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Branded is a weekly column devoted to the intersection of marketing, business, design, and culture. Multiple companies, from Walmart to Meta and McDonalds to John Deere, have announced they are scaling back their diversity, equity, and inclusion efforts in recent months. But Targets recent news that it, too, is rolling back such efforts is attracting more attention than most, much of it critical of the retailers apparent retreat. If theres a backlash to the DEI backlash, its main target may be Target. While reiterating a commitment to inclusion, the company nonetheless announced it is concluding certain goals and initiatives tied to racial equity in hiring, and that it will no longer participate in external surveys from the LGBTQ+ advocacy organization, the Human Rights Campaign, and other groups. It also said it would rename its supplier diversity program, apparently shifting its focus away from explicitly courting brands with diverse ownership. The moves even raised questions about the Minneapolis companys philanthropic commitments made in the wake of George Floyds killing in 2020. Calls for a boycott were nearly immediate, and the Twin Cities Pride parade announced it would no longer accept Target as a sponsor (and swiftly received donations that topped what Target had previously pledged). This reaction has puzzled some on social media, given how many companies also seem to be distancing themselves from DEI. Why is there so much outrage and dialogue about Target specifically? asked content creator Kiandria Demone on Threads. Are people not aware that they are one of many? Part of the answer is Targets prior reputation. People are angrier at Target because, for the most part, theyve been on the right side of history on a lot of issues, as one post put it. The big-box retailerwhile definitely not an overtly ideological brand in the vein of Ben & Jerrys or Patagoniahas over the years established a fairly progressive image. A 2018 Morning Consult study of brand polarization found Target did better than Walmart with Democratic-leaning voters, that Target shoppers were more likely to support gay marriage and trans rights and to oppose a border wall. The 2024 Axios Harris Poll ranking the reputations of 100 of the most visible brands in America counted Target among those viewed as skewed to the left. A Target Pride display, ca. 2016 [Photo: Christopher Dilts/Bloomberg/Getty Images] Some of this may be attributed to the chain having more urban locations and focusing on a younger potential clientele. But in particular, Targets high-profile Pride Month promotions and merchandising sent a message about its read on the cultureand where it wanted its brand to be. While hardly strident, it telegraphed inclusive values as good for business. In 2022, one brand research agency named Target among the top 10 brands for LGBTQ+ consumers. I know that focus on diversity and inclusion and equity has fueled much of our growth over the last nine years, Target CEO Brian Cornell said in 2023. Im really proud of the work weve done in the DE&I space. That said, at least some of Targets progressive reputation arguably comes from a counterintuitive source: its conservative critics. In 2023, the company’s Pride merch inspired fervent calls for a boycott from the anti-woke mob, looking to make Target into the new Bud Light. Some hostile shoppers knocked over merchandise displays in stores and harassed Target workers, and in some cases the retailer moved or reduced displays and even removed some items. City of Miami police officers keep an eye on protesters outside of a local Target store on June 1, 2023. [Photo: Joe Raedle/Getty Images] Along the way, coverage from Fox News and other conservative media treated Target as a kind of culture-war punching bag, blurring its long-cultivated image as a contemporary and forward-looking mass retailer into a vaguely elite and out-of-touch brand. That narrative seems even harder to escape with the new Trump administration bent on making DEI the most demonized acronym in public life. And Target, which last year scaled back Pride promotions, has seen actual sales and its share price struggle, even as rival Walmart thrives. The upshot is that Targets seeming capitulation to the anti-DEI wave may seem like a bellwetherwhich may be particularly disappointing to some because it feels like such a thorough reversal. But if that feeling of betrayal is fueling a backlash to the DEI backlash, there is one moretwist to consider: a growing call from Black-owned brands sold at Target, thanks to past diversity efforts, asking their customers to show support with a Target “buycott.” In other words, those brands don’t want Target shoppers to boycott the retailer over its end of diversity efforts, but instead to shop Targetand specifically products from Black-owned brands sold at the retailer where shelf space is hard won. Target is not going to remove any of our products if they’re performing well, April Showers, founder of Afro Unicorn, told USA Today. So, we’re saying, be strategic with your dollar.” After all, maybe the best way to prove diversity is good for business is by showing what consumers will buy, and by the bundle, not what they wont.
