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What do you envision when you think of meekness? You probably see a mousy doormat, someone sheepishly acquiescing to the will of the stronger. When Jesus says, Blessed are the meek, for they shall inherit the earth, you might think that those wimps will hand it over without a whimper or word of objection to stronger, more ambitious people. The philosopher Friedrich Nietzsche called meekness craven baseness. Indeed, one of the Oxford English Dictionarys definitions is inclined to submit tamely to oppression or injury, easily imposed upon or cowed, timid. Meekness, then, is a weakness. Why would you ever want to be meek? The same goes for docility, often characterized as a near neighbor of meekness. We can get a feel for its usage these days from the Corpus of Contemporary American English, where one finds that a docile person is slow, controllable, obedient, submissive, compliant, passive, and under control. Or consider condescension. You likely envision someone self-important looking down her nose at a service worker, or some insufferable prig unwilling to come off his high horse to mingle with the peasants. Being condescending, far from being a virtue, is universally acknowledged as a vice. Meekness, docility, and condescension: three traits with no cultural capital today. And yet, our ancestors typically understood these traits to be virtues. How in the world could that be? As any philosopher will tell you, in a case of seeming disagreement, you need to settle the definitions of the words in play. How many arguments have been abruptly dissolved by someone saying, Oh, thats what you mean? When we check the meaning of these three terms, I think we come to see that theres been a switcheroo. As Ive found in my philosophical research and teaching, some of the virtues that were most celebrated in yesteryear but now go undersung are traits that can help us lead good lives, even now. Forgotten virtues Consider meeknessbut allow me to start with a little vignette. In 2018, mixed-martial-arts champion Matt Serra was having a family meal in a restaurant when a belligerent drunken man entered, threatening servers and patrons. Serra could have knocked him out cold. But instead, he calmly pinned him, waiting for security to arrive. A similar trait is on display when exasperated parents react with control, harried teachers dont rise to students provocations, and police de-escalate situations. In each case, they kept control of their emotions, especially their anger. One common feature of these stories is that the person wasnt powerless; rather, it was precisely because they understood how much power they had that they used restraint. Such a traitexcellence with respect to ones angerused to be called meekness. We hear an echo of this original meaning even today in horse training, where to meek a horse means training it to subjugate its great power to its master, not letting its passions take control. Likewise, meekness once meant not becoming weak, but subjugating power to reasonnot letting anger take control. In the Gospels, when Jesus calls himself meek, it is the same Greek word used for a meek horse: praus. A horse is not weaker on account of being meeked; no Greek warrior wanted a wimpy steed. The horse retains its strength, now safeguarded by self-control. This is quite a different notion of meekness than we find in our contemporary lexicon. Yet in its traditional sense, the word names a trait almost everyone deeply values. No one wants her best friend, child, teacher, coach, or deputy to be unable to control her anger. Such control is an important character trait for living a good life, but we no longer have a concept for it. What term do people use today for being disposed to pick battles prudently, not letting anger cloud ones judgment, not being easily baited into action theyll come to regretwithout being easily biddable or callous to real injustices? Self-control, a broad category that covers facing temptations, enduring difficulties and myriad things in between, is too broad a notion to do the work. Nor do we have a word for someone excellent at receiving instruction and insightsbut at the same time whos unafraid to think for herself, to disregard the advice of a snake-oil salesman. That used to be called docility. Condescension, the most surprising of the three, now suggests someone deigning to speak down from their lofty height. Yet it once described excellence at respecting people, regardless of their social status: easily connecting with those on a lower rung so they feel seen and valued, but without causing embarrassment or awkwardness. What term do we have now for inculcating such an important trait? Why words matter To be clear, Im not here from the Language Reclamation League. Im not necessarily advocating for a return to older languageand certainly not just because it is older. But without replacements for ethical concepts weve lost, were faced with a moral void, unable even to conceptualize the goodness that we want to see in ourselves and those we love. Maybe you think that not much is lost. Bridges fall when engineers cant distinguish varieties of physical strength; whats lost if people cant distinguish varieties of character strength? To my mind, there are at least three reasons why it is important to have some term or other for these traits. First, theres good psychological evidence that goals of approachI want to get healthy, I want to get financially stableare a stronger motivation for us than avoidance goalsI want to stop being sick, I want not to be poor. Approach goals typically yield more effort, more satisfaction, and more well-being. But they require naming the moral virtue you want to cultivate. Second, the positive traits named by these old virtues are what you really want. You dont merely want your loved ones to stop acting out of wrath. You want them to be able to restrain their power in the face of their anger. You are ignorant of your real goal if you dont have a concept for it. Third, consider the detriment caused by not having shared language for an ethical concept. The philosopher Miranda Fricker has written of the time before the term sexual harassment was coined in 1975. She provides multiple instances of women being wronged in the workplace but being unable to articulate that wrong to those in power, owing to a lack of a shared label for it. And not only that, but the lack of an adequate concept preventd the victims from fully understanding the wrong themselves. Having positive concepts for the traits we want to enable in ourselves and others is essential, then, to the moral life. The fact that weve let several go the way of blatherskite and bumfuzzled is telling. We still have terms for a bloviating windbag or being bewildered, so we dont need those archaic, though admittedly fun, words to express important truths. But when it comes to undersung virtues, we do need some way to highlight character traits that help form us into our best selveseven if the words of yesteryear no longer fit the bill. Timothy J. Pawl is a professor of philosophy at the University of St. Thomas. This article is republished from The Conversation under a Creative Commons license. Read the original article.
