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U.S. President Donald Trump said on Wednesday he will order the Pentagon and the Department of Homeland Security to prepare a migrant detention facility at Guantanamo Bay for as many as 30,000 migrants. The U.S. naval base in Guantanamo Bay, Cuba, already houses a migrant facility separate from the high-security U.S. prison for foreign terrorism suspects that has been used on occasion for decades, including to hold Haitians and Cubans picked up at sea. Trump’s border czar Tom Homan said later on Wednesday that the administration would expand the already existing facility and that the Immigration and Customs Enforcement agency would run it. “Today I’m also signing an executive order to instruct the Departments of Defense and Homeland Security to begin preparing the 30,000 person migrant facility at Guantanamo Bay,” Trump said at the White House. He said the facility would be used to “detain the worst criminal illegal aliens threatening the American people. Some of them are so bad we don’t even trust the countries to hold them because we don’t want them coming back, so we’re going to send them out to Guantanamo. This will double our capacity immediately, right? And, tough.” Soon after, Trump signed a memorandum, which did not have a number of migrants in it but called for “additional detention space” at the expanded facility. Speaking with reporters on Wednesday, Homan said the center would be used for the “worst of the worst.” Homeland Security Secretary Kristi Noem, asked how much money would be required for the facility, said the administration was working on it with reconciliation and appropriators in Congress. ‘ACT OF BRUTALITY’ The detention facility at Guantanamo Bay was set up in 2002 by then-U.S. President George W. Bush to detain foreign militant suspects following the Sept. 11, 2001, attacks on the United States. There are 15 detainees left in the prison. Trump’s two Democratic predecessors, Barack Obama and Joe Biden, sought to shut down the Guantanamo prison and were only able to reduce its inmate population, but Trump has vowed to keep it open. The jail has long been condemned by human rights groups for indefinite detention and came to symbolize the early excesses the U.S. war on terror because of harsh interrogation methods that critics say amounted to torture. The facility for migrants is separate from the detention center on the base. Cuban President Miguel Diaz-Canel called Trump’s plan “an act of brutality.” Pro-refugee groups have called for the Guantanamo migrant facility to be closed and for Congress to investigate alleged abuses there. The International Refugee Assistance Project said in a 2024 report that detainees described unsanitary conditions, families with young children housed together with single adults, a lack of access to confidential phone calls, and the absence of educational services for children. On Tuesday, the U.S. military said that it would allow Immigration and Customs Enforcement to detain migrants at Buckley Space Force Base in Colorado. The decision comes on top of U.S. military deportation flights of migrants out of the country and the deployment of just over 1,600 active-duty troops to the U.S. border with Mexico following Trump’s emergency declaration on immigration last week. Jeff Mason, Idrees Ali and Ted Hesson, Reuters
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E-Commerce
In a world where work-life boundaries are increasingly blurred, the well-being of employees has emerged as a pivotal issue. Despite leaders’ good intentions, a stark reality persists: While a staggering 91% of executives believe they prioritize employee well-being, only 56% of employees share that sentiment. This disconnect, revealed in a recent Deloitte study, underscores a critical gap that companies must bridge if they are to thrive in today’s competitive landscape. As businesses grapple with the complexities of modern work, a framework is emerging to guide leaders: The Four Pillars of Worker Well-Being. These pillars offer a comprehensive approach to fostering a healthier, more productive workforce. 1. Predictability Meets Flexibility In an era where change is the only constant, employees crave a sense of predictability. Structured environments where expectations are clear can significantly reduce workplace anxiety, providing a stable foundation for productivity. Yet, the need for flexibility is equally crucial. The ability to adapt to personal and professional demands empowers employees, creating a harmonious balance that enhances overall productivity and satisfaction. Imagine a tech company where employees know their project deadlines well in advance but have the freedom to choose their working hours. This blend of predictability and flexibility not only boosts morale but also drives efficiency. Employees can better manage their work-life integration, reducing stress and increasing their commitment to the organization. By fostering both stability and adaptability, companies can create an environment where employees feel secure yet empowered to manage their responsibilities effectively. 