuomo, a governor who stepped down from his position. A governor who has both a Department of Justice investigation and an investigation by his own Attorney General into the allegations against him. If we actually want these things to stop, if we want to make an impact on the issue of sexual and gender-based violence, we cant say, Maybe we can take him even though I know that happened. Right there, when you say that, that is exactly where the issue dies.
What do you make of men like this being able to make a comeback?
I get asked about the bad actors all the time. When people harm other people, there should be a pathway for the person who caused harm to come back. Sexual violence happens on the spectrum. Accountability should happen on a spectrum. This is not just about throwing people away. What most of us haven’t witnessed is the thing that happens after the harm. Where is the accountability? Where is the person that comes back and says, I understand that this person was harmed and this is what I did to understand that better. This is how I’ve changed. We don’t see that. What we see is people who disappear for a while and then come back.
How should we treat survivors in this situation?
When a woman is just trying to save her own life, we still think about the man whose life is being ruined. That is fundamentally the problem. We have to fix that. We have to shift that so that there’s enough space for us to get what we need. We say “believe survivors” because we want survivors to have the respect and dignity of investigation. If you believe me, you won’t try to undermine me. You won’t ask me questions like, Why were you wearing this? Or what were you doing? You’re going to start from the premise that I’m telling the truth. And if you think somebody’s telling the truth, then you’re going to help them get the resources they need. Sometimes that’s an investigation and that helps everybody involved. If you’re the person being accused or you’re the person who has the accusation, everybody involved should be treated with respect and humanity. It’s not going to always be comfortable though. There’s a misconception that you deserve comfort, that we have to create a life where you’re never uncomfortable.
I just referenced some examples in politics and entertainment. Do you get frustrated that these industries get the bulk of media coverage and attention?
One of the biggest challenges, and probably the saddest part, of the viral moment around Me Too, is that it created so much attention around people who cause harm or people who have been accused of causing harm. I tell people this all the time. You had millions and millions of people around the world who raised their hand to say, This happened to me, too. But you wouldn’t know the hashtag, you wouldn’t know any of that, if it wasn’t for the celebrities and politicians. Then we immediately took our eyes off the survivors. And so it is harmful when the news cycle is only talking about the Me Too movement when some other person has been accused or to tell us that we’re dead again. We created the organization to be a container for the movement because we knew we couldn’t depend on mainstream media or politicians to do that.
Since the height of the Me Too movement in 2017when you were, along with other activists, Time‘s person of the yeardo you think weve seen a true cultural shift?
Sexual violence has a history that goes all the way back to the Bible. There’s no way that a hashtag was going to erase that. I think the leaps and bounds [of progress] that we’ve seen in the last seven years would’ve probably taken 20 years without that viral moment. That said, we still have a ways to go. Those front-page moments never last. But what has lasted is the policies that have been changed, the laws that have been changed, but also the way people think and talk about it. We have given the world language and a way to talk about sexual violence. We’ve given survivors a community. So there has been a cultural shift, but it hasn’t shifted enough. You’re talking about power structures that have existed for so long. Patriarchy is a structure that has existed for so long. So we’ve made a dent in that. Of course, the pendulum is going to try to swing back the other way. We would be foolish not to expect that. The difference is that when it swings back this time, we are coming with a different analysis. Twenty-one-year-olds grew up with the Me Too movement. They’re going into college now with a particular analysis around that. They have less shame about talking about things that have happened to them, and they’re really clear about what they will not allow to happen to them.
What kinds of trends are you seeing in the larger movement to combat sexual and gender-based violence?
Funding for sexual and gender-based violence is at an all-time low. We’ve actually seen in the last five years that several of the foundations that support this work have either closed or have closed their portfolios. That predates this administration. It’s something that has been happening globally. So it is very difficult to fund the work to end sexual and gender-based violence. We talk about this as something that’s not solvable, but this is a solvable issue. I often use the example of [former New York City Mayor] Mike Bloomberg. He decided about 25 years ago that he wanted to make America smoke-free. What he did was he invested more than $20 billion in making us smoke free. Now, if you light a cigarette anywhere, people are like, Oh my God, who’s smoking? Now, yes, people still smoke, but we had multiple interventions because of that investment. We had research that came out talking about secondhand smoke will kill you. We had legal interventions where the tobacco industry was sued. We had research intrventions and we had cultural interventions. Imagine if that was the kind of intervention we had around sexual and gender based violence where we had a curriculum in schools that taught children year over year about consent, not just one time in the 12th grade in front of a computer. Imagine if we had research that showed us the medical effects that sexual trauma has on people. So my point is, we need more funding across the board because this is a solvable issue.
