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On October 27, Treasury Secretary Scott Bessent said that President Donald Trump has narrowed down his search to replace Federal Reserve chair Jerome Powell, whose term does not end until May 2026. Powell, who has butted heads with Trump over lowering interest rates amid the risk of increasing inflation, has said he will serve out the remainder of his term. After his term ends as chairman, his board term still extends until 2028. Trump is expected to announce a Federal Reserve chair replacement as early as December, according to reports. Were down to five,” Bessent told reporters as he was traveling with Trump on Air Force One, according to Yahoo Finance. “Were going to do a second round and we hope to present a good slate to the president right after Thanksgiving. . . . It will ultimately be his choice. Bessent said those five picks are: Michelle Bowman and Christopher Waller, both members of the Federal Reserves board of governers; Kevin Hassett, director of the National Economic Council; Kevin Warsh, a former Fed governor; and Rick Rieder, chief investment officer of global fixed income at BlackRock, according to several media outlets per CNBC. Trump’s choice must be confirmed by the Republican-controlled Senate. Like Powell, the new Fed chair will be charged with navigating inflation, the countrys weakening labor market, and stagnating growth. Fed members remain divided on whether the Trump administration’s economic policies, including high tariffs and a push for even lower interest rates, are helping or hurting the U.S. economy, CNN noted. Powell first became Fed chair in February 2018 and was reappointed for a second four-year term in May 2022. His term as a member of the Fed’s board of governors ends on January 31, 2028. Last month, he explained the Fed’s dilemma when it comes to cutting or raising interest rates: whether to use it to fight inflation or instead to help offset a struggling job market (while controlling prices and unemployment). We only have one tool, which is monetary policyreally, interest ratesand [the situation] is calling for different answers,” Powell said. “It’s a very difficult policy environment when your two goals are telling you two different things, you’ve got to make a compromise.”
Category:
E-Commerce
I once attended a slide presentation given by an executive in a telcom company. The presentation was highly technical, but that was not the main problem. It was boring because the speaker was using back-to-back visuals and had zero connection to his audience. When the one-hour session came to an end, the entire audience filed out of the room but the executive kept talking. He was so focused on his visuals that he didnt even realize the audience had left the room. This story illustrates the dangers of using slides. The speaker can easily lose touch with the audience, and the result is that the power you bring as a speaker gets lost. To retain your power when using visuals, follow these five fundamentals. 1. AVOID SLIDES WHENEVER POSSIBLE. First, consider not using slides at all. Strong leaders have no interest in competing with busy PowerPoints. The purpose of a talk should be to persuade and inspire, not simply to convey information. Often you can do that best without any visual props. So avoid slides unless there is a strong argument for using them. Still, there are times when you will need to use slides. It might be part of the corporate culture. Some visuals illustrate a new product or a new building. At times a chart drives home a point. If you are planning to use a deck, the next four guidelines suggest how to do so most effectively. 2. REALIZE THAT YOURE THE BEST VISUAL. Think of yourself as the best visual. You have energy, enthusiasm, vocal reach, and body language that tell your audience you believe what youre saying and they should too. You can bring forward your points with more impact than inanimate slides can. This should encourage you to keep the presentation focused on you and your convictions. Instead of fading into the visuals and reacting to them, lead with powerful statements using your strong presence to bring the presentation to life. Keep your visuals simple and uncluttered. The less time your audience spends reading the visuals the more time theyll spend looking at you and following you. Beware especially of cluttered word slides. Theyre distracting and often hard to understand. Theyll compete with you. Audience members will be reading all that text and tune you out. 3. MAKE SURE YOU HAVE ONE CLEAR, COMPELLING MESSAGE. Your leadership presence depends on a clear, credible, and well-supported message. The danger of using slides or visuals is that the whole presentation can easily become an information dump. And thats how its usually delivered. Fact after fact after fact. To save your presentation from the information junk heap, introduce a central message early on. For example, you might say: The message of this presentation is . . . and keep that message front and center throughout. Show that everything in your presentation supports this message. The argument on each slide should relate back to the message. At the end, come back to your message and show how it can be implemented. Apple reinvents the phone was the message Steve Jobs wanted his audience to take away when he introduced the iPhone. Thats the reason Apple reinvents the phone was the only message on the slide. And he repeated it several times during the presentation to reinforce it. 4. PRESENT WITH GREAT CONVICTION. Having slides doesnt lessen the need to show your commitment; rather, it doubles that need. Own each visual. Provide a narrative that shows youre in charge and that the deck is just a supporting character. As you walk through the presentation, state the message of each visual before showing it. Say, As youll see, this next slide argues that convincingly. To inspire your audience, strengthen your voice and body language. Your voice should be forceful and varied, in keeping with the substance youre conveying. Emphasize your points by looking at the audience and using pauses, as if to say, Did you get that? Your body language is important. Excellent posture conveys conviction, as do appropriate gestures that reinforce your points. 5. END WITH A CALL TO ACTION. Finally, end with a call to action. The call to action should echo the overall message that you began the presentation with. Explain to the audience what you want from them. Approval of the proposal? Buy-in? Or a full understanding of your argument and its implications for moving ahead. Your call to action might begin I trust you can now see how redoubling our focus on using AI will be the basis for strong growth next year. Whatever your message, show how it can be implemented. If you do this successfully, you will have led.