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E-Commerce
Generational conflict has become one of the most overused explanations for workplace tension, with plenty of stereotypical blame to go around: Baby Boomers resist change. Millennials lack loyalty. Gen Z is lazy. But after more than three decades working inside founder-led and multi-generational companiesfrom first-generation startups to fourth-generation enterprisesIve learned something counterintuitive: Generational conflict usually isnt about age. Its about clarity. Family-owned businesses offer a powerful lens on this issue. In the U.S., approximately 87% of businesses are family-owned, collectively employing millions of people and contributing significantly to the American GDP. These companies dont have the luxury of avoiding generational dynamics: succession, legacy, and long-term survival depend on navigating them well. When generational harmony fails, its rarely because one generation is unwilling to listen. Its because the organization lacks alignment on the fundamentals. When there isnt clarity, everyday decisions start to feel personal, strategy becomes something thats up for debate, change feels risky instead of necessary. And suddenly, even small choices carry more tension than they should. But when clarity is strong, something shifts. Different generations stop competing for control and start collaborating around a shared future. Four foundational elements consistently create generational harmony within workplace cultures. Heres how to implement them in your workplace. 1. Define Your Cultural Cornerstones Every resilient organization has cultural pillars that provide stability regardless of who is in charge. While perspectives may differ across age groups, most generations can agree on fundamentals: how employees should be treated, for example, or what doing the right thing means in practice. The problem is that in many companies, these standards are implied rather than explicit. Organizations with generational alignment make their cultural expectations clear. They document core values, reinforce them through hiring and performance standards, and use them as a decision filter. When values are visible and shared, disagreements become easier to navigate because everyone is working from the same foundation. Instead of arguments turning into generational standoffs, clear values give people a neutral reference point to come back to. 2. Align Around a Shared Purpose Many companies talk about legacy. Few define it in operational terms. A shared purpose answers three essential questions: Why do we exist beyond making money? Who do we serve? What are we trying to build for the future? In multi-generational organizations, purpose becomes the bridge between tradition and transformation. Older leaders see their experience honored and younger leaders see a future worth building. When purpose is clearly articulated, decisions feel connected rather than reactive. Communication becomes more consistent. Growth feels intentional instead of disruptive. Tradition stops acting as a barrier and starts serving as a foundation. Purpose reframes succession as stewardship rather than replacement. 3. Clarify Strategic Focus Many generational conflicts are actually unresolved strategic debates, such as: Which markets should we prioritize? Where should we invest? Which clients should we keep or let go? Without a defined strategy, every decision becomes a negotiation. One generation wants to preserve a long-standing client relationship. Another wants to cut losses and redirect resources. Both believe theyre acting in the companys best interest. High-performing organizations remove ambiguity. They define core clients, priority segments, profitability thresholds, and long-term positioning. Everyone understands where the company chooses to compete, and where it does not. Strategic clarity speeds decisions and reduces emotional friction. The debate shifts from my way versus yours to what aligns with our plan? 4. Ensure Operational Alignment Execution clarity is the final, and often overlooked, component. It answers questions like: What are we uniquely good at? What value do we consistently deliver? What outcomes can we prove? When messaging outpaces capability, generational blame often follows. Sales teams promise innovation operations cant deliver. Leaders advocate change without systems to support it. Employees grow cynical. Clients lose trust. The strongest organizations align their value proposition with operational reality. They connect what they promise to what they can consistently execute. They define measurable outcomes and build systems that validate performance. When expectations and capability are aligned, trust increases across generations. The Real Competitive Advantage Generational harmony isnt accidental. Its structural. When leaders and managers work together to clarify cultural standards, shared purpose, strategic priorities, and operational strengths, harmony becomes a byproduct of alignment. Decisions are based on mutual goals, not age. Experience and innovation complement rather than compete. In a workplace landscape defined by rapid change and shifting workforce demographics, clarity may be the most underrated competitive advantage of all. Because when everyone understands what matters most, generational differences stop being liabilitiesand start becoming strengths.