#MeToo harnessed the power of social media to spread a message. Now, Xs algorithm has changed, and the social media landscape has become pretty toxic. Do you think its still a useful medium?
Just because the tool becomes weaponized, doesn’t take away its usefulness. It’s really about how we use it and the safety measures that we put in place. Tech has facilitated gender-based violence. There’s a new app where they can undress you based on a fully dressed picture. Character AI is another thing. There’s ways in which violence is being perpetuated through social media and online. It’s the new frontier.
How are you harnessing tech to further your organizations mission?
Were working on something that we call Digital Direct Service. When Me Too went viral, so many survivors were like, what can Me Too do for me? So we set up a database of resources. Those resources are deeply diversified. When I was doing this work with young Black girls in the South, I could never find resources that were specific to them. So when we built this resource database, we wanted to make sure you could filter to find yourself.
You can be a disabled trans veteran and a survivor. You can put all of these things into our website. You can say, this happened to me in college, this happened to me as a child. And you can find what you need specifically. The other thing we have is our Pride and Joy Survivors Sanctuary. It’s an online healing platform and it’s free. We have a variety of videos from as short as five minutes to as long as 30 minutes.
What else is on your organizations agenda in the next year or two?
The other way we focus our attention is engaging survivors from a place of power. People often engage survivors of sexual and gender-based violence from a place of pity. But survivors are the most powerful people that you can encounter. We’ve already come through the worst of the worst and landed on the other side. I’m really excited about the idea of building a constituency. Imagine us voting along the lines of our survivorship. And there’s millions of us as a voting bloc. I’m really interested in how we take that trauma, how we take those experiences, and turn them into power for people.
Then the third thing is our global work. We’re called Me Too International because it’s a global movement. We have a network in Latin America, the Caribbean, Africa, and in some parts of Europe. A large part of it is from 134 [partner] organizations across 70 countries. We come into those conversations not from a place of US imperialism. We come to it saying, listen, what’s happening here is also happening in America.
A number of big-name tech companies have announced or are said to be planning layoffs this month, in continuation of a trend we saw in February. March 2025s most prominent tech layoffs include those from Jack Dorsey’s fintech company Block, online meal kit company HelloFresh, server maker Hewlett Packard Enterprise (HPE), social media giant TikTok, and retailer Wayfairs technology division. Heres what you need to know.
Jack Dorsey’s Block lays off over 900 workers
Twitter founder Jack Dorseys latest company, Block, has announced that it will cut 931 jobs. Block owns the popular fintech app and platforms Cash App and Square. The 931 laid-off workers represent about 8% of Blocks workforce.
Block made the announcement internally in an email Dorsey sent to Block staff. That email was later leaked to TechCrunch. In the email, Dorsey was very specific about why Block was cutting the chosen workers, citing three reasons:
eliminating employees that are part of teams that are off strategy”
eliminating those who have a below or trending toward a below performance rating”
and in order to flatten Blocks organizational hierarchy.
Dorsey revealed the exact numbers being cut for each of the three reasons. Strategy cuts totaled 391 people, performance cuts totaled 460 people, and hierarchy cuts totaled 80 managers. Dorsey also announced Block was closing many of its 748 open roles at the company.
Were behind in our actions, and thats not fair to the individuals who work here or the company. When we know, we should move, and there hasnt been enough movement, Dorsey said in the email. We need to move to help us meet and stay ahead of the transformational moment our industry is in.
Block declined Fast Company’s request for comment.
HelloFresh axes 273 jobs in Texas
Online meal kit company HelloFresh has revealed that it is set to eliminate nearly 300 positions at a facility in Texas, reported GroceryDive. The layoff plans were made public because the company was required to file a Worker Adjustment and Retraining Notification (WARN) in the state. WARN notices are required in some states when a company plans mass layoffs. They are intended to give workers and the local community advanced notice.