Category:
E-Commerce
Over 15 years of working with leaders, Ive noticed a clear pattern: Burnout often stems from what I call the Superman leadership style. Many cultures hold tightly to this image of a leader as strong, confident, and capable of fixing anything. This ideal isnt just a societal expectationits one that leaders impose on themselves. But striving to be a “Superman” leader is a recipe for burnout, because it’s both unrealistic and unattainable. Burnout, as highlighted by the World Health Organization, is an occupational phenomenon. Its marked by exhaustion, reduced professional effectiveness, and a sense of detachment from ones work. And leaders that fit the Superman mold are more prone to these symptoms because of the unrelenting pressure they face on a daily basis. Through my work with burned-out leaders, Ive identified three internal taboos that often define this Superman style of leadership. These operate beneath the surface but have a significant impact. Recognizing and challenging them could be the first step toward a more sustainable approach to leadership. 1. The taboo against not knowing Superman rules dictate that leaders must always have the answers. A senior executive I worked with felt overwhelmed when her team, going through challenges, experienced significant anxiety and looked to her for guarantees that everything would turn out fine. Adding to the burden, higher-ups also placed similar expectations on her. Over time, she realized that much of her burnout stemmed from trying to project certainty in situations where there was none, especially in a fast-changing environment. She reflected, I thought I was being paid to know the answers. I felt I had to act like I knew because thats how I understood my role. Another leader shared: I feel like I have to know what to do in every situation. Admitting I dont know feels like failing. This taboo pressures leaders to constantly appear in control, but false certainty in such an unpredictable world is dangerous. As award-winning author Maggie Jackson noted in her book Uncertain: The Wisdom and Wonder of Being Unsure, that you need to embrace uncertainty during times of flux and a remarkable antidote to narrow-mindedness. 2. The taboo against losing control Imagine a doctor claiming they could cure every patient, no matter the circumstances. Absurd, right? Yet many leaders take on a similar mindset, believing they need to control every outcome to prove their worth. One executive I worked with shared: When two key team members left in one month, I couldnt stop blaming myself. If something goes wrong, its always my fault. The Superman mindset requires leaders to maintain tight control over their teams, their processes, and their outcomes. It creates an illusion that youre responsible for everything, even if circumstances are beyond your control. These kinds of leaders see mistakes, failures, and setbacks as personal flaws. Another leader I coached described how he felt after a product launch failed due to market conditions: I couldnt shake the feeling that it was my fault, even though our data showed the market just wasnt ready. When leaders cling to the illusion of control, their teams become less proactive, waiting for orders rather than taking initiative. A simple exercise of distinguishing whats within their control and what isnt can help leaders release unnecessary pressure and empower their teams. 3. The taboo against vulnerability One leader put it bluntly: If you want to climb the ladder, you keep your problems to yourself. Superman leaders believe they need to appear fine at all times, they need to be confident, energized, and unshakable. Vulnerability and mental health remain taboo topics for many leaders, despite growing awareness of their importance. But keeping up appearances comes at a cost. Leaders who bottle up their struggles often miss out on the trust and connection that come from being open and authentic. Melissa Doman, in her book Yes, You Can Talk About Mental Health at Work, pushes back against the outdated belief that mental health issues are purely personal and dont belong at work. She argues that mental health should be treated just like physical health, and its crucial to break the stigma surrounding mental health discussions at the office. A VP I worked with struggled to connect with her team until she shared a personal story about navigating a difficult divorce and the emotional toll it took on her. Her openness transformed her teams perception of her. One team member later told her, It was the first time I saw you as a real person. The impact of Superman leadership Heres the reality: Superman leaders thrive on the outside but struggle on the inside. They operate at maximum energy output, depleting their resources quickly. And its not just about their personal well-being. Superman leaders often stifle their teams without realizing it. By taking on all the responsibility and keeping everything tightly controlled, they create an environment where others are afraid to take risks, propose new ideas, or admit mistakes. Another perspective on leadership Burnout doesnt have to be the cost of leadership. Leaders who let go of these taboosadmitting when they dont know everything, accepting that not everything is within their control, and embracing vulnerabilityoften find themselves leading with more energy, clarity, and effectiveness. If youve been operating as a Superman leader, consider reflecting on the following questions: Is all this pressure really necessary? Chances are, some of it is self-imposed and entirely avoidable. What would happen if you let go of whats no longer serving you? After all, leadership isnt about being Superman. Its about creating a sustainable approach that empowers both you and your team to thrive.