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E-Commerce
Youve tried it all before. Waking up at 5:30 a.m. Journaling first thing in the morning. The exercises youre supposed to do before work. But do your morning habits stick? Are you still practicing them? We all want to win the morning, to be productive and intentional. The trouble with morning routines is that they dont work as they should if you dont fix your evening habits. People are obsessed with morning routines. But they forget that winning in the morning starts the night before. Every single choice you make after dinner is either setting you up for a great morning or sabotaging tomorrow before it begins. That late-night binge doesnt just keep you up. Its changing your entire sleep-wake cycle. That work email you answered at 10 p.m. stays on your mind and makes you think about all the many responses youre expecting. Doing work or dealing with issues right before bed keeps your brain thinking, figuring out options. And the worst part is that you pick it all up again when you wake up. Youre not just losing sleep. Youre training your brain to wake up in stress mode. The quality of your evening routine determines the success of your morning habits. Every time you miss out on a better evening ritual, your morning routine will suffer. Your willpower will be lower. The decision fatigue trap most people overlook By the end of your day, youve already made thousands of decisions: what to wear, what to eat, which emails to answer, which tasks to tackle first. Each decision demands mental energy. The more decisions you make in the morning, the less energy you have left for your tasks. The bigger problem? If you wait until morning to decide what youre going to do first, youre not starting your day right. Make your morning decisions at night instead. In just 10 to 15 minutes the night before, eliminate the decisions that stop you from taking action on your ideal morning routine. Write down a list of things you want to get right in the morning. Youll sleep better and feel more prepared when you wake up. By creating a good plan the night before, you set yourself up to be productive. Ive been using this pre-decision method to make my writing habit stick for years. And its working for me. I decide what to write the night before. I even write down the introduction. And then I pick up where I left off. You could start by prioritizing three tasks for the morning. By reducing the number of decisions you have to make, you free up time to actually make your morning habit, whatever you intend it to be, stick. I think of an evening routine as a systema series of small dominoes you set up for the results you want. Start with your sleep. Everything flows from this. Your brain begins winding down for sleep a few hours before bedtime as part of your natural sleep-wake cycle. Work with this, not against it. That means two hours before bed, start dimming lights. Put away work. No more emails. Your body needs time to transition into a good morning. You could even take it further30 minutes before bed is your clarity window. Journal if you want. Read a good book. The goal is to empty your brain so youre not lying awake thinking about all the things you need to remember. Now try to go to bed at the same time each night. An inconsistent sleep routine prevents your body from releasing hormones at the right time, which can throw off your sleep cycle. Give your brain the right evening routine to shut down. When you prepare the night before, youre not relying on willpower in the morning. Youre just following the plan you already made. Self-control is highest in the morning and steadily deteriorates over the course of the day. Use your evening brain, which is tired but still functional, to set up your morning brain for success. Establishing a Routine Takes Time Youre not going to nail this immediately. Youre going to forget something in the evening. Youll most likely stay up late watching just one more episode. If you break the chain, dont stress yourself about it. The goal is to make your defaults a little bit betterto remove some of the friction between you and the person you want to be in the morning. Start small. Pick one thing youre going to decide the night before. Just one. Maybe its writing down three things you need to do in the morning. Do that for a week. Then add another thing. Aim to add one or two changes at a time, slowly building a routine. What you want is sustainable change. Morning people are not more disciplined than you. They just figured out that mornings are won the night before. Do the boring work the night before. And go to bed on time. Tonight, before you go to bed, do three things. Decide what time youre waking up tomorrow. Be specific. Write down what youre doing first when you wake up. Prep whatever you need to make that happen. Make it visible. Thats the system and the setup to give your morning a chance to be successful. Everything else can come later. Your morning routine is failing because youre trying to build a routine without systems, and making decisions when you should be doing things. Fix the night habits, and the mornings will be better.