According to HelloFreshs WARN notice, 273 workers at its Grand Prairie, Texas, distribution center will lose their jobs on May 13. In an email to GroceryDive, HelloFresh confirmed the layoffs, which are being made because the company is consolidating its operations in the state to its Irving, Texas, location.
As the meal kit market normalizes, we are now focused on diversifying our product offerings and driving profitable growth by optimizing our operational footprint, a company spokesperson said in the email. As a result, we have made the difficult decision to consolidate our operations in Texas.
Hewlett Packard Enterprise cuts 2,500 jobs
In what is the largest known tech mass layoff in March, server maker Hewlett Packard Enterprise (HPE) announced during its recent earnings report that it would cut 2,500 jobs.
As noted by CNBC, Hewlett Packard Enterprise said it is seeking to achieve $350 million in gross savings by fiscal 2027. Part of those savings will come from the 2,500 job cuts, which are expected over the next 18 months. That equates to about 5% of Hewlett Packard Enterprises workforce.
Despite its name, its important to note that Hewlett Packard Enterprise is a separate, distinct company from consumer computer maker Hewlett Packard (HP). HPE separated from HP nearly a decade ago. However, its worth pointing out that HPEs March job cuts follow HPs job cuts last month. In February, consumer computer maker Hewlett-Packard announced it would be cutting 2,000 workers.
TikTok could cut 300 jobs in Ireland
Social media giant TikTok is another tech company that might see job cuts. However, these cuts are limited to its operations in Ireland.
As reported by Irelands public broadcaster, Raidió Teilifís Éireann (RTÉ), the countrys minister for enterprise, tourism and employment said it was his understanding that TikTok will cut around 300 jobs at its Dublin headquarters.
The job cuts will reportedly happen in April. TikTok is said to employ almost 3,000 individuals at its Dublin headquarters, meaning the job cuts will impact about 10% of its workforce there.
We’ve reached out to TikTok for comment.
Wayfair Inc. to cut around 340 technology team members
Home goods e-commerce giant Wayfair revealed in a Form 8-K filing with the U.S. Securities and Exchange Commission (SEC) on March 7 that it is initiating a workforce reduction. According to the filing, Wayfair will let go approximately 340 members of the companys Technology team.
These changes reflect efforts to reshape, streamline and refocus the Companys Technology organization after completing significant modernization and replatforming milestones, Wayfair wrote in its 8-K.
Wayfair says that it employs more than 12,000 people across North America and Europe.
Tech layoffs reach nearly 25,000 in 2025 so far
With the layoffs above, as well as others through the month of March, total layoffs for the tech industry since the year began currently stand at 24,313, according to data compiled by tech layoffs tracking site Layoffs.fyi. The site says that so far in 2025, 90 companies have announced tech-related layoffs.
To put the nearly 25,000 figure into more perspective, in all of 2024, Layoffs.fyi says there were just over 152,000 tech layoffs. And in all of 2023, there were over 264,000.
Being a perfectionist is like playing a rigged carnival game. Its presented as easy and within reach when its actually impossible and unattainable. People who are expected by others, or expect themselves, to be perfect are trapped in a nonsensical world where normal and difficult are confused with perfect and easy. Unable to achieve perfection, they’re bombarded with messages that they’re not thinking, feeling, or performing normally:
Everyone else manages to keep their house in order while working full-time and raising kids.
No one else has to work this hard just to get by.
None of the other moms have a hard time getting up with their kids in the morning.
Of course, we’re all shackled by perfectionism to some extent. Those last three statements were pulled from my own perfectionistic self-talk. In a world of carefully crafted profiles and photoshopped everything, developing an accurate sense of “normal” is an uphill battle. The constant distortion makes equalizing critical.
Equalizing shows someone that their reaction makes complete sense given their circumstances and how humans naturally respond. It’s essentially saying, If I was in your shoes, I would do or feel the same. It not only validates people’s reactions but also recalibrates their expectations.
My client, a physician I’ll call Lou, once came to session with a familiar problem: He couldn’t keep up with emails at his new job and he was struggling to complete his patients’ notes on time, partly because of the email overload. No problem, I thought. We discussed ways to streamline his documentation process and came up with a plan for him to speak with the director if all else failed. Well, all else failed, including his conversation with the director, who my judgmental mind desperately wanted to be cast as Cruella de Vil.
