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In the C-suite, relationships can make or break your effectiveness, and too often, weve been taught that you must choose to be either a friend or a colleague, but never both. The fear is understandable. Too much closeness, and you risk favoritism. Too much distance erodes trust, but our research and experience as leadership advisers point to a different reality: genuine, trust-based relationships are not a liability; theyre a leadership advantage. The real risk isnt choosing one or the other; its failing to integrate both. Morags Ally Mindset Profile data reveals a telling truth: 67% of respondents say their success has been undermined by their peer relationships or senior management. Thats not just interpersonal friction; its a strategic liability that can hinder collaboration, undermine leadership, and restrict career potential. Why This Matters Now The return to in-person work has reshuffled team dynamics. Some leaders are navigating hybrid work with colleagues they barely know outside a video frame. Others are relearning how to have hallway conversations and reading the social cues that once felt second nature. Layer onto this the loneliness crisis highlighted by the U.S. Surgeon General’s Advisory on Social Connection and initiatives like the United States Chamber of Connection, and it is clear leaders arent just managing business outcomes; theyre managing connection deficits. And the upside of getting this right is significant. Gallup research has found that employees who have a best friend at work are more engaged, more productive, and more likely to stay with the organization. In the C-suite, where stakes are high and turnover costs are enormous, those benefits multiply. Conventional wisdom says closeness creates bias, while distance fosters objectivity. The truth? Both extremes have costs: too close, and candor suffers; too distant, and trust evaporates. We need a third way: relationships that blend trust and empathy with clarity and accountability. This is the foundation of co-creation over competition. Its about shifting from a scarcity mindset (if you win, I lose) to an abundance mindset (were better when we win together). The Cost of Competitive Isolation When leaders treat relationships purely as transactional, collaboration suffers. In Morags work, shes seen executives default to turf protection rather than shared problem-solvingespecially under pressure. This competitive isolation creates silos, hinders decision-making, and erodes trust. And heres the complication: as we move up through our careers, especially when we stay in the same organization, yesterdays peer and friend can become tomorrows boss or colleague. We cant avoid both roles, which means we have to recalibrate the relationship by making the implicit explicit. How can we maintain friendships while achieving results? Thats the relationship work of being better together. I have seen it, too. In my work advising a biotech executive team, the CFO and COO were caught in a cycle of one-upmanship during board prep. By intentionally shifting toward a both/and approachsharing early drafts, co-owning presentations, and agreeing on mutual success metricsthey moved from guarded competition to open collaboration. The result? Faster decision-making, a united front with the board, and a ripple effect of trust across the leadership team. Here are some of the practical benefits of Both/And relationships in the C-suite: Better decisions, faster. When trust is high, peers are more likely to challenge assumptions without fear of backlash, leading to richer discussions and better outcomes. Resilience that endures. Friendships provide emotional ballast during crises, reducing burnout and supporting sustained performance, especially under pressure. Collaboration without the drag. Mutual understanding shortens the runway for complex, cross-functional projects. Fairness with Boundaries. Friendship doesnt mean favoritism. It means respecting each others roles, decisions, and accountability. Five practices for both/and leadership relationships So how do leaders intentionally build relationships that are both personally enriching and professionally effective? Here are five practices that can turn potential rivalries into powerful alliances: 1. Show you care about the human Show curiosity for the human being behind the role. When leaders demonstrate care beyond the scorecard, they build the trust that makes it easier for peers to speak up, share concerns early, and collaborate without second-guessing motives. 2. Share early, share often Fast, unfiltered sharing of both good and bad news invites peers into the problem-solving process sooner. This means that opportunities are amplified, risks are identified and contained earlier, and no one is blindsided in the boardroom. 3. Hold each other to high(er) standards Strong professional friendships can withstand tough feedback. This means candor is a safeguard, not a threatleaders are more likely to challenge assumptions, sharpen thinking, and avoid costly missteps. 4. Create space for micro-moments In hybrid and high-pressure environments, trust grows in small, everyday exchangesa check-in before the agenda, a walk between meetings, a quick call to connect. These moments are the give-and-take that makes leadership work and build the trust that makes macro-decisions possible. 5. Model openness at the top Admitting mistakes and asking for help gives others permission to do the same. This means resilience spreads, teams stick together under pressure, and the organization avoids the corrosive isolation that can occur when leadership is absent. Its hard to make friends as adults, and even harder in the high-pressure world of executive leadership. But thats precisely why it matters. The loneliness crisis isnt just a personal well-being issue; its a business performance issue. As leaders, we can either cling to outdated binaries or we can lead in a way that blends humanity with high performance. Choosing both doesnt weaken your leadership; it strengthens it.
