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Stephen Miller, the hard-line Trump adviser who helped craft some of the administrations most aggressive immigration enforcement policies, is apparently profiting from the tools that make them possible, a new report finds. According to financial disclosures cited in a new report by the Project on Government Oversight, Miller is one of a dozen current White House staffers invested in Palantir, the data analytics firm whose contracts with the Department of Homeland Security (DHS) have made it the top-performing stock in the S&P 500 this year. His stakevalued between $100,001 and $250,000is the largest among staffers. Ethics experts say the investment raises serious concerns, given Palantirs deepening relationship with DHS and Immigration and Customs Enforcement (ICE), agencies central to policies Miller continues to influence. If he hasnt stepped over the line, hes just on the verge of it, Virginia Canter, counsel for ethics and anticorruption at Democracy Defenders Fund, told the Project on Government Oversight as part of its report. I just dont think anybody would be comfortable with him keeping this stock. An anonymous White House official tells Fast Company that Miller in fact owns a number of stocks that surpass the legal threshold that could constitute a conflict of interest, but he has maintained to the White House ethics office that he has, and will continue to, recuse himself from official matters that could affect those stocks. In a statement to Fast Company, White House Press Secretary Karoline Leavitt said the Trump administration is committed to transparency around such disclosures, insisting, President Trump, Vice President Vance, and senior White House staff have completed required ethics briefings and financial reporting obligations. (Palantir did not respond to Fast Companys request for comment on the ethical implications of Millers investment.) Palantirs ties to DHS and ICE date back to the early 2010s. The company supplies software that helps organize criminal investigations and track the movements of immigrants. During Trumps second term, those ties have only strengthened. Palantir has become a more mature partner to ICE, according to internal company communications obtained by 404 Media. In January, the company secured a $30 million contract to build ImmigrationOS, a system that monitors immigration cases from identification to removal and provides near real-time visibility into self-deportation, government records show. That visibility fits neatly into the broader crackdown on immigration now underway, a campaign in which Miller plays a central role. Last month, he joined Homeland Security Secretary Kristi Noem in setting an aggressive new enforcement benchmark: 3,000 immigration arrests per day. Thats triple the daily average from the start of Trumps second term, according to Axios. As of Monday, ICE was detaining 59,000 immigrantsmore than 140% of the agencys official detention capacity of 41,500 beds, CBS News reports. Given Millers direct involvement in shaping enforcement policyand Palantirs growing role in executing itits not surprising that his financial interest in the company is setting off alarms among government ethics experts. Miller could easily cross an ethical line in his work, for example, if he were in a meeting involving DHS officials talking about whether the data analytics capability of DHS needs to be improved or changed in some way, knowing full well that Palantir would be the beneficiary,” Don Fox, former general counsel of the Office of Government Ethics, told the Project on Government Oversight. Still, investors remain bullish: Palantirs stock hit an all-time high on June 24, just one day after news of Millers stake became public.
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E-Commerce
Theres a myth that to be a good leader, you need to be the smartest person in the room. As a result, many leaders struggle to admit that they dont have all the answers. Theyre reluctant to ask for help and end up struggling in silence. This reluctance is normalits a fear-based response to not wanting to look incompetent to your team or superiors. But there is a way you can ask for help that strengthens your position as a leader, rather than undermines it. What you gain when you ask for help Reluctance to ask for help isnt just pride: its often about perception. And this concern isnt entirely unfounded. One study found that male leaders risked being perceived as less competent when they asked for a lot of help. In contrast, their female counterparts in the same study didnt experience a significant drop in perceived competence when seeking help. However, researchers cautioned that it isnt actually whether or not you ask for help, but how you ask. The same study noted that asking for help is critical for leaders to learn and improve. And the benefits of asking for help far outweigh the perceived risks. Harvard Business School researchers Alison Wood Brooks and Francesca Gino found that our mindset around seeking guidance is misguided. We might think that others will see us as less capable, but the opposite is true. In their study, Brooks and Gino found that when we ask others for advice, they view us as more competent. It signals that we value their expertise and dont overestimate ourselves, which is a sign of self-awareness. Moving beyond perceptions, asking for help is also likely to yield better performance results. By utilizing the knowledge, expertise, and insight of your team, you expand your collective problem-solving capacity. Leveraging peoples strengths to solve complex problems is the hallmark of a competent leader. Learning to practice strategic vulnerability Theres a term for what effective leaders do when they admit they dont know everything: strategic vulnerability. Rather than appearing inept or oversharing indiscriminately, asking questions positions you to lead through vulnerability. Thats because you demonstrate that it has a purpose, which is to empower others, utilize their expertise, build trust, and spark collective solutions. Harvard Professor Amy Edmondson, a leading expert on psychological safety, says the simple admission of I might miss something here, I need to hear from you lays a foundation of a psychologically safe environment. By modeling fallibilitynot ineptitude, you create an environment where people feel safe to speak up, ask questions, and share their opinions and ideas. These are all the fundamental elements of a high-performing team. As Edmondson highlights in her research, an environment with high levels of psychological safety is one with fewer mistakes, less duplication, and