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President Donald Trumps return to office has inspired hats north of the border, while Republicans have turned his expansionist foreign policy pronouncements into shirts for fundraising. The campaign might be over, but the merch has just begun. After Ontario Premier Doug Ford wore a Canada Is Not for Sale hat earlier this month at a meeting with Canadian Prime Minister Justin Trudeau and other premiers (the Canadian equivalent of a U.S. governor), the hats maker, Ottawa-based Jackpine Dynamic Branding, was overwhelmed with orders. Trumps statements about tariffs and annexation have struck a nerve with our neighbors to the north. Nothing is more important than the country, Premier Ford said during a press conference while wearing the hat. President Trump wants to devastate Canada. He wants to devastate Canada through economic sanctions and tariffs. Thats unacceptable. [Image: Jackpine Dynamic Branding] The $45 hats spell out the slogan in Times New Roman, the same font as used for Trumps original Make America Great Again hatsand because this is Canada, theres also a version in French: Le Canada nest pas vendre. Jackpine founder Liam Mooney told Reuters he was inspired to create the hats as a response to Trumps unseemly rhetoric toward Canada and as a statement about nationalism and unity. It’s an opportunity to bring people together from all of civil society, regardless of political persuasion, he said. Our sovereignty is threatened when our dignity is disrespected. Meanwhile, Republicans are fundraising off Trumps second-term priorities for the U.S. sphere of influence in the Americas. The National Republican Congressional Committee (NRCC) is out with $35 tees showing an illustrated bald eagle with Trump hair relaxing on a beach chair with a beer, featuring the words, Greetings from the Gulf of America to celebrate Trumps executive order unofficially renaming the Gulf of Mexico. To sell the Trump National Committee joint fundraising committees own $35 Gulf of America! tee, a recent Trump campaign fundraising email asked recipients if they live near the Gulf of Mexico? followed by, Well, now you dont! It’s also selling Make Greenland Great Again tees. No word yet on official Panama Canal merch, but a third party is selling Make Panama Canal American Again shirts on Amazon. A promotional graphic for the NRCCs Greetings from the Gulf of America tee (top) and two Trump National Committee JFCs tees The Canada Is Not for Sale hat is a statement of nationalism and sovereignty, and apparently, the Gulf of America and Make Greenland Great Again tees are meant to communicate much the same thing. Mexican President Claudia Sheinbaum responded to Trump earlier this month by joking that North America should be renamed América Mexicana. (Nothing of this ilk has been printed yet as merch, but, um, give it time. . . . ) Most contemporary political merch tends toward sloganeering over policy proposals (although a No Tax on Tips decal sold by the Trump campaign during the 2024 race was a rare exception). Still, its not as if the Republicans new foreign-policy-themed merch is focused on, say, bringing peace to the Middle East or remaining competitive with China. What is Gulf of America, really, but sloganeering? This story originally appeared in Yello, a newsletter about politics, art, branding, and design.
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E-Commerce
After years of pressure from the pandemic, the challenges of managing remote, hybrid, and RTO workplaces, and inconsistent organizational support, managers are on the brink of a crash. The coming manager collapse is kicking off a vicious cycle for organizations. As managers struggle, Gen Z sees the toll of the job and backs away, leaving fewer employees to rise into management roles. This puts more pressure on remaining managers. At the same time, several years of manager layoffs have left fewer people taking on these responsibilities. In 2023 alone, middle managers made up over a third of all layoffs. The remaining managers are under more pressure, with growing stress leading to higher rates of burnout. New research from my organization, meQuilibrium, shows just how deep the manager shortage could become. In addition to higher expectations for their performance, managers experience 59% higher emotional demands than their team members. They often face these elevated risks in isolation, being 12% less likely to receive support when they need it. The risks are also known precursors to burnout, disengagement, and quitting. UKG has found that almost half of middle managers would likely quit within the year due to stress. Organizations cant attain their goals for growth without resilient managers who have the skills to support their teams, says meQuilibriums Alanna Fincke, SVP Content and Head of Learning, who first identified the likelihood of a manager crash earlier this year. Employees who dont feel supported by their managers are more than four times as likely to quit their jobs, and twice as likely to report poor overall well-being. When this house of cards falls, it will impact the entire organization. On the flip side, employees who feel strongly supported are more protected from psychosocial risks at work, such as mistrust, conflict, and excessive work pace. These employees are two times as likely to perceive that conflicts are resolved fairly and 2.6 times more likely to receive help when needed. Strongly supported employees are also much more likely to feel like the pace of work moves at a sustainable rate in which they can complete their tasks. The manager role is indispensable for high workforce performance. But if todays managers crash, who will be there to pick up the pieces? Gen Z Says No Thanks Next-generation employees show little interest in the challenges of management. Despite Gen Zs greater openness to change, a recent Robert Walters survey revealed that 72% of Gen Z respondents would choose an individual route to progression over managing others. Sixty-nine percent say middle management is too high-stress and low-reward. (Its not just Gen Z. CNBC reports 42% of U.S. workers say theyd turn down a promotion.) Theres another complication, too. Even if Gen Z workers were looking for management jobs, our research shows many dont yet have the skills to handle the emotional turbulence of change, which is part and parcel of managing teams. Compared to their older colleagues, Gen Z employees experience 34% higher change anxiety and 25% lower emotional stability in the face of change. This anxiety may be spurring them to self-select out of manager roles they could excel in. To stop and reverse the draining of present and future manager talentand prevent organizational growth from stagnatingleaders have to do two things. First, they have to change how their organizations support their managers. Second, leaders need to equip younger employees with the skills to handle change. The following actions are key: Assess and address workplace psychosocial risks Psychosocial risks are characteristics of work design and management that negatively influence performance. They