Category:
E-Commerce
This weekend, tennis star Novak Djokovic is serving snackers something a little different: a new sorghum-based, corn-free popcorn brand called Cob, which will compete in the same aisle as SkinnyPop and Orville Redenbachers. The popcorns launch coincides with the announcement of a $5 million seed round for the startup thats led by Djokovic. Popcorn has become a particularly alluring category for celebrities over the past few years. New entrants have included Khloud Protein Popcorn backed by reality TV star Khloé Kardashian; singer Luke Bryans Boldly Grown Popcorn; and Robs BackStage Popcorn, cofounded by the pop rock band the Jonas Brothers. Why popcorn? What they are nibbling on is a growing market thats welcoming to new brands that promote bolder flavors, avoid canola oil and artificial butter flavors and colors, and include claims of higher protein or low-carb formulations. The U.S. popcorn market grew by 31% to $3.5 billion over a five-year period through 2024, according to market researcher Mintel, and is forecasted to be valued at $3.84 billion by 2029. I wanted to join the brand as cofounder, as well as lead the seed round, to give other investors confidence in our vision, says Djokovic in an emailed statement. [Photo: Cob] Cob is a gluten-free snack thats made from the grain sorghum, which is naturally rich in fiber, iron, and plant-based protein. The brand was originally conceptualized and created by entrepreneur Jessica Davidoff, who was inspired to explore snacking alternatives that could be served to her son, who suffers from an allergy to corn. My eyes were open to just how vast corn was in the American food system, Davidoff tells Fast Company. That led her to visit a local grocery store in New York that promoted international ingredients and start testing snacks that could be made in the kitchen that were similar to popcorn, but without the key base ingredient. Davidoff felt that sorghum delivered the best taste from all the alternatives she tested. It offers this new option for people who really like popcorn but want to take the nutrition component up a notch, she says. Cob will be sold direct-to-consumer through online channels including the brands website, at a price of $59.99 for a 24-pack of 1-ounce single-serve snack packs. The initial launch features four flavors, including Mediterranean herb, and olive oil and pink salt. Davidoff says the brand intends to launch more sorghum-based products in the future. Djokovic will serve as an adviser on ingredients, formulations, and product line extensions, as well as support marketing and future brand collaborations. A growing trend Healthier popcorn brands began to emerge as a force in the category after SkinnyPop launched in 2010. The brands pitch was that it featured only three ingredients: popcorn, sunflower oil, and salt. This streamlined ingredient list resonated with snackers, and sales quickly soared. The brands parent company, Amplify, was later acquired by candymaker Hershey for $1.6 billion in 2017. Since then, newer popcorn brands have promoted their use of coconut, olive, and avocado oils and have avoided artificially added butters, which are most associated with the microwavable brands. For people who really like to snack, popcorn is only 30 calories per cup, says New York-based dietitian Samantha Cassetty, noting that the calorie count is less than whats found in most other crunchy snacks. Brands like Cob have also promoted their alignment with GLP-1, one of the buzziest new trends in food as consumers increasingly embrace GLP-1 weight-loss medications like Ozempic and Wegovy. Cob says that sorghum is a resistant starch, meaning it can naturally boost a bodys GLP-1 to make a snacker feel fuller for longer. All of the CPG [consumer packaged goods] companies are looking for ways to target that consumer who is snacking less, Cassetty says. Kardashians Khloud voraciously promotes the nutritional claim of 7 grams of protein per serving thats from a blend of milk protein isolate. The popcorn brand was created to tap into three big trends: Protein snacks are growing three times faster than the market, protein is the most trending ingredient among millennial and Gen Z consumers, and popcorn is the fastest-growing salty snack category, according to Khloud CEO Jeff Rubenstein. [Photo: Khloud] For years, protein-packed foods tended to come in the form of bars and shakes, frequently promoted to gym-obsessed men, Rubenstein says. We can do this more femininely, he says, noting the brand features more vibrant packaging that includes soft pink and blue. We can attract a different audience to protein. The brand debuted in April with a 60-day retail exclusive at Target, and by January will be sold in more than 25,000 retail stores including Kroger and Walmart. Rubenstein says Khloud has an authentic founder story with Kardashian: She had an entire closet in her house that was dedicated to just snacks. She made Khloud a functional snack that is fashionable. Djokovic was drawn to the popcorn category because while he prefers home-cooked meals with simple ingredients, the pro athlete travels a lot with a very hectic schedule. At Cob, were creating packaged foods with the same ingredients and recipes wed use in our own kitchens to allow people to eat well even when theyre away from their kitchens, he says. Celebrities have craved snacks as an investment opportunity because similar to the beauty category, they can sell high volumes and drive more steady, repeatable purchasing patterns than apparel or jewelry. Snacks can also geneate gross profit margins of 40% for manufacturers, according to Alex Kushnir, a real and consumer partner at consultancy Baringa, who notes, It happens to be one of the more profitable categories in food.
