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Rural cancer patients may miss out on cutting-edge treatments in Utah. Therapies for intellectual disorders could stall in Maryland. Red states and blue states alike are poised to lose jobs in research labs and the local businesses serving them.Ripple effects of the Trump administration’s crackdown on U.S. biomedical research promise to reach every corner of America. It’s not just about scientists losing their jobs or damaging the local economy their work indirectly supportsscientists around the country say it’s about patient health.“Discoveries are going to be delayed, if they ever happen,” said Dr. Kimryn Rathmell, former director of the National Cancer Institute.It’s hard for patients to comprehend how they could lose an undiscovered cure.Yet “all the people out there who have, you know, sick parents, sick children, this is going to impact,” said neuroscientist Richard Huganir of Johns Hopkins University.The administration’s unprecedented moves are upending the research engine that has made the U.S. “the envy of the world in terms of scientific innovation,” said Georgetown University health policy expert Lawrence Gostin.Among the biggest blows, if it survives a court challenge: Massive cuts in funding from the National Institutes of Health that would cost jobs in every state, according to an analysis by the Associated Press with assistance from the nonprofit United for Medical Research.That’s on top of mass firings of government workers, NIH delays in issuing grants and uncertainty about how many already funded studies are being canceled under the president’s anti-diversity executive orders.Earlier this week, lawmakers pressured Dr. Jay Bhattacharya, the nominee to become NIH director, about the turmoil. Bhattacharya said if confirmed, he’d look into it to ensure scientists employed by and funded by the agency “have resources to do the lifesaving work they do.” Funding cuts may leave rural patients more vulnerable Patients who live in rural counties are 10% more likely to die of their cancer than those living in metropolitan areas, said Neli Ulrich of the University of Utah’s Huntsman Cancer Institute.A third of patients travel more than 150 miles for care at the Salt Lake City cancer center. But for patients even further awayin Idaho, Montana, Nevada, and Wyomingbecause it’s also the regional hub for NIH-funded studies of new treatments.So Ulrich’s center helps train local doctors to do at least some of the blood tests and other steps of clinical trials that let faraway patients participate without travelinga program threatened if her university loses tens of millions in NIH cuts.The issue: Most of the NIH’s budgetmore than $35 billion a yeargoes to universities, hospitals and other research groups. The grants are divided into “direct costs”covering researchers’ salaries and a project’s suppliesand “indirect costs,” to reimburse other expenses supporting the work such as electricity, maintenance and janitorial staff, and safety and ethics oversight.NIH directly negotiates with research groups, a process that grants managers say requires receipts and audits, to set rates for those indirect expenses that can reach 50% or more. But the Trump administration now plans to cap those rates at 15%. The administration estimates it would save the government $4 billion a year but scientists say it really means they’ll have to stop some lifesaving work.They are “real expenses, that’s the critical pointthey are not fluff,” said Ulrich. Using separate cancer center funds to cover those costs would threaten other “activities that are really important to us in serving our communities across the mountain West.”A federal judge has blocked the move but until the court fight is done researchers aren’t sure what they can continue to afford. ‘Indirect’ costs directly support local jobs NIH grants divided between researchers in every state in 2023 supported more than 412,000 jobs and $92 billion in new economic activity, according to a yearly report from United for Medical Research that often is cited as Congress sets the agency’s budget.The AP tallied how much money would have been lost in each state under a 15% cap on those grants’ indirect costs. Those lost dollars alone would have cost at least 58,000 jobs, concluded an analysis assisted by Inforum, a nonpartisan economic consulting firm that conducts UMR’s economic impact reports.Consider Hopkins, which runs about 600 NIH-funded clinical trials plus other laboratory research and is Baltimore’s largest private employer. “If we can’t do science and we can’t support the science, we can’t support the surrounding community either,” Huganir said. Research cuts could leave new treatments on the brink Huganir studies how the brain stores memory as people learn when he discovered a gene that, when mutated, causes certain intellectual disabilities.After years studying the SynGap1 gene, “we have what we think is a really great therapeutic” almost ready to be tested in severely affected children. Huganir has applied for two new NIH grants key for moving toward those trials.“The problem is for the kids, there’s a window of time to treat them,” he said. “We’re running out of time.”NIH reviews of new grant applications have been delayed despite court rulings to end a government spending freeze, and it’s unclear how quickly they can get back on track.“Everyone I know is basically freaking out because we suddenly don’t know how much longer we’ll be able to keep our labs open,” said neuroscientist Rebecca Shansky at Boston’s Northeastern University, who’s awaiting word on grants for her study of how the brain processes pain and trauma.Even scientists with existing funding are left wondering if their projectsfrom transgender health to learning why white breast cancer patients in Oklahoma fare worse than Black patients in Massachusettswill be caught in Trump’s anti-diversity crackdown. Some already have, even though studying different populations is fundamental to medicine.“Those studies are very much threatened right now. People don’t know what the rules are,” said well-known Hopkins specialist Dr. Otis Brawley. “We’re actually going to kill people is what it amounts to, because we’re not studying how to get appropriate care to all people.” AP journalists Shelby Lum and Adithi Ramakrishnan contributed to this report. The Associated Press Health and Science Department receives support from the Howard Hughes Medical Institute’s Science and Educational Media Group and the Robert Wood Johnson Foundation. The AP is solely responsible for all content. Lauran Neergaard and Kasturi Pananjady, Associated Press
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E-Commerce
Branding is design. It’s the logos, typefaces, and design systems that bring a company to life. But it’s also strategy. A rebrand can reveal the priorities, motivations, and aspirations of a company if you look beyond the logo. In a recent conversation for FC Live, Fast Company‘s design editors Liz Stinson and Mark Wilson explored the true impact of branding through the lens of some of the biggest branding moments from the past year. If you missed the subscriber-only event, you’re in luck. You can catch the whole conversation in the video above.
