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Mel Robbinss best-selling book, The Let Them Theory, has captured the imagination of millions of people, earning critical acclaim and resonating deeply with those seeking peace in a chaotic world. The core premise is simple yet powerful: let people be who they are, let them make their own choices, and most importantly, dont waste your energy trying to change others. Its a philosophy of radical acceptancean invitation to stop being burdened by the expectations, behaviors, and opinions of those around us.At first glance, this mindset seems liberating. Who wouldnt want to shed the weight of trying to control the uncontrollable? In a time where burnout is rampant and people are constantly drained by personal and professional obligations, the Let Them philosophy offers a reprievea way to step back and prioritize emotional well-being.And yet, as compelling as this idea may be, it raises an important question: Is letting them always the right approach? The Appeal of Letting Go Theres undeniable wisdom in Robbinss message. Far too many people spend their lives tangled in the choices and behaviors of others, investing enormous emotional energy in situations they have no real power to change. Parents stress over grown childrens choices. Friends stay in draining relationships, hoping people will evolve. Professionals lose sleep over colleagues attitudes and behaviors.In these cases, Robbinss philosophy is a wake-up call: Stop trying to fix what isnt yours to fix. Let them.Let them be irresponsible. Let them be distant. Let them succeed, let them fail. Let them love you or walk away. Let them hold on to outdated beliefs. Let them go down a path you dont agree with. The argument is that by surrendering control over others, you reclaim control over yourselfyour happiness, your peace, your emotional freedom.Its an enticing philosophy, and for certain moments in life, its the exact right thing to do. But what happens when letting go becomes an excuse for disengagement? What happens when let them is applied too broadly? When ‘Let Them’ Becomes an Excuse If Let Them is about relinquishing control over what we cannot change, then where does that leave the things we can change? What about the injustices in our world? What about the relationships that are worth fighting for? What about the responsibilities we carry toward our families, our communities, our workplaces?There are times in life when letting them isnt the right answerwhen stepping back is an abdication of responsibility, not a path to freedom. If a colleague is sabotaging team morale, do you simply let them? If a friend is struggling with self-destruction, do you let them spiral? If a system is broken, do you let it stay that way?The truth is, some things are worth our time and effort. Some battles are worth fighting. Some people are worth engaging with, even if change isnt immediate or easy. To withdraw entirely under the banner of Let them is to risk apathy in moments that require action. A Luxury Not Everyone Can Afford Then theres another realityLet Them is a philosophy that, in some ways, is easier for those who have already secured success, influence, or financial stability.For a young professional trying to establish a career, the idea of simply letting things happen may not be practical. For parents raising children, letting them doesnt always workyou cant let a child make every decision unchecked. For leaders steering a company, a community, or a movement, stepping back at the wrong moment can mean failure, chaos, or even harm.The ability to disengage from unnecessary drama is a privilege, one that grows more accessible with financial independence, career success, and age. Its no coincidence that many of the most enthusiastic adopters of this philosophy are those who have already reached a place where they can afford to say, Time is precious. I wont waste it.In fact, this may be the true strength of Let Themnot as a universal directive, but as a philosophy particularly well-suited for those in the later stages of life. For those who have already built their careers, raised their children, fought their battles, and established their reputations, Let Them can be a tool for cutting away unnecessary distractions and spending their remaining years in peace.But for those still climbing, still building, still fighting? Let them might not always be the right answer. Be Selective, Then Commit So where does this leave us? If we reject a total embrace of Let Them, do we go back to exhausting ourselves in battles we cannot win? Do we spend our lives trying to fix people who dont want to be fixed?Of course not.The balance lies in discernmentin knowing when to let go and when to lean in. Not every battle is worth fighting, but some are. Not every relationship is worth saving, but some are. Not every system is worth engaging with, but some demand our full attention.The key isnt to detach from everything but to be highly selective about where you invest your energy. And once you decide something is worth your time, you dont go halfwayyou go all in.Ive never been one to do things halfway. I dont believe in a life of passive observation. I believe in engagement, in purpose, in fighting for what matters. And while I agree that some thingssome peopleare best left to their own devices, I also know that meaningful change requires effort. If everyone simply let them, where would progress come from? Lead Them Theres real value in Let Them, but like all philosophies, its not one-size-fits-all. It works best when applied strategicallywhen used to free ourselves from unnecessary burdens while still engaging with the things that truly matter.For those in the final chapters of life, those who have earned the right to be selective, it may be a mantra of peace. But for those still in the fightbuilding, growing, leading, advocatingthe call isnt to let go entirely. The call is to choose wisely, and when the moment demands it, to step in fully.Because sometimes, the answer isnt Let Them. Sometimes, the answer is Lead Them.
