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What you do? It starts with what you know. Here are seven ways to learn faster and retain more. 1. Test yourself. A classic study published in Psychological Science in the Public Interest shows self-testing is an extremely effective way to speed up the learning process. Partly thats because of the additional context you create. Test yourself and answer incorrectly, and not only are you more likely to remember the right answer after you look it up, but youll also remember the fact you didn’t remember. (Especially if you tend to be hard on yourself.) So, dont just rehearse your sales pitch. Test yourself on what comes after your intro. Test yourself by listing the four main points you want to make. Test your ability to remember cost savings figures, or price schedules, or how you will respond to the most common questions or types of customer resistance. Not only will you gain confidence in how much you do know, but youll also more quickly learn the things you dont knowat least not yet. 2. Learn two or three things at (nearly) the same time. The process is called interleaving: studying related concepts or skills in parallel. Instead of focusing on one subject, one task, or one skill during a learning session, purposely learn or practice several subjects or skills in succession. It turns out interleaving is a much more effective way to train your brain and train your motor skills. Why? One theory proposed in a study published in Educational Psychology Review is that interleaving improves your brains ability to differentiate between concepts or skills. When you block practice one skill, you can drill down until muscle memory takes over and the skill becomes more or less automatic. When you interleave several skills, any one skill cant become mindless. And thats a good thing, because youre instead constantly forced to adapt and adjust. Youre constantly forced to see, feel, and discriminate between different movements or different concepts. And that helps you really learn what youre trying to learn, because it helps you gain understanding at a deeper level. Speaking of adapting . . . 3. Change the way you study or practice. Repeating anything over and over again in the hopes you will master that task will not only keep you from improving as quickly as you could; in some cases, it may actually decrease your skill as well. According to research published by Johns Hopkins Medicine, practicing a slightly modified version of a task you want to master helps you actually learn more and faster than if you just keep practicing the exact same thing multiple times in a row. The most likely cause is reconsolidation, a process where existing memories are recalled and modified with new knowledge. Say you want to master an investor pitch. Do this: 1. Rehearse the basic skill. Run through your pitch a couple of times under the same conditions youll eventually face when you do it live. Naturally, the second time through will be better than the first; thats how practice works. But then, instead of going through it a third time . . . 2. Wait. Give yourself at least six hours so your memory can consolidate. (Meaning that you may need to wait until tomorrow before you practice again, which, as youll see in a moment, is a great approach.) 3. Practice again, but this time: Go a little faster. Speak a littlejust a littlefaster than you normally do. Run through your slides slightly faster. Increasing your speed means youll make more mistakes, but thats okayin the process, youll modify old knowledge with new knowledge, and lay the groundwork for improvement. Or . . . Go a little slower. The same thing will happen. (Plus, you can experiment with new techniquesincluding the use of silence for effectthat arent apparent when you present at your normal speed.) Or . . . Break your presentation into smaller chunks. Almost every task includes a series of discrete steps. Thats definitely true for presentations. Pick one section of your pitch. Deconstruct it. Master it. Then put the whole presentation back together. Or . . . Change the conditions. Use a different projector. Or a different remote. Or a lavaliere instead of a headset mic. Switch up the conditions slightly; not only will that help you modify an existing memory, but it will also make you better prepared for the unexpected. 4. And keep modifying the conditions. You can extend the process to almost anything. While its clearly effective for learning motor skills, the process can also be applied to learning almost anything. 4. Say it out loud. Mentally rehearsing is good. Rehearsing out loud is better. Research published in the Journal of Experimental Psychology: Learning, Memory, and Cognition found that compared with reading or thinking silently (as if theres another way to think), the act of speech is a quite powerful mechanism for improving memory for selected information. According to the researchers, Learning and memory benefit from active involvement. When we add an active measure or a production element to a word, that word becomes more distinct in long-term memory, and hence more memorable. So dont just practice that investor pitch in your head. Rehearse out loud. That way youll remember what you thought, and also what you heard yourself say. 5. Learn in bursts. Once youve drafted that pitch, run through it once. Then take a few minutes to make corrections and revisions. Then step away for a few hours, or even for a day, before you repeat the process, because a study published in Psychological Science shows “distributed practice” is a much more effective way to