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E-Commerce
Winning over Gen Z employees isnt about flashy perks or trendy office spacesits about leadership that actually walks the talk. This younger generation of employees has different values than their predecessors. It expects transparency, meaningful work, and a culture that values their contributions. If leaders want to earn their trust and loyalty, they need to rethink traditional management styles and embrace a more authentic, collaborative approach. From recognition and flexibility to open communication, heres what nine leaders say it takes to lead Gen Z employees in a way that actually resonates. Provide regular recognition I’ve seen how regular recognition can be crucial in building trust and loyalty with Gen Z employees. This generation values being acknowledged for their hard work and contributions, and when leaders show appreciation, it creates a positive work culture. We make it a point to regularly highlight the achievements of our team, whether in team meetings, through internal shout-outs, or personal messages. For example, every quarter during our company meeting, our CEO publicly recognizes a few employees for their outstanding contributions, reinforcing the importance of appreciation at every level. This helps people feel seen and motivates them to keep pushing forward. One approach that has worked really well for us is encouraging employees to regularly give shout-outs to each other for going above and beyond. One such example is via our Thankful Thursdays, where everyone is welcome to give recognition to a peer. This creates a sense of community and helps build trust among employees, as they know their colleagues are supporting and appreciating their efforts. It’s not just about top-down recognition; it’s also about fostering a culture of mutual respect. It helps Gen Z employees feel that their contributions matter, which in turn builds a sense of loyalty to the company. Vivek Vaidya, Cofounder & CTO, Ketch Foster transparency and authenticity Leaders can earn trust and loyalty from Gen Z employees by fostering a culture of transparency and authenticity in communication. Gen Z values honesty regarding decision-making, company direction, and understanding how their contributions fit into the bigger picture. They are not just looking for a paycheckthey want to feel like they’re part of something meaningful, and they want to work for open and genuine leaders. A key approach I’ve found effective is holding regular, informal check-ins that focus on achievements and challenges. During these sessions, I share company updates, discuss ongoing projects, and address any issues the business may face. I also encourage team members to ask questions, provide feedback, and share ideas on overcoming obstacles. This creates a sense of inclusivity, where employees feel their opinions are valued, and trust is built through open dialogue. Transparency extends to leadership decisions. When changes or challenges arise, I make it a point to explain the reasoning behind decisions rather than just delivering the outcome. This helps employees understand the “why” behind actions, turning decisions into shared experiences rather than top-down mandates. As a result, employees feel more engaged and involved, which deepens their trust in leadership. Providing opportunities for Gen Z employees to contribute their insights in these conversations further empowers them to take ownership of their work. When their input can influence the company’s direction, they develop a greater sense of purpose and connection to the organization’s success. For example, I worked with a client who wanted to improve communication with their younger team members. We set up biweekly “listening sessions,” where leadership openly discussed company goals and challenges, and Gen Z employees were invited to provide feedback and suggest solutions. These sessions fostered candid, two-way conversations that made employees feel more informed and involved. They also brought forward valuable insights that helped the company make better decisions. This approach builds trust by showing that leadership values Gen Z employees’ perspectives and treats them as active participants in decision-making. It emphasizes authenticity, open communication, and mutual respect, which are essential for earning loyalty from this generation. When leaders are transparent, inclusive, and willing to listen, they create lasting, meaningful relationships with their teams. April Eldridge, Founder/Principal – Fractional COO & Chief of Staff, April Eldridge Consulting Empower employees from day one From day one, we empower our Gen Z employees to take ownership of their career with our “Green Room,” a structured three-day period where new hires reflect on their past experiences, current skills, and future goals before meeting with leadership to cocreate their development plan. In case you’re wondering about the name Green Room, our brand is all green, and our Operations team loves theater. The Green Room asks new hires to consider their past roles, detailing what they loved, what drove them crazy, and what opportunities/support they wished they had. Instead of corporate onboarding, we encourage honest reflection about new hires’ career trajectory and aspirations. By day three, we discuss real metrics. New hires pitch their own