No, she told him, Lou could not get staff assistance in responding to patient emails; yes, all patient emails needed to be addressed by end of day; no, he could not get weekly admin time to attend to these tasks as is customary in most hospitals and could make up missed work on his own time. The director didn’t validate any of Lou’s concerns and instead seemed to suggest that he should get with the program. Still, the demands seemed unreasonable. How were any of the other doctors staying afloat? Lou didn’t know. The director wasn’t beloved by any means, but no one else was complaining about the expectations or workflow.
“Maybe it’s the OCD,” he said after months of not being able to make it home in time to put his kids to bed. Lou had a history of obsessive-compulsive disorder, which manifested in excessive checking. When we started working together, he would check to see if the oven was off, then recheck to ensure it was off, then recheck just to be positive, then . . . you get the point. At work, he used to compulsively go over orders and prescriptions he’d submitted, driven by the anxiety that he’d made a mistake. But that was all in the past. Lou responded positively to treatment and had been symptom-free for years.
“Are you checking again?” I asked. He didn’t think so but was starting to doubt himself. I reminded him of the unrelenting anxiety and obsessive thoughts that drove his compulsions. He admitted that the mafia goons were noticeably absent. But if it wasn’t the OCD, what was it? Lou’s situation was growing increasingly Kafkaesque. He began looking for other jobs.
Then one day his director was gone. Fired or quit, Lou wasn’t sure which. There was a new director, and the first thing she did was to ask the doctors for anonymous feedback about their needs and pain points. Then she scheduled a meeting with them, which focused primarily on acknowledging the concerns everyone had raised about managing emails. It turns out Lou wasn’t an outlier after all. He was part of a silent majority. His burnout and hopelessness weren’t abnormal reactions to reasonable demands; they were normal responses to unrealistic expectations. Even though the new director didn’t have any immediate solutions to the email problem, Lou abandoned his job search. He no longer felt overwhelmed with hopelessness and self-doubt; his oxygen mask was firmly in place.
Perfectionism thrives in isolation, where we can’t see that others struggle too with the same impossible standards. Equalizing brings these hidden struggles into the light, normalizing our very understandable responses to unrealistic demands.
Adapted with permission from Validation by Caroline Fleck, published by Avery, an imprint of Penguin Publishing Group, a division of Penguin Random House, LLC. Copyright 2025 by Caroline Fleck.
Building trust and forming meaningful relationships within teams can be a daunting task for leaders, especially when time is limited. Through our research, we identified a streamlined approach that Generatorsthe type of leader that people want to work for, known for creating strong, collaborative environmentsuse to foster relationships quickly. We call it the SWIFT process, an acronym that guides leaders in cultivating meaningful connections.
The SWIFT process entails:
Setting aside time for relationship-building sprints
Welcoming others warmly
Intentionally inquiring about others lives
Following up with thoughtful questions
Taking time to self-reflect for improvement
By incorporating these steps, leaders can build stronger connections with their teams, reduce misunderstandings, and create an environment where collaboration thrives.
Why the SWIFT process matters
Building trust isnt just a leadership buzzwordits foundational to productivity and job satisfaction. Reflect on your first week at a new job. The uncertainty about whether your boss would judge your questions or understand your values likely made you cautious about opening up. Now, imagine if your leader had proactively spent time with you, shared about themselves, and sought to understand your perspective. That effort would have made you feel more confident and secure, enabling you to ramp up more quickly in your role.
This proactive approach to relationship-building isnt merely about nicetiesit has a tangible impact on performance. Employees who feel a sense of psychological safety are not only more comfortable asking questions but also more inclined to share their ideas and collaborate effectively.
Reducing misconceptions
One of the most immediate benefits of the SWIFT process is its ability to mitigate misconceptions. People naturally make quick judgments based on limited information, often influenced by stereotypes. While these cognitive shortcuts can be helpful for categorizing objects (like recognizing a chair, even if it looks unfamiliar), they are far less effectiveand often harmfulwhen applied to people.