less fear and anxiety. When you ask questions as a leader, you appear accessible and approachable. This creates the space for others to do the same, fast-tracking the discovery and recovery from mistakes or potentially more fatal decisions. As a leader, you set the tone: what you do becomes the behaviors that you accept, which your team then reinforces. Asking questions models curiosity and humility. When people feel like you value their input, they can see how their contributions matter to the bigger picture. This builds trust, loyalty, and a sense of meaningfulness into the everyday functions of work. Strategic vulnerabilitywhen you do it rightflips the script from looking incompetent to empowering your team. It also beats pretending you have all the answers. How to ask for help without losing authority Asking for help is crucial to your leadership success. But how can you do so without looking incompetent? The key is to be intentional about when and how you ask. Here are some practical ways to ask for help that maintain (and even enhance) your credibility: Frame the problem as a shared challenge Without shifting accountability, frame the goal or problem as a collective one, rather than a personal failing. This enlists the help of your team’s collective brainpower, and doesnt look like you’re simply palming the problem off. Rather than, “I have no idea how were going to launch this new product successfully,” say “Were entering new territory herelets put our heads together to brainstorm how we can do this successfully.“ Lean on the expertise of others Highlighting the knowledge and expertise of the people around you shows respect, and lets them know their contributions matter. Simple framing it as I know youre experienced in Xcan you help me understand this better? goes a long way in showing others you value them and their expertise. Be specific and solution-focused Vague pleas can sound like panic, so be clear about what kind of help you need. Reframe Im lostI need help, to Im not fully convinced our project X plan covers everything. Could you review it and see if were missing anything? This makes the ask direct and specific, clearly showing the intended outcome. It shows youve got a handle on the situation, but see opportunities to close the gaps and make improvements. Use confident humility in your wording Phrases like Id love your take on this or Lets hash this out together convey optimism and authority, alongside openness. Youre inviting others to contribute, creating a collective opportunity to problem-solve while demonstrating youre confident enough to be humble. The goal is to affirm the other persons ability while acknowledging your limitations (without undermining yourself). Connect requests clearly to situations Sometimes you can soften the ask by pointing to an external issue rather than your personal skills. This isnt about making excuses but clarifying that anyone in your situation would need input. For exampe, The client has requested a change to the usual scope, its not something we usually docan I get your insight to find a solution? This demonstrates the complexity of the challenge, not your incapacity as a leadershifting focus onto what you need to solve together, and how that persons expertise is beneficial. Ultimately, leadership isnt about knowing everything. Its about how and when to leverage the strengths of those around you to create outcomes that are greater than the sum of their parts. When you combine clear intention with a thoughtful ask, you open the conversation to solve complex problems you alone couldnt accomplish. And you create a culture where its safe to speak up, ask questions, and ask for help. The only dumb question is the one you didn’t (skillfully) ask.
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E-Commerce
Five months into its second term, the Trump administration has cut billions of dollars in healthcare, foreign aid, and other social spending. The presidents proposed budget seeks to eliminate more than $160 billion in additional discretionary spending. The result of these cuts will be an onslaught of need across U.S. and global communities. In our lifetime, there hasnt been a greater opportunity for philanthropy to make an impact. Every philanthropic family and foundation has its own idiosyncrasies. At the same time, a few widespread and unconstructive habits continue to hold the sector back from having the impact needed in this moment. Donors are too risk-averse in how they approach their giving All donors want to ensure impact. But for many, this desire to steward resources effectively leads to a cumbersome, overly cautious approach that misses innovative opportunities. The most pressing problems we are facing as a society are thorny and multilayered, made more so by our current political environment. These problems require new, innovative solutions. That means taking more risks on untested ideas and organizations. Because of this dynamic, such organizations, usually headed by community leaders, are most often underserved. Donors tend to concentrate their grantmaking on a handful of blue chip organizations or on ones that have had the time to accumulate significant evidence on the effectiveness of their approach. A track record of success is of course great, but donors who dont also consider new approaches for which there is not yet evidence are unintentionally stifling innovation. Calibrating risk to incentivize both positive outcomes and innovation is essential. Donors are too risk-tolerant after grants have been made Once donors commit to a plan, too many are slow to change courseeven when conditions have changed or their approach is falling short. In philanthropy, there is a fundamental difference between leading with ideology versus leading with impact. Many philanthropists commit to an ideology around how to address a particular problem and funnel time, attention, and resources into their chosen approach without taking an honest and hard look at whats working and what isnt. For some, this can be about wanting to honor a particular philanthropys legacy or reputation. Others are held back by the all-too-human desire to avoid failure. But in a lot of these cases, too many philanthropists are sacrificing impact to save face. The savviest donors avoid this by being open about their failures, continually questioning their own biases, and diversifying the voices they are listening to in an effort to bring a more critical lens to their work. Donors dont think creatively enough about how to make an impact outside of giving While check-writing is the core of philanthropic work, all donorsindividuals, families, foundationshave an array of additional