learn. Why? The study-phase retrieval theory says each time you attempt to retrieve something from memory and the retrieval is more successful, that memory becomes harder to forget. If you go over your pitch back-to-back-to-back, much of your presentation is still top of mindwhich means you dont have to retrieve it from memory. Another theory regards contextual variability. When information gets encoded into memory, some of the context is also encoded. Thats why listening to an old song can cause you to remember where you were, what you were feeling, etc., when you first heard that song. The additional context creates useful cues for retrieving information. Either way, distributed practice definitely works. So give yourself enough time to space out your learning sessions. Youll learn more efficiently and more effectively. Especially if you . . . 6. Sleep on it. According to a 2016 study published in Psychological Science, people who studied before bed, then slept, and then did a quick review the next morning not only spent less time studying, but they also increased their long-term retention by 50%. Why? One factor is what psychologists call sleep-dependent memory consolidation. As the researchers write: Converging evidence, from the molecular to the phenomenological, leaves little doubt that offline memory reprocessing during sleep is an important component of how our memories are formed and ultimately shaped. Sleeping after learning is definitely a good strategy, but sleeping between two learning sessions is a better strategy. Or in non-researcher-speak, sleeping on it not only helps your brain file away what youve learned, but it also makes that information easier to accessespecially if you chunk your learning sessions by studying a little the next morning. 7. Exercise. Want to learn information faster? A study published in Scientific Reports found that moderate-intensity workoutskeeping your heart rate between 50% and 80% of maxdramatically improve recall and associative learning and increase your brains ability to absorb and retain information. Want to learn or improve a task where motor skills are involved? According to a different study published in Scientific Reports, 15 minutes of cycling at 80% of max heart rate (intense exercise) resulted in better memory performance than 30 minutes of moderate exercise, which was better than no exercise at all. In other words, exercising hard for 15 minutes fired up participants brains and allowed them to learn motor skills better and faster. To a lesser degree, so did 30 minutes of moderate-intensity exercise. And then theres this. A study published in Proceedings of the National Academy of Sciences shows exercise can increase the size of your hippocampus, even if youre in your 60s or 70s, helping to mitigate the impact of age-related memory loss. Yep: Exercise helps make your brain healthier, toowhich helps you be smarter and stay smarter. Jeff Haden This article originally appeared on Fast Companys sister publication, Inc. Inc. is the voice of the American entrepreneur. We inspire, inform, and document the most fascinating people in business: the risk-takers, the innovators, and the ultra-driven go-getters that represent the most dynamic force in the American economy.
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Rumors have been circulating online that Microsoft is preparing to cut tens of thousands of jobs. TipRanks reported that the company is considering massive layoffs this month, potentially eliminating between 11,000 and 22,000 roles across the Azure Cloud, Xbox, and global sales teams. According to The Seattle Times, the claims appear to have originated on anonymous online forums like Reddit and Blind before rapidly spreading across Bluesky and X, drawing widespread attention and, in turn, swift denials from Microsoft executives. Microsofts chief communications officer, Frank X. Shaw, took to X to refute the rumors, calling them 100 percent made up/speculative/wrong. He also responded to a post suggesting the layoffs would materialize in weeks, sarcastically replying, “i eagerly await.” Jez Corden, editor at Windows Central, also pushed back on claims, writing on X, false on the Xbox side at least. Large-Scale Microsoft Layoffs Are Not Unprecedented The company carried out significant workforce reductions in 2025, cutting more than 15,000 employees between May and September. In July alone, Microsoft laid off roughly 9,000 employees. At the time, Phil Spencer, head of Xbox, wrote in a memo to staff that the cuts were necessary for the companys longevity, arguing they would increase agility and effectiveness. Microsofts recent layoffs reflect the growing financial demands of artificial intelligence. AI itself is not necessarily replacing workers. Rather, the sheer cost of building AI systems is forcing budget restructuring, leading to cuts. During the 2025 fiscal year, Microsoft spent approximately $88 billion developing its proprietary AI systems. As investment in AI continues to surge, the company has increasingly looked to trim costs elsewhere to offset that spending. Go inside one interesting founder-led company each day to find out how its strategy works, and what risk factors it faces. Sign up for 1 Smart Business Story from Inc. on Beehiiv. Leila Sheridan This article originally appeared on Fast Companys sister publication, Inc. Inc. is the voice of the American entrepreneur. We inspire, inform, and document the most fascinating people in business: the risk-takers, the innovators, and the ultra-driven go-getters that represent the most dynamic force in the American economy.