Consider this: A team member might unconsciously associate you with a previous boss who resembled you physically or had a similar demeanor. These snap judgments, fueled by a lack of individuating information, can distort perceptions of trustworthiness and intent.
The SWIFT process addresses this by promoting deeper interactions early on. Sharing your intentions, values, and actions allows team members to see you as an individual rather than a stereotype. Similarly, by getting to know your team, you can suspend your own biases, fostering an atmosphere of mutual respect and understanding.
Reducing miscommunication
The SWIFT process also tackles a common leadership challenge: miscommunication. This issue is particularly pronounced in global and remote teams, where nonverbal cues are often absent. For example, have you ever received an email that came across as curt or confusing, only to later realize the senders tone or intent was different than what you assumed?
By taking the time to understand your colleagues communication styles, you can better interpret their messages and help align their tone with their intentions. This preemptive investment in relationship-building pays dividends by reducing misunderstandings and enabling smoother collaboration.
Strengthening norms and minimizing conflict
Stronger relationships also help prevent conflicts caused by perceived norm violations. When team members know and trust each other, they are more likely to give one another the benefit of the doubt. For instance, if someone misses a deadline, a colleague who understands their usual reliability is more likely to assume an extenuating circumstance rather than laziness or carelessness.
Teams that invest in relationship-building create a culture of open communication and mutual support. This leads to constructive conversations about misunderstandings rather than divisive conflicts.
The science of quick connections
The good news is that building trust doesnt have to be a slow, arduous process. Research by Oliver Schilke and Laura Huang demonstrates that even brief, intentional conversations can significantly improve judgments of trustworthiness.
Their experiments showed that participants who engaged in a short verbal exchangewhether over the phone or in personwere better able to assess their partners intentions and behavior during trust-based tasks. The key lies in the exchange of perspectives: even minimal interaction helps individuals see situations through anothers eyes.
This insight underscores the value of incorporating the SWIFT process into leadership practices. By dedicating even small amounts of time to meaningful conversations, leaders can foster trust, understanding, and collaboration more quickly than they might expect.
Actionable steps to implement SWIFT
The SWIFT process isnt just a theoretical frameworkits a practical tool that leaders can apply immediately. Heres how to bring it to life:
Set relationship-building goals: Block time in your calendar for regular check-ins with team members, especially those new to the team.
Create a warm welcome: Begin each interaction with a genuine smile, a kind word, or a gesture that shows you value the persons presence.
Ask intentional questions: Go beyond surface-level inquiries. For instance, instead of asking, Hows work? try, Whats been most exciting or challenging for you recently?
Follow up thoughtfully: Demonstrate that you listened by referencing previous conversations. For example, if a colleague mentioned a hobby or family event, ask how it went.
Reflect and improve: After each interaction, consider what went well and what could be enhanced. Did you make the other person feel heard and valued? Are there ways you can deepen the connection next time?
Why SWIFT leadership works
Building relationships swiftly isnt just a nice-to-have skillits a critical component of effective leadership. By investing time in understanding your team and sharing about yourself, you foster an environment where trust can thrive.
The benefits are clear: Employees who trust their leaders are more engaged, productive, and willing to collaborate. Teams with strong relationships experience fewer misunderstandings and conflicts. And leaders who embrace the SWIFT process position themselves as approachable, empathetic, and capable of driving their teams toward success.
Whether youre managing a team of two or 200, the SWIFT process is your roadmap to building trust, minimizing conflict, and cultivating a culture of connection. As you apply these steps, youll not only strengthen your teams dynamics but also unlock their full potential.
Adapted with permission from the publisher, Wiley, from Leading for Wellness by Patricia Grabarek and Katina Sawyer. Copyright 2025 by Patricia Grabarek and Katina Sawyer. All rights reserved. This book is available wherever books and eBooks are sold.
When I asked Alicia Graf Mack, dean and director of The Julliard Schools Dance Division, to recall a moment that felt like a manifestation of her vision, she shared a recent Zoom conversation she had with seven Julliard seniors. Theyre touring with dance companies and joined from around the world to share stories about their first performances.
As a former principal dancer, Graf Mack understands her students journeys. She joined Julliard in 2018 with a bold vision to modernize dance education. As Julliard President Damian Woetzel captured: on a macro level, what she is doing is influencing the very future of dance in the world.