Category:
E-Commerce
We live in a world that is saturated with leadership wisdomfrom countless books to endless streams of think piecesyet the gap between what leaders know and what they do is as wide as ever. The thing is, leadership transformation is hard. It takes courage to step outside the status quo. And its deeply human to cling to comfort and choose habit over risk. In our years of working with leaders, weve noticed those who succeed at continuously evolving their leadership mettle strike a balance between three impulses. To make the concept easier to grasp, we visualize each impulse as a persona: the Kid, the Scientist, and the Gardener. These personas act as a framework to not just learn but to maintain momentum in ones personal leadership development journey. Heres how: 1. The kid persona cultivates curiosity, play, and bold action Picture a child encountering the world: Everything is new and fair game to touch, break, or build. Kids arent afraid of failure; they learn by doing, adjusting, and doing again. Leaders often limit their learning by the perceived parameters they operate in. But by embracing the Kid persona, leaders can tap into a playful curiosity and willingness to act without having every answer tied up in a bow. Leaders too often succumb to analysis paralysis, fearful of imperfection, criticism, or worse, failure. But kids movethey try and they try again. An executive director we coached, for example, felt that bureaucracy hampered her teams creative problem-solving. In response, she gathered the team and they spent a day clarifying their objectives and creatively brainstorming the systems they needed to “break” so they could rebuild them more effectively. She saw immediate results. They created an efficient process for getting things done, with less bureaucratic friction. This resulted in higher accountability and reduced frustration among the team. Sometimes, leaders need to be bold enough to dismantle what isnt working so they can rebuild something even better. To be the Kid, leaders need to cultivate the courage to play with new ideas, even when the stakes feel high. This doesnt mean reckless gambles; it means small, bold experiments, knowing that not every attempt will succeedand that thats okay. Try a new meeting format. Give frontline staff decision-making autonomy for a day. Stop asking, What if I fail? and start saying, Lets see what happens. 2. The scientist encourages rigorous observation and iteration Being curious alone isnt enough. Enter the Scientist, who follows up playful experiments with data collection, keen observation, and a commitment to learning. The Scientist is the counterweight to rash impulsiveness and unintelligent failure. After a leadership team tried out a new decision-making framework, one executive we worked with assumed it had gone well because it resulted in shorter meetings. But a scientific enquiry revealed another story. Surveys and structured feedback highlighted that many team members felt sidelined or pressured to agree quickly. This, in turn, meant that decisions only represented the opinions of a few. With data in hand, this leader iterated: He refined the process and incorporated structured time for dissent and debate. The changes stuck precisely because they evolved through cycles of learning. Adopting the Scientist persona means seeking feedback, reflecting honestly on outcomes, and iterating deliberately. This might include gathering 360-degree reviews, analyzing team performance metrics, or simply pausing to ask, What worked, and what didnt? This feedback doesnt need to be external. The Kid might challenge a leader to play around with different ways of communicating during meetings (speaking first or speaking last, only asking questions, or only summarizing). In addition to observing the impact this has on the team, the smart Scientist looks inward as well, by asking questions like, How does it feel when I behave in X ways? The Scientist is ultimately concerned with hypothesis-testing and has a willingness to put personal agenda to the side. This also requires a healthy degree of self-reflection. The Scientist embodies humility and recognizes that great leaders are lifelong learners who improve through careful study and thoughtful change. 3. The gardener nurtures growth and prunes what no longer serves After exploration and evidence-based reflection comes cultivation. The Gardener persona turns inward, focusing on nurturing their own growth and weeding out behaviors, habits, and beliefs that hinder one’s leadership potential. This self-cultivation ensures that change isnt superficial, but deeply rooted in ongoing personal transformation. This involves nurturing strengths such as empathy, communication, or resilience. And just as importantly, the Gardener identifies and removes the weedspatterns of behavior such as micromanagement, defensiveness, or self-doubtthat choke progress. One executive we coached struggled with the need to control every decision. By embracing the Scientist and the Kid, he first noticed that something was off with his team and started experimenting with alternative approaches to delegation. But its only by embodying the Gardener could he truly acknowledge that the problem was his tendency to micromanage. In response, he began intentional delegation to team members, which not only reduced the reliance on him, but boosted the volume of quality ideas by tapping into the talent around him. Over time, this fostered team engagement by cultivating shared ownership of the companys success and growth. The Gardener is patient but deliberate. Growth within oneself requires consistent effort, care, and self-reflection. Leadership doesnt thrive on autopilot. It demands regular, conscious tending. It requires the commitment to nurture what helps you grow and to release what holds you back. In adopting the Gardener persona, leaders take radical responsibility for their own transformation, recognizing that true leadership growth starts within themselves. By doing so, they become not only better leaders for others, but more authentic versions of themselves. Blending personas for transformational change No single persona transforms leadership alone; the magic lies in their synergy. Leaders who play like Kids, analyze like Scientists, and nurture themselves like Gardeners develop practices that endure. They embody curiosity, rigor, and carea powerful combination that creates space for nuance and brings abstract leadership wisdom to life. True transformation doesnt happen in a vacuum or through a single aha moment. It unfolds in iterative, intentional cycles of bold action, reflection, and cultivationits a continuous evolution. When leaders embrace these personas, change is not just an aspirationit becomes a living practice that inspires othrs to grow alongside them. So, put on your explorers cap, pick up the magnifying glass, and tend your internal garden. Tomorrows leaders will thrive not just by knowing, but by continually growing.
Category:
E-Commerce
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