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Youve put in the hours, delivered results, and earned the respect of your peers. But when it comes to moving up, the biggest obstacle isnt performance or policyits your boss. Managers often hold disproportionate power over career mobility. Research shows they can become the gatekeepers who decide who advances and who stalls. Gallup finds managers account for up to 70% of the variance in engagement, and half of employees say they left a job to escape their manager. Add to that the fact that companies fail to pick the right person for the job 82% of the time, and its clear why bad bosses cost organizations billions in lost productivity, stalled growth, and attrition. Take Tiffany, a senior director at a global consumer goods company. After years of strong performance, she was eager to step into a vice president role. Her track record spoke for itself: She built high-performing teams, led revenue-driving initiatives, and earned praise across the organization. Yet, every time a new opportunity surfaced, her boss deflected it. We still need you here. Lets revisit this next year. Tiffany realized she had to look beyond her immediate manager to advance. Weve seen this scenario repeatedly (Jenny as an executive advisor and learning and development expert, and Kathryn as an executive coach and keynote speaker). When your boss is blocking your promotion, its tempting to see it as a dead end. But you have more agency than you think. These six strategies can help you shift the dynamic, expand your influence, and chart a path forwardwhether inside your current organization or beyond it. 1. Become Non-Essential by Building Succession One of the most common reasons managers stall promotions is that they cant imagine losing their top performer. Managers often block promotions to avoid weakening their own team. To overcome this, flip the script by making yourself replaceable, not immediately, but by showing that youre developing others who can take on parts of your role. Build a succession bench, delegate stretch assignments, and document processes so your leader can envision someone succeeding you without disruption. Ask yourself: Who could step into my role tomorrow if I left? What does my boss rely on me for, and who can support them once I am promoted? How am I preparing others on my team to thrive without me? What knowledge or processes should I document to make my absence less disruptive? When Tiffanys boss argued that she couldnt move up until she scaled her impact here, she built a succession planning matrix mapping her key responsibilities against potential successors, with a development plan for each. The point wasnt that she could leave tomorrow with a perfect replacement, but that she had a structured approach to grow leaders behind her, removing one of the most common excuses managers use to stall promotions. 2. Build Allies and Sponsors Beyond Your Manager McKinsey highlights how those outside the managers circle of trusted lieutenants” are often excluded from promotion. You cant depend solely on your manager. Promotions often depend as much on organizational politics as on performance. Start by identifying five to seven decision-makers and influencers who may shape your promotion. Conduct a reputation audit to learn how they perceive your impact. Ask: What three words best describe me when you think about my work? Where do you see me adding the most value to the organization? If you were advising me on career advancement, what should I work on next? A common mistake is relying only on mentors. You also need sponsors who will advocate for you in closed-door conversations. Research shows sponsorship accelerates mobility, particularly for women and underrepresented groups. Tiffany realized that while her boss was hesitant, other senior leaders already valued her contributions. By mapping her own Career Board of Directors, she identified mentors, sponsors, peers, and even high-potential juniors who could amplify her influence. This broader network helped her case reach beyond the approval of one person. 3. Reframe Success as Shared Success Some managers resist elevating talent because they feel overshadowed. Research found managers sometimes sabotage talented employees to protect their own job security, status, or to minimize competition. To reduce this perceived threat, make your success their success. Shift the narrative. Frame wins as team wins. Recognize your managers role when presenting in senior meetings and show how your advancement reflects their leadership. As Ralph Nader once said, The function of leadership is to produce more leaders, not more followers. Tiffany began reframing her language. Instead of saying, I drove a digital transformation, she positioned it as Our team delivered this milestone with my managers guidance. That subtle shift improved her relationship with her boss. Reflection questions: How can I position my progress as a reflection of my managers leadership? What opportunities exist to spotlight shared wins rather than individual wins? 4. Demonstrate Leadership Beyond Your Role Promotions signalreadiness for a broader scope, not just excellence in your current job. Step into enterprise-level priorities such as cross-functional projects, task forces, or initiatives that align with executive goals. Visibility beyond your department shows youre already operating at the next level. Tiffany used the Promotability Index self-assessment to identify growth opportunities across the five dimensions: self-awareness, external awareness, strategic thinking, executive presence, and thought leadership. She then led a high-visibility, cross-functional digital transformation task force directly aligned with executive priorities. The initiative stretched her skills and reframed how senior leaders perceived her readiness. 5. Take Charge of Your Own Development Many managers arent proactive in developing direct reports. Waiting for them to chart your path can stall your growth. Own your career development: Seek out stretch assignments, request targeted feedback, and invest in your own learning. Signal your commitment to continual growth rather than relying on your managers bandwidth or interest. Tiffany knew she couldnt count on her boss to sponsor her development. She pursued external executive education, engaged mentors, and worked with an executive coach who facilitated a 360-feedback process to uncover blind spots. That proactive approach made her growth undeniable and less dependent on her managers discretion. As Wayne Gretzky said, You miss 100% of the shots you dont take. 6. Know When Its Time to Move On Despite your best efforts, some managers will remain blockers. If the system consistently denies your advancement, evaluate whether its time to move elsewhere. A lateral move inside the organization or an external opportunity can reignite your trajectory. Dont mistake loyalty for strategy. Sometimes the fastest route up is out. For Tiffany, the turning point came when she realized her bosss reluctance wasnt temporary. Even with succession planning, sponsorship, and expanded visibility, he continued to defer her advancement. Armed with a clear development plan and strong enterprise-wide relationships, she began exploring external options. When a VP role opened at a competitor, her preparation gave her the confidence and the credibility to step in and succeed. When your boss blocks your promotion, it can feel personal and permanent. In reality, its often about perception, politics, or structural gaps rather than your ability. By preparing successors, cultivating sponsors, reframing wins, demonstrating enterprise leadership, investing in your own growth, andwhen necessarymaking the hard choice to move on, you expand your options and reclaim your agency. As weve seen in our work with executives across industries, a blocked path doesnt have to be the end of the road. With the right strategy, it can be the beginning of a new one.
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E-Commerce
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