Category:
E-Commerce
Leaders of todays workplace recognize coaching as a core leadership skill. More and more companies are expecting managers to actively develop their employees and support their growth through regular development conversations. For leaders who embrace this responsibility, coaching can be incredibly rewarding. But its not always clear how to do it well. Most managers feel comfortable helping employees build technical skills or prepare them for their next role. But when it comes to coaching social and emotional skills, leadership qualities, or behavioral changes, many leaders get stuck. Because the path to success is less clear-cut, more complex, and requires sustained effort over time. How to coach for behavioral change As companies increasingly expect managers to step up as coaches, were seeing more and more resources that help leaders build their coaching skills. Doing that requires leaders to learn how to build trust, ask open-ended questions, actively listen, and provide constructive feedback. Frameworks like the GROW model provide a structured approach to coaching conversations. But when it comes to coaching employees on behavioral changes and social-emotional skills, many managers hit a wall. Traditional coaching methods dont always work. Thats where an evidence-based frameworkoriginally used by executive coachescan help. The Development Pipeline The Development Pipeline, created by David Peterson and Mary Dee Hicks, breaks down the often complex process of personal growth into five essential conditions for lasting development. Its a game-changer for managers because it helps them diagnose and address where employees might be stuck in their development process. This method relies on five key elements to facilitate behavioral development: Insight, Motivation, Capability, Practice, and Accountability. Think of them as interconnected pipelineseach one needs to stay open and balanced for growth to happen. If one element is blocked, progress can stall. As a manager, keeping these five conditions in mind will help you guide your direct reports through meaningful conversations. Heres how you can help facilitate the presence of these conditions in your regular coaching chats as part of your one-on-ones 1. Insight: Do they understand what to develop and why it matters? Development starts with awareness. Employees must recognize the gap between their current behaviors and desired outcomes. Sabina, a Customer Success Director, wanted to help one of her team members exude more confidence in high-stakes meetings. In their one-on-one, Sabina highlighted specific moments where this happened and discussed the impact. This helped her direct report see why building confidence was crucialnot just for herself, but not to undermine her credibility and influence. They made it a specific development goal. 2. Motivation: Are they motivated and committed to making a change? Even with insight, change wont happen without motivation. Employees need to see personal value in their development goals. One way to gauge motivation is to ask, On a scale from 1 to 10, how motivated do you feel to work on this?. Pay attention to verbal and nonverbal responses to gain a greater understanding of how motivated your employee feels to put in the time and effort it takes to change. The key is ensuring the goal aligns with what matters most to them. That means their values, career aspirations, and measurement of success in their role. 3. Capability: Do they know how to improve? Employees need clear, practical ways to develop a skill or shift a behavior. Without knowing how to improve, insight and motivation alone wont lead to progress. Naomi, a Product VP, needed to coach an employee on receiving feedback without shutting down. The employee wanted to handle feedback more gracefully but didnt know where to start. Together, they broke down the goal into small actionable steps: proactively asking for feedback, deeply breathing while listening, taking notes, visualizing feedback landing in front of her, and looking at it more neutrally from a distance. Doing this allowed the employee to move from awareness to action. 4. Practice: Are they actively experimenting and refining? New behaviors require practice and repetition. Employees need opportunities to test, tweak, and refine their skills in real situations. Michael, an Engineering VP, wanted to support his direct report in being more positive and encouraging in team discussions. So they worked on being more positive in meetings. First, he focused on recognizing team contributions. Later, he practiced framing ideas more constructivelyacknowledging a colleagues perspective before sharing his own. Over time, this intentional practice made positivity more of a habit. 5. Accountability: Are they following through? Progress stalls without follow-ups. You need to conduct regular check-ins to keep the momentum going. Simple questions like How is it going with [goal]? Whats getting easier? Whats still challenging? What do you want to focus on next? help reinforce commitment. The importance of keeping development on track At any given time, your employee may be stuck in different parts of their development. As their manager, your job is to identify the bottleneck and provide specific support. Are they lacking insight? Do they need a clearer action plan? Do they require more practice opportunities? By focusing your coaching conversations on the specific condition that needs reinforcement, you can help them sustain progress. You dont need to know this ahead of your conversation, but you can explore this together by asking open-ended questions and fully listening to what emerges. Remember, meaningful development doesnt happen overnight. It requires your support along the way. Regular, short coaching conversationsrooted in curiosity and attentive presencecan make a significant impact over time.