Id love to see a field that is so diverse that we don’t have to put any labels on the artists themselves, she says. Id love to see a world where leadership is rooted in the same values that our school is: equity, diversity, inclusion, belonging, and creative enterprise.
There is no one way to define what excellence is, she adds. I wish for all of our dancers to have a stage for their unique voices and lives.
Alicia Graf Mack [Photo: Gregory Costanzo]
Graf Macks vision will be brought to life at Julliards annual Spring Dances program March 26 to 29, where students will perform works by distinguished choreographers Jose Limón, William Forsythe, and Aszure Barton.
On the surface, Graf Macks journey may appear like the perfect full circle story. This July, she will return to Alvin Ailey Theatre, where she was a principal dancer, as their new artistic director. Still, her path is defined by resilience. She retired three times due to an autoimmune disease and returned to the stage twice. Today, she is devoted to guiding the next generation of artists.
Here, she discusses how to evolve your purpose, cultivate a beginners mindset, and sustain creative energy.
This interview has been edited for length and clarity.
In your Harpers Bazaar interview with Jon Batiste, he shared that the company mindset is really the antithesis of art, which is a superpower thats most potent when individuals are most like themselves and empowered in their being. As a teacher, what does it look like to empower people in their being?
Im lucky that being in this position, I have the chance to see so much talent, then hand select the incredible artists who we want to help to cultivate further. I always look for something intangible in the personsomething you can’t pinpoint or describe why youre drawn to their artistry or talent. When you have a rich cohort of different peopledifferent backgrounds, body shapes, and intereststhat room will be so much richer and more vibrant, because no one is trying to fulfill a cookie cutter image of what a professional dancer should be or look like.
I’m hopeful that, with the young people in the dance division, but also throughout the school, that we are cultivating leadership of the next generation of professional artists in the field. The idea of creating the world that you hope to see lives at the forefront of what we do at Juilliard and the people who are here.
I’ve had a very atypical journey for a ballerina who is a Black woman and stands over six feet tall in pointe shoesall of that was to be barriers in my life. But, those differences are what made me stand out. I would love to be able to pass on that torch of inclusion that I experienced at Dance Theatre of Harlem under Arthur Mitchell and Alvin Ailey under Judith Jamison and Robert Battle.
To be able to be an authentic person makes such a difference in your artistry once you join a company, because then youre part of an institution. But, you’re honored for who you are, as opposed to having to prove every day who you are. That allows the dancers to fly, because when you come to an educational institution and you’re asked to be vulnerable and learn new things, it’s very hard to do so when youre not seen as the right person for the work.
Lets talk about resilience. You shared a poignant moment after a doctors appointment that implied that your career might be over: You were on the subway and sat under Dance Theatre of Harlems 30th anniversary poster with you in the center. Looking back, what would you have told yourself then?
I would say: There’s no way through it, but through it. There was no way around the devastation that I felt when I knew that part of me or that chapter of my life was closed. My dad was with me that day and to have him there was really meaningful. It was like: You can hit rock bottom. But, your rock bottom still has your people there.
In your conversation with Wendy Whelan, associate artistic director of New York City Ballet, you shared that the life experience you had during your retirements helped you give yourself to the work. What does it mean to give yourself to the work?
It wasn’t until I gained maturity in life and life experiencewhat it feels like to be at your bottom and also know the high of highsthat I could bring that to my storytelling. Essentially, thats what we do as dancers. We tell stories, either literal stories as embodied characters or we try to emulate music or feelings. In everything, we try to reflect the world in which we live and upon universal experiences that will affect an audience as they’re watching.
As a young person, I trained all dayafter school, all night, and all weekend. Then, I became a professional dancer. I didn’t have any real-life experiences to draw upon when I was dancing. Coming back, I was a much more mature artist. I had less fear about impressing an audience or dance critic. It all fell to the wayside after I returned, because I knew that my time was not promised on stage. I took advantage of every moment and tried to run full force into it.
[Photo: Rachel Papo]
You often describe dance as living in the movement and express that dance isnt just about technique. How do you help dancers understand that theyre a vessel for creativity and guide them to dance from that place?
The great dancers are able to transcend technique. Thats where they live in their artistry. They are more than the steps. Anybody can learn a step. But, it is a special gift to be able to express.