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E-Commerce
In 2015, in Gallups State of the American Manager report, then CEO and Chairman Jim Clifton made an assertion that startled many and quietly confirmed what others already suspected: Most CEOs I know honestly dont care about employees or take an interest in human resources. Sure, they know who their stars are and love thembut it ends there. Since CEOs dont care, they put little to no pressure on their HR departments to get their cultures right . . . Given the unique vantage point Clifton had into American business at the time, he offered a rather harsh and honest assessment. And, more than a decade later, the obvious question worth asking isnt whether Clifton was right then. Its whether top leaders are still operating as if he is right today. If you ask the average American worker whether they feel their employer genuinely cares about them and their well-being, the majority will say no. Recent research shows that fewer than one-in-four strongly agreea level roughly similar to pre-pandemic lowsand perceptions of care have steadily declined even as leaders insist they prioritize their employee experience. In my new book, The Power of Employee Well-Being, and in articles Ive recently written for Fast Company, Ive argued that companiesand their leadersmust make a transformational pivot by prioritizing employee well-being as a core driver of performance. Sadly, Ive received many messages from readers suggesting Im fighting a lost causethat despite mountains of evidence, the leaders they work have no inclination to change. More often than not, they treat employee well-being as a complete and utter distraction from the real work of hitting goals and meeting targets. Ive heard this lament so many times that I had to ask myself why my message hasnt gotten through. And my conclusion is that deep down, many leaders continue to fear that any support they give to their people will come at direct expense of productivity. Consciously or unconsciously, theyre convinced supporting well-being is a fools game. Rarely stated outright, this belief system influences leaders decisions every dayhow workloads are structured, how feedback is delivered, and how much time and energy are devoted to supporting employees in ways that make a difference. The problem is theres a mountain of evidence that refutes this very fear. We now have irrefutable proof that well-being is one of the primary conditions that makes achieving goals possible. Evidence Leaders Cant Ignore Well-Being Drives Key Performance Metrics:Drawing on 339 studies covering 1.8 million employees, a meta-analysis from the University of Oxfords Wellbeing Research Centre found a consistent and direct relationship between employee well-being and key business metricsones most leaders are directly on the line for: productivity, customer loyalty, employee retention, and profitability. Well-Being Predicts Performance: As separate reinforcement, a study in Population Health Management found that high employee well-being is a predictor of future productivity, lower absenteeism, reduced disability leave and lower turnovereven when controlling for other variables. Said another way, well-being doesnt merely coexist with strong performance, it precedes it. Investment Boosts Profitability: New research from the Chartered Institute of Personnel and Development (CIPD) shows that organizations which meaningfully invest in employee well-being are four times more profitable than those that dontand are viewed far more positively by employees and job candidates. Well-Being Fuels Stock Growth Irrational Capital analyzed S&P 500 companies over 11 years and found firms in the top 20% for employee well-being outperformed the bottom 20% in stock performance by nearly six percentage points annually. Companies that intentionally offered competitively better pay and benefits alone outperformed by just two points. Why Resistant Leaders Are Wrong Leading a team of people, and being accountable for its results, can feel formidable at timesand its a common response for managers to believe that pushing harder and demanding longer hours is a justified action. But humans are not machines who can work endlessly without meaningful separation from work and adequate rest. When workdays feel endless, and people feel a lack of empathy and support, their capacity to focus, solve complex problems, and collaborate effectively nose-dives. Creativity stalls, mistakes increase, and high-level goals become harder to achieve. In short, neglecting well-being directly undermines the very outcomes leaders need to achieve. The High Cost of the Status Quo Despite many leaders vows to prioritize their employees well-being, the current reality in our workplaces is stark. Recent surveys show burnout has reached epidemic levels, nearly 60% of American workers report feeling stressed very oftenor always on the job. And burnout is the leading reason employees quit. Consequently, mental health struggles are widespread with one in five workers reporting symptoms of depression directly linked to their workplace conditions. And the stakes arent just emotionalignoring