Category:
E-Commerce
Branded is a weekly column devoted to the intersection of marketing, business, design, and culture. This week Chipotle Mexican Grill announced plans to crack a market that already has plenty of Mexican-food options: Mexico. Specifically, the Colorado-founded, California-based burrito concern said it would work with Mexican firm Alseawhich operates Latin American and European locations of various chains, including Starbucks, Dominos Pizza, and Burger Kingto begin opening Chipotle restaurants in Mexico by early 2026. Its a confident move at a time when many fast-casual chains are struggling, and businesses in general are scrambling to game the fallout from the Trump administrations ever-evolving tariff regime. On Wednesday Chipotle posted mixed results for the first quarter of 2025 that it attributed mostly to economic headwinds as consumers remain cautious about spending in the volatile trade atmosphere: Comparable-store sales are slightly down, and the revenue of $2.88 billion fell slightly short of analyst estimates. Still, the chains quarterly revenue was up 6.4% over last year, thanks mostly to opening new locationsand expansion abroad is one way it says it will continue that strategy. Chipotle currently has more than 3,700 locations, and while most are in the U.S., it also has a presence in Canada, the U.K., Germany, France, and the Middle East. In short, the chain clearly seems focused on international growth. [Photo: Chipotle] Still, while plenty of U.S. restaurant brands have gone global, selling an Americanized version of local cuisines hasnt always played out well. Dominos Pizza spent several years trying to hook Italians on its speedily delivered pies before concluding that infiltrating one of the worlds proudest culinary cultures wasnt going to happen. And in a more direct comparison to Chipotles plans, Taco Bell has made two attempts to sell an American version of Mexican food to actual Mexicans. Both fizzled. Taco Bells first venture into Mexico began in 1992, when it already had thousands of U.S. locations but relatively few abroad. The problems, according to a Vice timeline of the chains Mexican forays from 2017, included a mismatch between its menu offerings and the expectations of Mexican diners: Crisp-shelled tacos were an anomaly there, for instance, and had to be rebranded as tacostadas in an attempt to reference tostada crunch. The bigger problem may have been a lack of demandlike bringing ice to Antarctica as one Mexican cultural critic put it at the time. Within two years, the chain withdrew. It tried again in 2007, this time opening in a higher-end shopping mall (next to a Dairy Queen) near Monterrey and making no particular attempt to be authentic, even keeping french fries on the menu. As one Taco Bell marketing executive put it, the chain would not pretend to be Mexican food. It would simply be Taco Bell food, with an emphasis on value and convenience. Foolish gringos, one Monterrey food writer commented dismissively at the time. Taco Bell withdrew again. Chipotle hasnt addressed this comparison directly (and declined to comment to Fast Company), but its statement about the Mexico venture alludes to an emphasis on authenticity in its appeal to the Mexican palette, promising its offerings will resonate with guests in Mexico,” according to Nate Lawton, chief business development officer at Chipotle. “The country’s familiarity with our ingredients and affinity for fresh food make it an attractive growth market for our company.” Alsea CEO Armando Torrado added that his firm would leverage its vast knowledge of the Mexican consumer. Chipotles menu doesnt seem to have tacostada-level issues, but some Mexican-food experts have questioned the chains authenticity in the past, complaining that its burritos are a mass-market take on the form, emphasizing heft over variety. And its current hit offering, a honey chicken burrito, sounds suspiciously tailored to American palettes. Still, its worth acknowledging that, Mexico aside, Taco Bell today has more than 8,000 locations around the world, including hundreds in Central and South America. And U.S. chains have of course spread across the planet, sometimes adjusting their menus market by market (McDonalds famously tweaks its menu in different markets to add local flavor, like teriyaki chicken sandwiches in Japan and a dosa masala burger in India). Chipotle has reportedly worked for years to diversify its ingredient and farming supply chain across the Caribbean and Latin America as well as the U.S., but still sources roughly half its avocados from Mexico, making them tariff vulnerable. Given how unpredictable global trade rules are becoming, and Chipotles stated growth goals and strategy, it makes sense that the chain would try to diversify its customer base beyond the United States. Whats less certain is whether Mexican diners are looking to add Chipotles burritos to their diet.
Category:
E-Commerce
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