2. Mental Health Takes Center Stage Mental health is no longer a sidebar in corporate discussions, it’s the headline. With half of the global population likely to encounter a mental health disorder, the urgency for comprehensive mental health resources is undeniable. Forward-thinking companies are stepping up, offering counseling services, mental health apps, and wellness programs that are accessible and effective. Take, for instance, a multinational firm that has partnered with mental health platforms like BetterUp. Employees have access to on-demand counseling, fostering a culture where mental well-being is prioritized, and stigma is shattered. 3. Leaders Who Walk the Talk The saying “actions speak louder than words” has never been more relevant. Leaders who visibly prioritize their well-being set a powerful precedent. When the CEO openly takes mental health days or regularly disconnects from work, it sends a clear message: It’s okay to prioritize yourself. This visible commitment from the top fosters a culture of acceptance and support, encouraging employees to follow suit without fear of judgment. Consider a scenario where a companys leadership team practices what they preach. They take breaks, use their vacation days, and discuss their mental health journeys. This not only humanizes them but also encourages employees to follow suit, fostering a supportive and understanding workplace culture. When leaders lead by example, they create an environment where well-being is integrated into the very fabric of the organization. Employees feel more connected and motivated, knowing that their leaders genuinely care about their health and well-being. 4. Building Bridges Through Relationships In the digital age, genuine connections can often feel like a relic of the past. Yet, building strong relationships within teams remains essential. Whether it’s through virtual coffee chats, team-building exercises, or regular check-ins, fostering a sense of belonging is key. What if your remote team makes time for weekly virtual gatherings where work talk is off-limits? These sessions, focused on personal stories and shared interests, build trust and camaraderie, transforming colleagues into a cohesive unit. In a world dominated by screens, these human moments are invaluable, reinforcing the social bonds that underpin successful teams. By fostering deeper connections, companies can enhance team dynamics, leading to higher productivity and a more engaged workforce. Putting the Pillars into Action The journey from theory to practice can be challenging, but it’s far from impossible. Leaders can start by enhancing communicationclear, consistent updates that set expectations and reduce uncertainty. Regular feedback sessions and open dialogues can bridge the gap between management and employees. Providing resources is another critical step. Companies can leverage technology to offer mental health support, whether through apps or tele-counseling. The goal is to make mental health resources as integral as health insurance. Leading by example is perhaps the most impactful strategy. When leaders demonstrate their commitment to well-being, it creates a ripple effect. Employees feel empowered to prioritize their health, knowing they have the support of their organization. The ROI of Well-Being Investing in well-being isnt just a moral imperativeits a business strategy. Companies that embed well-being into their culture see tangible benefits: higher productivity, lower turnover rates, and significant healthcare savings. Johnson & Johnson, for example, saved $250 million over a decade through its wellness programs. The corporate world is at a critical juncture. As economic pressures mount and the demand for innovation intensifies, leaders must recognize that well-being is no longer a luxury but a strategic necessity. Companies that fail to adapt risk losing their competitive edge, as disengaged and burnt-out employees cannot drive sustained growth. In contrast, those who embrace the Four Pillars of Worker Well-Being will likely see transformative results. These companies will attract and retain top talent, foster a resilient organizational culture, and ultimately, achieve long-term success. To illustrate, lets look at an innovative retail company that integrated these pillars into its operations. By offering flexible schedules, mental health resources, and fostering a culture of openness, they saw a 30% reduction in employee turnover and a significant boost in customer satisfaction. Employees reported feeling more engaged and valued, directly impacting the companys bottom line. Moreover, the shift towards prioritizing well-being aligns with broader societal trends. As public awareness of mental health and work-life balance grows, companies that lead in these areas will not only meet employee expectations but also set industry standards. The future of work demands a new kind of leadership, one that places well-being at the core of organizational strategy. This isn’t just about improving employee morale; its about creating a sustainable model for success in an ever-evolving business landscape. By adopting these practices, leaders can navigate the complexities of the modern workplace and unlock the full potential of their teams. Excerpted with permission from the publisher, Wiley, from Essential: How Distributed Teams, Generative AI, and Global Shifts Are Creating a New Human-Powered Leadership by Christie Smith and Kelly Monahan. Copyright 2025 by John Wiley & Sons, Inc. All rights reserved. This book is available wherever books and eBooks are sold.
