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Since Spencer Rascoff took over as Match Group CEO in early 2025, he has set about trying to revive its portfolio of dating apps, in part by winning back user trust and courting Gen Z. Trust is the foundation of real connections, and we are committed to rebuilding it with urgency, accountability, and an unwavering focus on the user, Rascoff said last March in a letter to employees sharing his vision. As part of that turnaround and effort to cultivate trust, Match Groupthe parent company of Tinder, Hinge, and OkCupidhas also sought to revamp its internal culture over the last year, in the interest of imbuing the company with greater transparency. A few months into Rascoffs tenure as CEO, the company also announced layoffs, which affected 13% of its workforce. In a LinkedIn post today detailing Match Group’s culture shift, Rascoff argued that transparency had been critical to the companys transformation over the last year. Ive seen a noticeable shift: stronger collaboration, faster ideas sharing, and sharper execution, he wrote. It’s a sign to me that the culture of transparency has taken hold. Rascoff shared how, exactly, Match Group fostered that transparency, starting with giving employees a direct line to ask questions or provide feedback. Employees have the option of remaining anonymous or including their name and engaging in a back-and-forth with Rascoff if appropriate. I read every single submission, and I respond to every message that comes in, he wrote, adding, If the sender includes their name, I follow up with that person directly, and many great conversations have been sparked in this way. If the sender chooses to remain anonymous, then I write up an answer and share it broadly with the company monthly. This feedback channel has prompted more than 300 messages and led to several changes at Match Group, including a shared GitHub repository for engineers across the company and a standing monthly meeting between Rascoff and the Gen Z employee resource group. Rascoff also claims to answer every question that is submitted prior to the companys all-hands meetings. Transparency only works if it goes both ways, he wrote on LinkedIn. You cant expect people to speak up if you dont show them it makes a difference. Rascoff has also taken the unusual step of not only asking for feedback but actually receiving feedback on his own performance in a public forum. Match Groups head of talent management conducted his mid-year review in an all hands meeting last year, allowing employees to listen in on his performance evaluation and see the goals that would govern his priorities for the rest of 2025. In March, Rascoff also plans to share his 2025 self-assessment with the whole company. Its not yet clear whether Match Groups overhaul will prove successful. But Rascoff claims the push for transparency has already moved the needle on company culture. At Tinder, employee engagement has jumped by 10% over the last six months. And in Match Groups annual employee survey, there was a 13% increase in the share of people who agreed with the statement that the executive team keeps them informed. One year as CEO, whats mattered most to me is creating the conditions where great people can thrive, Rascoff told Fast Company. When teams are trusted and aligned, they move faster and feel more connected to the work. Watching that happen has been deeply motivating for me, and it makes me excited about the progress we can continue to make from here.
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E-Commerce
Kathy Ruemmler, the top lawyer at storied investment bank Goldman Sachs and former White House counsel to President Barack Obama, announced her resignation Thursday, after emails between her and Jeffrey Epstein showed a close relationship where she described him as an “older brother” and downplayed his sex crimes.Ruemmler said in a statement that she would “step down as Chief Legal Officer and General Counsel of Goldman Sachs as of June 30, 2026.”Up until her resignation, Ruemmler repeatedly tried to distance herself from the emails and other correspondence and had been defiant that she would not resign from Goldman’s top legal post, which she had held since 2020.While Ruemmler has called Epstein a “monster” in recent statements, she had a much different relationship with Epstein before he was arrested a second time for sex crimes in 2019 and later killed himself in a Manhattan jail. Ruemmler called Epstein “Uncle Jeffrey” in emails and said she adored him.In a statement before her resignation, a Goldman Sachs spokesperson said Ruemmler “regrets ever knowing him.”In her statement Thursday, Ruemmler said: “Since I joined Goldman Sachs six years ago, it has been my privilege to help oversee the firm’s legal, reputational, and regulatory matters; to enhance our strong risk management processes; and to ensure that we live by our core value of integrity in everything we do. My responsibility is to put Goldman Sachs’ interests first.”Goldman CEO David Solomon said in a separate statement: “As one of the most accomplished professionals in her field, Kathy has also been a mentor and friend to many of our people, and she will be missed. I accepted her resignation, and I respect her decision.”During her time in private practice after she left the White House in 2014, Ruemmler received several expensive gifts from Epstein, including luxury handbags and a fur coat. The gifts were given after Epstein had already been convicted of sex crimes in 2008 and was registered as a sex offender.“So lovely and thoughtful! Thank you to Uncle Jeffrey!!!” Ruemmler wrote to Epstein in 2018.Historically, Wall Street frowns on gift-giving between clients and bankers or Wall Street lawyers, particularly high-end gifts that could pose a conflict of interest. Goldman Sachs requires its employees to get preapproval before receiving or giving gifts from clients, according to the company’s code of conduct, partly in order to not run afoul of anti-bribery laws.As late as December, Goldman CEO David Solomon described Ruemmler as an “excellent lawyer” and said she had his full faith and backing. Ken Sweet, AP Business Writer