Category:
E-Commerce
When AI systems started spitting out working code, many teams welcomed them as productivity boosters. Developers turned to AI to speed up routine tasks. Leaders celebrated productivity gains. But weeks later, companies faced security breaches traced back to that code. The question is: Who should be held responsible? This isnt hypothetical. In a survey of 450 security leaders, engineers, and developers across the U.S. and Europe, 1 in 5 organizations said they had already suffered a serious cybersecurity incident tied to AI-generated code, and more than two-thirds (69%) had uncovered flaws created by AI.Mistakes made by a machine, rather than by a human, are directly linked to breaches that are already causing real financial, reputational, or operational damage. Yet artificial intelligence isnt going away. Most organizations feel pressure to adopt it quickly, both to stay competitive and because the promise is so powerful.And yet, the responsibility centers on humans. A blame game with no rules When asked who should be held responsible for an AI-related breach, theres no clear answer. Just over half (53%) said the security team should take the blame for missing the issues or not implementing specific guidelines to follow. Meanwhile, nearly as many (45%) pointed the finger at the individual who prompted the AI to generate the faulty code. This divide highlights a growing accountability void. AI blurs the once-clear boundaries of responsibility. Developers can argue they were just using a tool to improve their output, while security teams can argue they cant be expected to catch every flaw AI introduces. Without clear rules, trust between teams can erode, and the culture of shared responsibility can begin to crack. Some respondents went further, even blaming the colleagues who approved the code, or the external tools meant to check it. No one knows whom to hold accountable. The human cost In our survey, 92% of organizations said they worry about vulnerabilities from AI-generated code. That anxiety fits into a wider workplace trend: AI is meant to lighten the load, yet it often does the opposite. Fast Company has already explored the rise of worksloplow-value output that creates more oversight and cleanup work. Our research shows how this translates into security: Instead of removing pressure, AI can add to it, leaving employees stressed and uncertain about accountability. In cybersecurity, specifically, burnout is already widespread, with nearly two-thirds of professionals reporting it and heavy workloads cited as a major factor. Together, these pressures create a culture of hesitation. Teams spend more time worrying about blame than experimenting, building, or improving. For organizations, the very technology brought in to accelerate progress may actually be slowing it down. Why its so hard to assign responsibility AI adds a layer of confusion to the workplace. Traditional coding errors could be traced back to a person, a decision, or a team. With AI, that chain of responsibility breaks. Was it the developers fault for relying on insecure code, or the AIs fault for creating it in the first place? Even if the AI is at fault, its creators wont be the ones carrying the consequences. That uncertainty isnt just playing out inside companies. Regulators around the world are wrestling with the same question: If AI causes harm, who should carry the responsibility? The lack of clear answers at both levels leaves employees and leaders navigating the same accountability void. Workplace policies and training are still behind the pace of AI adoption. There is little regulation or precedent to guide how responsibility should be divided. Some companies monitor how AI is used in their systems, but many do not, leaving leaders to piece together what happened after the fact, like a puzzle missing key parts. What leaders can do to close the accountability gap Leaders cannot afford to ignore the accountability question. But setting expectations doesnt have to slow things down. With the right steps, teams can move fast, innovate, and stay competitive, without losing trust or creating unnecessary risk. Track AI use Make it standard to track AI usage and make this visible across teams. Share accountability Avoid pitting teams against each other. Set up dual sign-off, the way HR and finance might both approve a new hire, so accountability doesnt fall on a single person. Set expectations clearlyReduce stress by making sure employees know who reviews AI output, who approves it, and who owns the outcome. Build in a short AI checklist before work is signed off. Use systems that provide visibility Leaders should look for practical ways to make AI use transparent and trackable, so teams spend less time arguing over blame and more time solving problems. Use AI as an early safeguardAI isnt only a source of risk; it can also act as an extra set of eyes, flagging issues early and giving teams more confidence to move quickly. Communication is key Too often, organizations only change their approach after a serious security incident. That can be costly: The average breach is estimated at $4.4 million, not to mention the reputational damage. By communicating expectations clearly and putting the right processes in place, leaders can reduce stress, strengthen trust, and make sure accountability doesnt vanish when AI is involved. AI can be a powerful enabler. Without clarity and visibility, it risks eroding confidence. But with the right guardrails, it can deliver both speed and safety. The companies that will thrive are those that create the conditions to use AI fearlessly: recognizing its vulnerabilities, building in accountability, and fostering the culture to review and improve at AI speed.
Category:
E-Commerce
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