ways they can impact the issues they care about. Too few are using those tools. One example of a highly effective tool is advocacy. Savvy donors engaging in advocacy recognize that the policy conditions and public funding related to the issues they care about are incredibly impactful and can create leverage for the dollars they are giving. A second example is how aggressively donors are activating their peers. The savviest donors are activating money that is currently sitting on the sidelines as part of the solution. And there are many more examples ranging from how donors use their platform to elevate the voices of the communities they are impacting, to donors leveraging mission-aligned investing and more. At a moment when the need for philanthropy far outstrips the sectors capacity, the most effective donors are finding ways to create leverage that amplifies their giving. Solving the most pressing social challenges we face has never been more complex. Unfortunately, theres no one secret sauce to effective philanthropy. There are, however, common mistakes that too many donors make, while those who avoid these tendencies are seeing real impact. Now is the moment for donors to shed these unconstructive habits.
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E-Commerce
Short-term jobs are common in todays employment landscape, so dont fret if you have a few brief stints on your résumé. Not only can such experiences at several organizations showcase the breadth of your experience, your ability to adapt to new corporate cultures is also a skill you can sell. But you do have to sell it it, and HR experts explain how to positively spin your employment scorecard and answer questions about your résumé that hiring managers may ask. Should you list all your short-term jobs on your résumé? Your résumé can be the first impression you make, so let it reflect an accurate history of your experience. Your résumé sets the tone for a transparent dialogue with potential employers, says Jaune Little, director of recruiting services at Insperity who is based in Houston. Honesty builds trust, and trust is the foundation of any successful professional relationship. From her vantage point as a recruiting executive, Little says todays career paths are less linear. Many professionals are taking on project-based or exploratory roles to build skills, broaden their exposure, or recalibrate their long-term goals, she continues. This kind of career agility reflects curiosity and self-awareness but knowing how to frame them in a conversation or cover letter can be make or break, she notes. How to upskill and highlight various job stints on your résumé Its best to be prepared to answer questions about your short employment stints. Here are a few ways you can frame a shorter stint to highlight your learnings and intentionality when asked for in a job interview: Why were you only at that company for five months? Be forthcoming, say the role wasnt a good fit. Little recommends answering with a response like: The role wasnt what I expected, but my experience there clarified what Im looking for. Show self-awareness, integrity, and a commitment to meaningful work by describing what didnt align for you, the steps you took to pivot, and more importantly, why, Little outlines. We are wondering what caused you to leave this job after only a few weeks? If the role was a contract opportunity, be sure to convey that, by having an answer ready. Little says this reply will leave the interviewer understanding more. Tell them that the The role was short-term by design. Its also valuable to add context around an intentionally short project-based or contract role, sharing that you are open to opportunities that help you to build different skills quickly, and where youre able to contribute in a focused manner for the benefit of your skill set, asserts Little. As long as you are prepared to offer context and an explanation as to why your tenure at these companies was brief, it can be framed as an edge. At the end of the day, HR professionals are looking for storytelling and context that makes sense, Little says. If your résumé reflects thoughtful decisions and real contributions, it can easily be framed as a competitive advantage. Just be ready to explain why you did itand how it made you better. Should you always include brief job stints on your résumé? If you were at a job a very short time and it didnt add anything to your skill set, in some cases omitting it from your résumé is acceptable. Theres a difference between being strategic and being misleading, says Joshua Smith, a senior vice president at Adecco in Dallas. If a role lasted a few weeks and had no impact on your trajectory, it might be reasonable to omit it. However, if that brief stint sharpened your skills, or improved your decision-making or your career path, youre better off including it with context, he clarifies. The key is to frame it well in your interview dialogue, he says. Keep in mind, a gap with no explanation, he says, tends to raise more red flags than a short stint with an honest story. If you leave it out, you must be prepared to address the gap, as smart interviewers will ask what you did during that time, Smith advises. Ultimately, can you spin that several shorts stints were helpful to your development? Smith says several roles over a short period of time do present your ability to be nimble and agile so you can turn perceived instability into a story of momentum. To do this, he suggests you might say: Each role gave me the chance to stretch different muscles, solve new problems, and build resilience. Or While some of these roles were brief, they were highly intentional. I sought out environments where I could quickly add value and accelerate my learning curve. Another component to consider regarding your whirlwind work history could be that your interviewer is curious about your professional path. As someone who partners closely with HR and hiring leaders across industries, I can tell you the first instinct is curiosity rather than judgment, says Smith. We care more about the why than the how. Use your cover letter If your résumé could spark questions, opt to use a cover letter to get in front of it. Smith says even a brief letter that addresses your circumstance could work to your advantage. He suggests framing your cover letter this way: My recent roles have each been targeted opportunities where I was brought in to support transformation, lead through change, or build something from scratch. Offering this statement simply will set the tone with maturity and ownership and will showcase your ability to be transparent, which is vital in the interview process, he says.