include high workload, poor work-life balance, workplace conflict, lack of control, lack of meaning at work, and inadequate support. These risks are often measured as environmental impacts, affecting teams, business units, and entire workforces. For example, a meQ customer recently sent a psychosocial risk survey to 34,000 employees and contractors. With a 50% response rate, the company gained significant data to identify risk factors across job functions, such as a lack of meaning for finance employees and a lack of control in the manufacturing unit. Tight deadlines are the most common psychosocial risk, according to research by the University of Washington School of Public Health, with 43% of all U.S. workers exposed. Consider an engineering team that feels like the demands on them are too high. These strains typically lead to anxiety and depression, which both endanger attention and focus on the job and put the entire team at high risk for burnout and turnover. Managers are nearly 40% more likely to cite excessive workloads compared to non-managers. Almost as many report insufficient time for tasks, and 34% are more likely to report needing to work at a very fast pace. These risks have both financial and human costs in increased absenteeism and more workers’ compensation claims. Poorly managed psychosocial risk also leads to elevated mental health risks and a range of negative physical health outcomes, including cardiovascular disease, musculoskeletal disorders, and diabetes. A comprehensive psychosocial risk assessment, including mitigation strategies and support, is the clearest path to improving managers performance and experienceand changing how the rest of the workforce views the role. Eact clear policies that support manager health and well-being Explicit policy decisions can help managers protect and promote their own mental and physical well-being. This might look like mandatory “disconnect” periods, sabbaticals, or easing access to acute mental healthcare resources. Making sure managers have consistent, supportive check-ins with their own supervisors can help reduce isolation. Leaders can also model and reinforce workplace norms that prioritize health. For example, a leader for an R&D unit might maintain consistent boundaries on work hours to sustain the high cognitive demand of the job. He or she might also begin meetings with simple well-being check-ins, modeling the normalcy of mental health discussions in day-to-day work. With these actions, companies set a positive example for the entire organization and invest in the sustainability of their management pipeline. Deploy evidence-based techniques to build resilience Comprehensive, evidence-based resilience programs equip managers with practical tools to improve team interactions, communication, and collaboration. Digital cognitive behavioral therapy tools can also help managers recognize and replace unproductive thought patterns with more effective alternatives. As managers develop these skills and model them for their teams, they become better equipped to maintain clear communication channels, inspire collaborative problem-solving, and guide teams through periods of change or uncertainty. Ultimately, investing in leader resilience translates to improved team performance, increased productivity, and a more positive work environment that drives organizational success. Focus on Gen Z The previous steps are meant to improve the experience and perception of the manager role. But organizations also need to train their young employees in the essential skills they lack. In our research, Gen Z employees score significantly lower on core capabilities such as emotion control, stress management, engagement, and positivity. At the same time, we have found the employees most skilled in handling change and challengethe realities that managers deal with dailyhave the highest levels of those very skills: emotion control, stress management, engagement, and positivity. These are the specific, actionable areas to focus Gen Z training efforts on in order to improve their ability to handle management demands. Organizations that take a systematic approach to supporting managers and Gen Z workers can end the vicious cycle. The key lies not in grand transformations, but in consistent, practical steps to embed the fundamental capabilities of resilience and support across the organization. The result will be a more stable, sustainable workforce, capable of handling change and ready to lead through it.
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E-Commerce
Is LinkedIn the new TikTok? Short-form video is now the fastest-growing category on LinkedIn, growing at twice the rate of other post formats on the platform. According to LinkedIn, total video viewership surged 36% in the first quarter of 2025. Now, LinkedIn is doubling down on video with new features to boost discovery and engagement. The full-screen vertical video experience, first launched on mobile, is now coming to desktop. Users can tap a video, swipe through more, and explore a new video tab for TikTok-like scrolling. Videos are also getting front-and-center placement on the platform. Now, when you search a topic, relevant videos will appear in a swipeable carousel. A bigger follow button in the full-screen player makes it easier to keep up with creators, and viewers can check out a quick profile snapshot and other videos without leaving the player. For users looking to capitalise on the video push, LinkedIn has also launched nano-learning courses on topics including video hooks, editing, repurposing content, and LinkedIn Live. Across LinkedIn, were seeing our members have widespread success when it comes to posting short-form video, Laura Laurenzetti, executive editor of LinkedIn News tells Fast Company. From small business owners to CEOs to Gen Z creators and more, video on LinkedIn is the new frontier for professional successwhich is why were excited to be rolling out a suite of new tools that make the video creation and viewing experiences on LinkedIn even stronger. While LinkedIn might not be the first place people go to doomscroll, its quickly becoming a powerful tool for creators, entrepreneurs, and businesses. Since March 2024, LinkedIn has been pushing hard to attract video creators, launching a TikTok-style vertical feed filled with career advice, industry news, and other content. The move seems to be paying off with video uploads jumping 34% year-over-year in Q4 2024, according to LinkedIn. LinkedIn creators are also seeing the results. Top executives are jumping in, with CEO video posts rising 23% in the past year. Deeptech VC Alex Leigh recently reported two million impressions a week after just three months posting consistently three times a day on LinkedIn. Last month, content creator Piper Phillips saw 13.8 million views on a video made on her phone in 10 minutes. I missed the opportunity to be an early adopter of TikTok and Reels, she wrote in a post. I do ~not~ intend on making the same mistake for LinkedIn video.
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E-Commerce
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