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E-Commerce
During my tenure at Facebook, now Meta, from 2014 to 2017, posters were plastered all over the grounds. The job is only 1% done. Move fast and break things. I was struck by one in particular on my first day of orientation: Nothing at Facebook is someone elses problem. No matter my department or title, I had permission to take ownership of a problem and fix it. Its the corporate version of If you see something, say something, or, in this case, do something. The irony is that Im saying something because I see what Meta is now doing. It is actively making their problem with diversity, equity, and inclusion (DEI) everyone elses problem. To me its clear the company’s ethos has changed from those days of open innovation. DEI helped Facebook grow, make better products and be more profitable During my time at Facebook, I was an attorney who primarily served supply chain and procurement. One thing that was not in my purview was diversity. However, I couldnt help but notice that I was the only Black attorney in the Legal department, and I was well aware of the infrequency with which I saw Black colleagues walking around campus. Within our supply chain, I saw an opportunity to save the company money, create goodwill in the communities where Facebook had offices, and build better products by working with suppliers as diverse as the companys users. So, I started the supplier diversity program. It was strategic to take the heat off of the company for the low employee diversity numbers that were the focal point of each annual report by providing another mechanism to demonstrate our partnership with marginalized communities while opening bids for business that would save the company money. In addition to the cost savings and the goodwill the program could provide, it was also a mechanism to build better products by partnering with diverse-owned businesses that reflected our user base. There is no better collaborator than people representing those you want to use your products, and with over a billion users at the time and growing, that needs to reflect the world. While no DEI program is perfect, improvements are part of playing a long game, and gains wont be made overnight but incrementally. The supplier diversity program was an answer to several problemscollaboration for better products and new use cases, harm mitigation, economic opportunity for marginalized communities, and to slow the creep of gentrification of Facebook headquarters into the Black and brown community of East Palo Alto. I was incredibly devoted to this cause. I gave up weekends, late nights, and early mornings. I even spent part of my maternity leave to get the program off the ground. Both Facebooks General Counsel and Chief Financial Officer reviewed and approved the program at various stagesthe company was fully onboard with the aims when the program launched in October 2016. Confident I had built something that would last, I moved on to other opportunities. From a billion-dollar commitment to shifting blame and denouncing DEI In June 2020, Facebook pledged a $1.1 billion investment in Black and diverse suppliers and communities in the U.S. In 2022, the company reported: In 2021, we exceeded our diverse supplier commitment, spending $1.26 billion with US certified diverse suppliers and more than $306 million with Black-owned businesses in the US. As recently as October 2024, Meta hosted the Billion Dollar Roundtable conference celebrating corporations that spend $1 billion with minority and women-owned suppliers. Now, over the course of just six weeks, Meta has dismantled diversity programs, including supplier diversity, that took years to build, and Mark Zuckerberg has attributed them to former COO Sheryl Sandberg as he distances himself from all DEI. While no DEI program is perfect, these programs are part of a long game, with incremental progress built on top of hard work and trust. Companies and their leaders are free to change their minds and priorities due to politics, economics, or anything else. But if the pendulum swings in the other direction in the future, companies like Meta that scrap DEI programs will now have an infinitely harder time rebuilding them. The trust of users, employees, and suppliers has been destroyed. Users cant trust Meta, so disengagement is the only answer From my experience at Facebook, what happens on the inside is what is mirrored externally in the products. When you eliminate DEI initiatives, you lose people from around your table. When you lose those voices at the table, you lose product insight. And for those still at Meta, their voices will carry less weight as soon as they advocate for those viewpoints, use cases, and outcomes. I imagine that the environment inside Meta is very different from when I worked there. Some employees and suppliers are likely nervous about what this new landscape will mean for their jobs. Users can expect a different product experience as a result, and they will judge whether it is for the better. I believe the only path forward for users is to show Meta the true cost of abandoning diversity. If we arent welcome within these companies, and we arent welcome to service them, then we shouldnt reward them with our engagement, our data, or their ability to earn ad revenue from us. For marginalized communities, boycotts worked once before and also spurred entrepreneurship and safe spaces a generation ago during the Civil Rights Movement. In my view, disengagement is the only answer. Meta is no longer following its own adages. This is the opposite of Shipping Love, but it shows us what Zuckerberg and Meta do when they arent afraid. Sometimes, people dont realize that there are consequences until they are faced with them. Users control the end of this story. This can be the opportunity to see how Zuckerberg and Meta rise to the occasion (or not). Regardless of their response, we must remember, “When people show you who they are, believe them. We need to believe this is the world Meta wants to create, and if we dont want to be part of it, we need to leave.
Category:
E-Commerce
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