I’m hearing the words of Judith Jamison because I’ve been watching so many old videos. [Jamison passed away a few days prior to our conversation]. She would say this all the time: You must speak truth through your art. That’s what we do as artists. When you see an artist who has unlocked that great sense of vulnerability and responsibility to the craft, you will recognize them right away on stage.
What is essential to sustain that creative energy and level of performance?
Theres a very important mode of daily practice that dancers must have. We are constantly putting our body through the paces. So, when it’s time to perform, it becomes second nature. You’re not thinking about steps.
Also, its about staying curious about the work; that keeps everything so alive. It allows seasoned dancers to maintain a beginner’s mindset, so that every day you step into the studio you’re like: What can I learn? What is something that I can approach with a new or fresh perspective today?
I can only talk about my own experiences. But, with Alvin Ailey, we would perform Revelations hundreds of times in a given year. You have to keep asking yourself: What experiences can I draw on today to bring forth through this work? What is happening in our world and culture that I can tap into to express pain, joy, or hope? Its a meditation on how to refresh the work every day and remind ourselves why it’s so important.
You highlighted that while the path requires intentional sacrifice, you can walk it with joy. How do you stay connected to joy amidst the rigor?
You have to hold onto the why of what you’re doing. I always had the sense that not every day is going to be like Christmas. But, you’re going to have those moments when you realize that you arrived. That keeps you going to step onto another plateauto continue to want to strive for more.
What I do isn’t life saving. But, I do feel that my work has a real purpose; that allows clarity. I have a feeling that I know what I’ve been put on this Earth to do. I try to live that purpose as much as I can.
Letting go of a struggling employee or deciding to coach them is one of the toughest calls a leader has to make. Its rarely a black-and-white decision, and the stakes are highnot just for the individual but for the whole team and company.
Every leader faces this dilemma multiple times in their career, and making a fair, timely decision isnt always easy. Thats why I created the CORVETT frameworka simple, structured set of questions designed to cut through the noise and help leaders make these tough calls with clarity and intention. Instead of reacting emotionally or making hasty decisions, this approach ensures consistency and fairness.
I also teach this framework in my course at Stanford Graduate School of Business, where students tackle some of the biggest challenges in scaling companies.
Breaking down the CORVETT framework
The CORVETT framework is a guide to help leaders evaluate whether an employee can be successfully coached or whether its time to let them go. Heres how it works:
Ask yourself the following set of questions. If you can say “yes” to most of these, its a signal to invest in coaching someone. If not, it is likely the right time to part ways.
C Contrition: Does the person recognize that what theyve done (or not done) is a problem and are they willing to change? People who dont acknowledge an issue are unlikely to commit to improvement. Without this foundation, coaching simply wont work.
O Ownership: Will they take responsibility for owning their performance? Even if they need support, which is often the case, its important that the person feels a sense of ownership for their development path.
R Repetition: Have they been able to address this issue before? Or are they stuck in a cycle of repeating the same mistakes or bad behavior? Persistent patterns often indicate deeper challenges in learning or adaptability.
V Values: Do their core values align with those of the team and company? While skills can be coached, values are deeply ingrained. A misalignment here is often a sign that the partnership isnt sustainable.
E Expectations: Did I, as a leader, set clear and measurable expectations? Have I given them the tools and support they need to succeed? Sometimes the failure isnt on the employeeits on us as leaders. Setting crystal-clear expectations is critical, and if you havent done this yet, its time to reset.
T Talents: Does this role align with their natural strengths and talents? Sometimes, its not about performance; its about fit. Reassigning someone to a role that better matches their abilities can often transform a struggling employee into a star performer.
T Timing: Can this wait, or is immediate action required? Some situations demand urgent results, leaving little room for extended coaching timelines. Other times, patience can yield tremendous long-term benefits.
Again, if you can confidently say yes to most of these questions, its likely worth investing in coaching. If not, it is probably time to let the employee go.
If “cut,” avoid procrastination
One of the most common mistakes leaders make is delaying tough decisions. Many hold out hope that things will improve on their own, or avoid confrontation because it feels uncomfortable. However, procrastination benefits no one. It delays the individuals growth or transition and often causes ripple effects that impact the entire team.