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E-Commerce
Twelve years ago, I was interviewing with Suzanne “Suz” Gibbs Howard for a role at Ideo. Suz had been a partner at Ideo for about 20 years and had built her career as a human-centered consultant. I was a young, aspiring designer who didnt fully understand the enormity of the brands name. I just knew how to design learning experiences. I was 25 years old and had previously worked as a grassroots organizer, where I designed experiences to bring people together. After that, I found myself at an online university startup in San Francisco. As fate would have it, Suz had an idea to build a learning platform (which would later become Ideo U), and she needed a junior instructional designer. Yes! I blurted out when she asked if Id be up for a six-week experiment. But in the hours after the call, the fear started to creep in. Sure, I was at a fast-paced, fairly chaotic startup, but it was still a steady job. Id also just finished grad school with student loans. I also lived in a city where people paid $1,200 to live in a walk-in closet. I paced around my living room and called her back. Hey Mark, she said. Hi Suz, I said nervously, but still unaware that the question I was about to ask was ridiculous: If this doesnt work out . . . will you have my back? Suz said yes. But shed later tell me that her yes carried a weight for her. That night, she brought it up with her husband: Should I have said yes? I mean, I dont know if it will work out. And hes taking a risk. Great leaders have your back Suz never once went back on her word. She had my back from that day forward. She mentored meeven when I was probably being difficult. She invested in me, signed me up for sessions with a leadership coach, and connected me with mentor after mentor. Even years after I left Ideo to move to Berlin, shed go out of her way to see me and respond to all my notes within a day. She knew the gravity of saying shed have my back. She didnt take it lightly. And she surely didnt owe that promise to a 25-year-old kid. She wasand still isa giant in the field of design innovation. But thats her style of leadership: she walks alongside you. That experience taught me just how important it was for leaders to have their peoples backs. And that requires the following: 1. See the whole person Supporting your people begins with seeing the wholeness of those you lead. The Japanese term sei-katsu-shawhich describes seeing a person in the fullness of their lifestyle, dreams, and aspirationscaptures this beautifully. Everyone is uniqueget to know their specific flavor. What makes each person tick? What makes their heart sing? What motivates them? 2. Be the net When they take risks, let them know youre there to catch them. When they stumble, dont just criticize themyou also need to offer support, resources, or time to help them recover and learn. It shows them you believe in their potential, even in tough moments, especially in tough moments. What are their fears? How might you help design the conditions for them to lean into those with bravery? 3. Cocreate Yes, I know. Its such an overused word. But having someones back means inviting them into spaces where you can roll up your sleeves together, spaces that are about work and growth. Set goals together that align with the teams mission. Find out what their long-term career aspirations and North Stars are, and figure out how you might be able to help them stretch in a way that gets them closer to that goal. 4. Tell the truth with care Now, I get that this doesnt always scream Ive got your back. When youre young (and a little naive, like I was), it can feel like a critique. But the leaders who truly had my back showed me that my blind spots werent just flawsthey were part of what made me whole. For example, my ability to light up a room and unlock people could also suck a room dry if I was burned out or stressed. 5. Show up, dont just say so Dont just say the thing, do the thing. The most inspiring leaders dont wait for the perfect momentthey create it. They understand that words are hollow without the weight of action behind them. They know that action is where purpose meets the real worldand where real growth begins. Whats one small step that you can take to show up? Whats something you can do that they might remember forever? Suz changed my life. We both believed in the sanctity of those words: I have your back. Back then, I only understood them in the context of friendship. Now I know what they mean by leadership. And heres what Ive learned: its not just about giving. Theres something profoundly reciprocal about it all. The real gift is getting to witness someone else grow, thrive, and leave their mark on the world. Thats the beautythose relationships, built on mutual care, end up shaping you just as much as you shape them.
Category:
E-Commerce
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