KPIs and qualitative goals (the actual numbers they’ll be measured by) to their supervisors. Letting new employees set their own targets is exactly the kind of trust that makes Gen Z stick around. Promises of growth just don’t cut it when it comes to building trust with your new Gen Z hires; you have to prove to your employees that there is a clear path for advancement in your organization. I’m proud to say that over 50% of our current staff started as entry-level employees or Specialists (our paid internship program). Rather than trying to force Gen Z employees into traditional models, we’ve adapted our work environment to Gen Z’s preferences. We offer true flexibility: our team can work remotely, from our New Orleans HQ, or we’ll cover coworking space costs if they want the social aspects of office life without a full-time commute. Everyone on our team is empowered to choose the workplace environment where they work best, which shows that we trust our Optimists to be able to decide for themselves. Gen Z values transparency, so we have built in opportunities to bring candid dialogue to our Gen Z employees proactively. We’ve formalized the conversation around compensation by discussing it every four months. Flynn Zaiger, CEO, Online Optimism Respect work-life balance Gen Z values flexibility and well-being as much as career growth. Leaders who respect work-life balance and mental health earn their trust. It’s not just about perksit’s about creating a culture where they feel valued as people, not just employees. One manager I coached introduced No-Meeting Fridays to reduce burnout and encourage deep work. A Gen Z employee later shared that this small change helped them feel more productive and less stresed, leading them to stay with the company longer than they had planned. Small, thoughtful shifts like this show genuine care, which builds trust and loyalty. Mauro Nardocci, Marketing and Leadership Expert – The Economist Top 10 ocean Change Maker, Sounding Board Avoid micromanaging One of the most successful ways for leaders to acquire the trust and loyalty of Gen Z employees is to refrain from micromanaging them and instead give them the freedom to make decisions regarding their projects. For instance, a leader could set clear objectives and expectations at the start of the process, then schedule regular check-ins, such as once or twice a week, to provide direction and feedback, instead of constantly monitoring every detail. The flexibility to innovate, problem-solve, and think creatively is something that Gen Z employees place a high value on, and this method gives them the opportunity to do so. An example of this strategy being put into practice in the real world is a technology company that has developed a “results-only work environment” (ROWE) for its employees who are members of Generation Z. Employees were given the authority to control their own time and procedures because managers focused on outcomes rather than specific processes or the number of hours spent. Not only did this increase productivity, but it also built a sense of trust and loyalty among employees, as they felt appreciated and trusted to deliver outcomes in their own unique way. It is possible for leaders to cultivate deeper, more collaborative relationships with Gen Z employees by providing them with the room to flourish while still maintaining open lines of communication. These relationships are the driving force behind both individual and organizational success. Rejoyce Owusu, Vice President of Human Resources, Umatta Consulting Embrace reverse mentoring I’ve seen firsthand how being open to learning from Gen Z employees fosters trust and loyalty. Gen Z thrives in collaborative, mission-driven environments, and they want leaders who respect their perspectives, not just dictate from the top. One key way I’ve built trust is by embracing reverse mentoring, where our younger team members educate leadership on digital trends, AI-driven workflows, and evolving workplace values. For example, when we were refining our approach to donor engagement, a Gen Z employee suggested leveraging short-form video content on TikTok and Instagram Reels. Initially, some senior leaders were skeptical, but after listening and implementing their ideas, we saw a noticeable increase in engagement from younger donors. By showing that we trust and act on their insights, we reinforce that their voices matter. This openness has created a culture where Gen Z employees feel valued, invested in our mission, and more likely to stay long-term. Justin Wheeler, Cofounder & CEO, funraise Follow through on promises The one thing leaders need to do to earn trust and loyalty from Gen Zers is to actually follow through. Gen Z grew up watching corporations make big, flashy promises about work-life balance, diversity, mental health, and flexibility, only to see those promises fall apart the moment things got tough. They’re skeptical, and honestly? They have every reason to be. Leaders who want their trust need to prove, through consistent actions, that their words aren’t just for employer branding. They aren’t looking for perfection though, but they are looking for consistency. They know that no leader or company gets everything right 100% of the time, and that’s not the issue. The issue is when leadership claims to stand for something but fails to show up when it actually