well-being hits the bottom line. Replacing a burned-out employee can cost 1.5 to 2 times their annual salary, while disengaged or over-stressed workers lower productivity, slow innovation, and increase errors. In short, neglecting employee well-being isnt just bad for peopleits bad for business. Leaders Wont Fix This Overnight, But Must Take The First Steps As the journey of a thousand miles begins with a single step, leaders must be realistic that they cannot solve all these conditions overnight. What they should do first is initiate support for their teams well-being by addressing the specific things people crave most: Emotional and Psychological Safety: Across multiple workforce studies, roughly 60% of employees say they want a culture where they can speak up without fear of negative consequences. Belonging: Around 55% report that feeling part of a cohesive, collaborative team that valuesthem personally is their top need. Meaningful Work: About 50% prioritize having work they know connects to a larger purpose or makes a tangible impact. Growth and autonomy: Neary half of employees48%seek support for skill development and more control over how they accomplish tasks. More than a decade later, Jim Cliftons jarring observation still resonates: many leaders have never cared because theyve never thought they had to. But, ignoring employee well-being today puts leaders in direct peril. Well-beingsomething 84% of all U.S. workers now say is their number-one priority in life isn’t a reward for hitting goals; it’s a condition for attaining them. Organizations (and leaders) that invest in it see higher performance, retention, innovation, profitability, and market value. Those that don’t will fall behind, no matter how competitive their pay or perks. The leaders who succeed in the next decade won’t choose between results and care. Theyll see this as a false dichotomy and embrace the new reality that thriving people sustainably produce uncommon results. If this resonates, share it with a leader who needs to hear it. Lead with care, and your organization will follow. Ignore it, and performance suffers. Its really an easy choice.
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E-Commerce
“AI;DR” is new internet speak for AI-generated slop posts have just dropped. It is a riff on the initialism TL;DR (too long; didnt read), which is often wielded as a criticism of a piece of writing simply too long or confusing to be worth the time it takes to read. The AI slopification of LinkedIn, X, and other social media platforms has been much discussed. A 2024 study found that more than 50% of long-form LinkedIn posts are likely AI-assisteda surprise to exactly no one who has spent more than a few minutes scrolling the feed. That number has likely only increased in recent years, as AI becomes more embedded in our daily processes. Were now entering the era of “AI unless proven otherwise.” Often the intent behind these AI-slop posts is metrics and engagement at the expense of quality writing. LinkedIn’s algorithm slurps it up, so everyone keeps churning out more of it. Now, internet users are refusing to give the slop machines what they want, calling out clearly AI-generated posts with the declaration ai;dr (artificial intelligence; didnt read). Because why bother reading something someone else couldn’t be bothered to write? This is not the first anti-AI term to enter the lexicon. Google Trends data showed a spike in searches for clanker (a Star Wars-inspired insult used to mock robots and AI systems) in mid-2025. On an X thread, suggestions for what to call users of Xs AI chatbot Grok included Grokkers, Groklins, and Grocksuckers. Meanwhile, on TikTok, someone came up with sloppers to describe people who are becoming increasingly overreliant on ChatGPT. The actual word of the year for 2025, as crowned by Merriam-Webster, was slopsumming up the general mood. AI;DR was coined on Threads by developer David Minnigerode in response to AI safety researcher Mrinank Sharmas resignation letter from Anthropic. Sorry, that is definitely tl;dr. But also kinda ai;dr. Some of those sentencesyeesh, Minnigerode wrote. The new term was taken up with enthusiasm in the replies. You just coined something bro, one of those now that I see it I cant believe it took this long to come up with, which is the best kind of discovery, one Threads user responded. We all need to adopt that right quick, another user on Bluesky said. The call to arms is at a time when anti-AI sentiment is growing. Concerns about AI among U.S. adults have escalated since 2021, according to the Pew Research Center. More than half (51%) say they are more concerned than excited about the technologys rise. From the SaaSpocalypse to Hollywoods freak-out over Seedance-generated blockbusters, AI is moving in fast on a range of industries, leaving a trail of “workslop” in its wake. Next time you come across a clearly AI-generated chunk of text, instead of, Grok, what is this about?, hit them with an “AI;DR”it’s a small victory in clawing back our shared humanity.
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E-Commerce
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