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E-Commerce
If you are dealing with an employee or colleague who consistently underperforms and makes excuses, it can be extremely frustrating. When someone underperforms it not only slows down team progress and lowers the quality of work, but also forces others to take on extra tasks. This increases the workload for the rest of the team, which often means more stress and potential burnout for those left picking up the load. It can also create a sense of unfairness and lead to conflicts among team members due to the uneven distribution of effort and responsibility. For managers, handling underperformance adds extra work as well, taking up valuable time and energy that could be spent on other important tasks. If the issue goes unaddressed, it can erode trust among team members. When leaders fail to act, people may see the situation as unfair and believe there is little accountability for behavior. This doesnt just impact how the team works together in the short term; over time, it can lower team morale and slow down progress toward goals. If leaders dont step up, people dont feel safe. When someone keeps making excuses, it’s important to approach the situation constructively. Here are some steps you can take as a colleague, team, or leader. Be clear on your goals Whatever your companys style, one thing is key: Make sure the goals you are working on are crystal clear and connected to the teams overall purpose. If you are a leader, you can schedule a team meeting or, if needed, a one-on-one meeting in advance to discuss the team members role and responsibilities within the team. If you notice behavior that’s full of excuses and lacks focus on goals: Spell out what good, bad, and totally unacceptable results look like. Clearly communicate what you require from your colleagues or the team, including deadlines, outcomes, and standards. Once you agree on these expectations, you can hold them accountable and give specific feedback if the work isn’t meeting expectations. Make sure everybody understands the importance of their responsibilities. Next, get on the same page about the process. Together break down the steps needed to do their job well, maybe even walk them through it or ask what they need. And answer any questions they have early on to avoid future excuses about not knowing what to do. Find out why It’s important to delve deeper by asking open-ended questions to uncover the root cause if somebody is not working as expected or needed. Why are you not meeting your goals? can be a simple but helpful question. Start by listening to their explanations without jumping to conclusion or immediate judgment. Sometimes, what initially appears as an excuse may actually come from valid concerns or obstacles that you hadn’t previously recognized. There might be underlying issues that individuals may be hesitant to tell you directly. If we know what the reasons are behind their excuses, we might be able to help them. Is the task too challenging for them? Are they bad at time management? Do they need training or other resources? Ask them what support they need to overcome their challenges and see if you are able and willing to offer it. Explain the impact We should communicate to people the impact their behavior has on the work, themselves, or others. This way, they’ll understand how their actions slow everyone down and why it’s important to do better. If they dont know, they cant change their behavior. Give feedback that is specific, objective, and focused on behavior and outcomes, not personality. Ive noticed that youve missed a deadline three times now. You often have an explanation, which I understand, things come up. But when it happens more than once, it comes across as avoiding ownership and it impacts the teams momentum. Meeting deadlines is a basic expectation, so I need you to take full responsibility and let me know early please if something might slip. Explain clearly what happens if they don’t improve and what they gain if they do. Adjust the work If things aren’t working out, as a leader you may decide it’s time to rethink an employees tasks. Instead of letting excuses become a pattern, encourage a shift towards finding solutions. If necessary, consider reassigning some of their tasks (temporarily) to better align with their capabilities. The feedback may not only focus on their content or goals but also on their overall approach to life. It’s important to address how their actions affect both others and their own professional development. Encourage them to reflect on why they often resort to making excuses. Set Boundaries Sometimes enough is enough. You have to let people know in advance what’s at stake. Explain how doing their job successfully can create opportunities and build their reputation. On the flip side, not getting the job done will have consequences. If after support and opportunities to improve, the behavior doesnt change, it may be necessary to take more formal steps depending on the context. At that point you may need to have that difficult conversation and part ways. Sometimes reaching a breaking point is unavoidable. With these actions, you can help your colleagues or employees step up their game and create a more productive work environment. Remember, the goal is to create a safe culture of accountability and growth that benefits everyone involved. Keep motivating and supporting your team towards excellence but dont be afraid to set boundaries along the way. You can always remember the phrase: We help first, but we hold firm.
Category:
E-Commerce
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