matters. They don’t expect every policy to be flawless or every workplace to be utopian, but they do expect their leaders to be honest, accountable, and willing to back up their words with real action. This is where so many companies get it wrong. They roll out polished mission statements about work-life balance, but then glorify employees who burn out working late nights. They preach mental health support, but then guilt employees for taking a sick day. They talk endlessly about diversity and inclusion, but when promotion time comes, the leadership team still looks the same. It’s not the imperfections that cause them to lose trust, it’s the hypocrisy. For Gen Z, consistency means alignment between what a company says and what it actually does. It means if a company promises flexibility, it doesn’t punish employees for using it. If it claims to care about professional growth, the company should provide real opportunities for learning and mentorship, not just vague encouragement. If it commits to inclusivity, it doesn’t just hire diverse talent but actually fosters an environment where those employees have a path to leadership. At the core of this, Gen Zers are looking for leadership they can believe in. They want to work for companies that don’t just talk about values but embed them in their culture, decisions, and daily operations. For me, that’s the real key to earning their trust and loyalty. Be the kind of leader who doesn’t just make promises but follows through, even when it’s inconvenient. They demand authenticity and consistency. And if a leader can provide that, they’ll have a team that’s truly invested in the company’s success. Stephen Greet, CEO & Cofounder, BeamJobs Adopt expertise-driven leadership As an executive leadership coach, I’ve learned that Gen Z’s trust isn’t won through traditional management tactics. Instead, it’s earned through what I call “expertise-driven leadership.” This approach combines authentic coaching with transparent mentorship. I was working with a tech company that was seeing a concerning drop in Gen Z retention. The leaders were well-intentioned, but their approach was not very collaborative. So, we made a shift. We reimagined their leadership style to focus on coaching and mentorship rather than the usual top-down management. And, wow, did it make a huge difference. Gen Z values growth, but not necessarily in climbing a hierarchical ladder. In fact, 72% of them prefer advancing through expertise, not people management. So, we introduced “expertise exchange” sessions. Senior leaders stopped simply giving orders and instead became facilitators. They opened up about their challenges, invited team members to help solve them, and made room for innovative ideas. The results were incredible: engagement shot up, turnover decreased, and trust grew stronger. This change was more than just a leadership shift; it aligned perfectly with Gen Z’s core values. Research shows that companies with a strong coaching culture see a 60% boost in employee engagement. Here’s what I’ve realized: it’s not just about adding coaching; it’s about transforming how we think about leadership altogether. From my experience, the best leaders are the ones who prioritize curiosity over control. They’ve let go of the “I know best” mindset and embraced “collaborative expertise.” While leaders bring experience to the table, they also acknowledge that their Gen Z employees bring fresh, digital-savvy perspectives that can be just as valuable. Let’s not forget: Gen Z has grown up fact-checking everything online. They can spot inauthentic leadership a mile away. That’s why transparency is critical. I’ve seen the difference it makes when leaders admit their mistakes, share challenges openly, and seek input from their teams. It creates a space where psychological safety thrives, and Gen Z feels respected and heard. The truth is, Gen Z wants leaders who act as both coaches and collaborators. They want mentorship that guides their growth but respects their autonomy. When leaders adopt this dual role, they build trust and create an environment where both sides can flourish together. Zabrina Mok, Founder, Strategic EQ Inc. Prioritize authenticity and diversity Leaders can earn trust and loyalty from Gen Z employees by prioritizing authenticity and recognizing diverse communication styles. One effective approach is fostering an environment where individuals feel safe to express themselves while maintaining healthy boundaries. For example, a leader who openly acknowledges their own learning momentswhether about workplace dynamics, social issues, or evolving industry trendsdemonstrates vulnerability and growth. This creates space for Gen Z employees to do the same, which encourages collaboration, innovation, and psychological safety. Equally important is rejecting binary thinking. Trust isn’t built through rigid right-or-wrong approaches but through transparency, nuance, and action. Leaders who navigate complexityholding space for different perspectives while addressing biasshow a real commitment to fairness and continuous improvement. When leadership embraces the full spectrum of identities, experiences, and ideas, Gen Z employees know they don’t have to fit into a predefined mold to belong and thrive. Amanda Ralston, M.Ed., BCBA, LBA, & Founder / CEO, NonBinary Solutions
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