Category:
E-Commerce
If you blinked this week, you mightve missed a few major moves. Netflix decided its time for a stock split, Amazon trimmed thousands of jobs, and Walmart is already dropping Black Friday prices before the Halloween candy wrappers are even off. Meanwhile, housing trends, climate shocks, and AI budgets kept reshaping the conversation about whats next for growth. Heres a look at what mattered most this week, and why these stories could shape the months ahead. Mortgage-free America hits a new high A record 40.3% of owner-occupied homes are owned free and clear, up from 39.8% last year. Aging baby boomers and longer lifespans concentrate equity among older owners, and 64% of homeowners 65 and up have no mortgage. Lower-priced markets and older populations skew higher on mortgage-free rates, while places like Washington, D.C., and parts of the Mountain West skew lower. Expect more equity-tapping products to grow as retirees look for cash flow without selling. Palantir stock split chatter grows, but no commitment yet Investor chatter was growing this week that Palantir Technologies could potentially announce its first-ever stock split ahead of next weeks earnings report. Analysts say investors are eager for a cheaper entry point after the stocks 150% surge this year. Despite the speculation, the Denver-based software firm hasnt indicated any plans to split its shares. With Palantir trading at a lofty price-to-earnings ratio of about 630, some analysts warn its valuation may already be stretched. Amazon trims 14,000 corporate roles to move faster with AI Amazon announced plans this week to cut around 14,000 corporate positions within the company, focusing on shifting resources to bigger bets, including AI. The brand’s fulfillment staff remains intact ahead of peak season, which underscores an operating reset rather than a logistics pullback. Management suggested more hiring in specific areas in 2026, even as other layers come out. Investors want to see operating leverage and customer impact show up in results. Black Friday is arriving early, thanks to Walmart and Best Buy Both retailers unveiled staggered Black Friday and Cyber Monday calendars, with early DoorBOOsters and member-first windows. Pulling demand into late October and mid-November helps manage inventory and protect share in a slower-holiday-growth year. Expect heavy under-20-dollar deals and up-to-60%-off headlines to nudge cautious shoppers. Competitors now have to match earlier drops, tighter member perks, and quick delivery. Netflix is doing a 10-for-1 stock split Netflix will split shares by a ratio of 10-for-1 in mid-November, which lowers the share price per unit without changing market capitalization. The move improves access for employees through stock programs and can pull in more retail participation. Splits can also make options trading more granular for investors. Keep an eye on whether a broader holder base supports momentum or adds volatility. Chipotles stock slump flags a demand soft spot Chipotle met expectations, then cut its full-year outlook for the third straight time, which sparked a sharp stock sell-off this week. Fewer visits from households under $100,000 in income and from younger diners are pressuring comparable-store sales. Management still plans hundreds of new openings, including select international markets. Exact change, please, as pennies slow to circulate Kroger checkout signs asking for exact change reignited penny shortage questions this week. Minting has paused, and a lot of pennies are sitting in jars and drawers, which slows circulation. Retailers and banks may round cash transactions to the nearest five cents for a bit, while digital payments are unaffected. Retiring the penny would require Congress, so policy debate will continue. Starbucks confirms 520 U.S. closures in Q4 Starbucks reported 627 closures globally in the quarter, including 520 in the United States, which tops many outside estimates. The moves support a Back to Starbucks turnaround that focuses on service, simpler routines, and warmer in-store experiences. Management points to stabilizing comps as proof that the reset is working. Investors are weighing near-term disruption against cleaner long-term growth. Hurricane Melissa turns climate risk into a balance sheet story Super-warm waters helped Hurricane Melissa rapidly intensify into one of the strongest Caribbean landfalls on record. Early analyses tie higher odds and added severity to climate change, with monetary damages modeled in the tens of billions. That hits insurers, tourism, supply chains, and public infrastructure, which feeds back into local GDP. Expect more pressure on resilience spending and location strategy in 2026 plans. Meta posts record revenue, then raises the AI bill Meta delivered record revenue this week but took a large non-cash tax charge that hit net income and EPS optics. Management lifted expense and CapEx guidance, and signaled even higher spend in 2026 to meet AI compute needs. The bet is that better recommendations and ad performance will eventually outrun rising costs. The open question is timing, and how quickly monetization converts into durable margin.
Category:
E-Commerce
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