Timely, intentional decisions are in everyones best interest. Employees deserve clarity about their future, and teams need colleagues who can meet a high bar and leaders who address challenges head-on.
If “coach,” think broadly about solutions
If your decision is to coach an employee to deliver stronger performance, first make sure you start with the E in CORVETT, and set crystal-clear expectations for what success will look like in the process. The worst thing a leader can do is keep someone onboard and not give them clear direction about how to improve. Take the time to express exactly how you will measure whether they pass the bar for performance.
If you decide to invest in coaching an employee, think beyond traditional approaches to accelerate their growth and impact. While direct coaching or hiring an executive coach are good options, they often take significant time and/or funds that not every company will have available.
Today companies of all sizes are also scaling coaching through AI tools for their employees, like aRTi, the personalized AI leadership coach we offer at Rising Team. These tools provide 24/7, ongoing guidance and can complement any other coaching they receive. Theyre an efficient way to give employees personalized support and actionable insights exactly when they need it.
By offering these kinds of resources, you can help employees grow faster, make more informed decisions, and deliver strong performance, both for those that need coaching, and for your existing strong performers, too.
Try using CORVETT For self-reflection
The CORVETT framework isnt just for managers. It can also be a valuable tool for individual contributors looking to assess their own performance and alignment. Ask yourself:
Am I taking ownership of my development?
Have I sought clarity on expectations from my manager?
Does my role align with my natural strengths and values?
By reflecting on these questions, employees can identify areas for improvement and take proactive steps to ensure their own success.
Make confident, fair leadership decisions
The CORVETT framework offers a practical, unbiased guide to one of the toughest decisions leaders face: whether to coach someone or let them go. When those first doubts ariseCan this person improve? Should they stay?pause and turn to this framework. Resist acting on emotion or delaying the decision; instead, use CORVETT to lead with clarity and consistency.
With the right tools, you can confidently navigate these decisions, strengthen your team, and foster a strong culture of accountability and growth.
Want more housing market stories from Lance Lamberts ResiClub in your inbox? Subscribe to the ResiClub newsletter.
Zillow economists have an economic model called the Zillow Market Heat Index, designed to assess the competitiveness of housing markets nationwide. This model evaluates factors like home price fluctuations, inventory levels, days on market, and buyer demand to produce a score that indicates whether a market is hot (benefiting sellers) or cool (benefiting buyers).
A higher score indicates a hotter metro-level housing market where sellers have more power. A lower score indicates a colder metro-level housing market where buyers have more power.
According to Zillow, a score of 70 or above indicates a “strong sellers market,” and a score from 55 to 69 is a “sellers market.” A score from 44 to 55 would be a “neutral market.” Finally, a score from 28 to 44 indicates a “buyers market,” while 27 or below is a “strong buyers market.”
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Nationally, Zillow rates the U.S. housing market at 54 in its February 2025 reading, published in March 2025, which suggests a “neutral market.”
Among the 250 largest metro area housing markets, these are the 10 hottest markets, where sellers have the most power:
Rochester, NY: 169
Buffalo, NY: 113
San Jose, CA: 112
San Francisco, CA: 105
Syracuse, NY: 99
Hartford, CT: 95
Ann Arbor, MI: 90
Boston, MA: 89
Bridgeport, CT: 89
Seattle, WA: 86
And these are the 10 coldest markets, where buyers have the most power:
Jackson, TN: 9
Gulfport, MS: 18
Macon, GA: 23
Daphne, AL: 25
Brownsville, TX: 26
Beaumont, TX: 26
Longview, TX: 26
Naples, FL: 28
Punta Gorda, FL: 30
Panama City, FL: 30
Directionally, I believe Zillow has correctly identified many regional housing markets where buyers have gained the most powerparticularly around the Gulfas well as markets where sellers have maintained (relatively speaking) somewhat of a grip, including large portions of the Northeast and Midwest.
Based on my personal housing analysis, I consider Southwest Florida the weakest/softest chunk of the U.S. housing market, followed by Texas markets around Austin and San Antonio.
What did this Zillow analysis look like back in spring 2022 at the climax of the pandemic housing boom? Below is Zillows February 2022 readingpublished in March 2022.
