Paul Thomas Anderson’s ragtag revolutionary saga “One Battle After Another” took top honors at Sunday’s 83rd Golden Globes in the comedy category, while Chloé Zhao’s Shakespeare drama “Hamnet” pulled off an upset over “Sinners” to win best film, drama.“One Battle After Another” won best film, comedy, supporting female actor for Teyana Taylor and best director and best screenplay for Anderson. He became just the second filmmaker to sweep director, screenplay and film, as a producer, at the Globes. Only Oliver Stone, for “Born on the Fourth of July,” managed the same feat.In an awards ceremony that went almost entirely as expected, the night’s final award was the most surprising. While “One Battle After Another” has been the clear front-runner this awards season, most have pegged Ryan Coogler’s Jim Crow-era vampire thriller as its closest competition.But “Hamnet,” a speculative drama about William and Agnes Shakespeare based on Maggie O’Farrell’s bestseller, won in the dramatic category shortly after its star, Jessie Buckley, won best female actor in a drama.It was a banner night for Warner Bros., the studio behind “One Battle After Another” and “Sinners.” Warner Bros. Discovery has agreed to be sold to Netflix in an $83 billion deal. Paramount Skydance has appealed to shareholders with its own rival offer.In his speech after winning best director, Anderson praised Warner co-chief Michael DeLuca.“He said he wanted to run a studio one day and let filmmakers make whatever they want,” said Anderson. “That’s how you get ‘Sinners.’ That’s how you get a ‘Weapons.’ That’s how you get ‘One Battle After Another.'”The final awards brought to, or near, the stage a handful of the most talented filmmakers together in Anderson, Zhao and Coogler plus Steven Spielberg, a producer of “Hamnet.” Regardless of who won what, it was a heartening moment of solidarity between them, with a shared sense of purpose. Zhao fondly recalled being at Sundance Labs with Coogler when they were each starting out.“As students, let’s keep our hearts open and let’s keep seeing each other and allowing each other to be seen,” said Zhao, while Coogler smiled from the front row.“Sinners” won for best score and cinematic and box-office achievement. The win for box office and cinematic achievement, over franchise films like “Avatar: Fire and Ash,” was notable for Coogler’s film, a movie that some reports labeled a qualified success on its release.Yet “Sinners” ultimately grossed $278 million domestically and $368 million worldwide, making it highest grossing original film in 15 years.“I just want to thank the audience for showing up,” said Coogler. “It’s means the world.”Coming off years of scandal and subsequent rehabilitation, the Globes and host Nikki Glaser put on a star-studded ceremony that saw wins for the streaming sensation “KPop Demon Hunters” (best animated film, song), a meta triumph for Seth Rogen’s “The Studio” and an inaugural award for podcasting that went to Amy Poehler’s “Good Hang.”Many of the Oscar favorites won. Timothee Chalamet won his first Golden Globe, for “Marty Supreme,” after four previous nominations. The 30-year-old is poised to win his first Oscar. Fellow nominees like Leonardo DiCaprio and George Clooney stood to applaud his win.“My dad instilled in me a spirit of gratitude growing up: Always be grateful for what you have,” said Chalamet. “It’s allowed me to leave this ceremony in the past empty handed, my head held high, grateful just to be here. I’d be lying if I didn’t say those moments didn’t make this moment that much sweeter.”
Glaser comes out swinging
The Globes, held at the Beverly Hilton in Beverly Hills, California, got underway with a pointedly political opening from host Nikki Glaser and an early award for the night’s favorite, “One Battle After Another.” Emceeing the show for the second straight year, Glaser kicked off the show with self-aware satire.“Yes, the Golden Globes, without a doubt the most important thing happening in the world right now,” she said.In a winning, rapid-fire opening monologue that landed some punch lines on the usual subjects the age of Leonardo DiCaprio’s dates, Kevin Hart’s height Glaser also dove right into some of her most topical material.For the on-the-block Warner Bros., Glaser started the bidding at $5. Referencing the Epstein files, she suggested best editing should go to the Justice Dept. The “most editing,” however, she suggested deserved to go to Bari Weiss’ new CBS News a dig at the Paramount Skydance-owned network airing the Globes.
Globes mix glitz and gloom
Political tension and industrywide uncertainty were the prevailing moods heading into Sunday’s awards. Hollywood is coming off a disappointing box-office year and now anxiously awaits the fate of one of its most storied studios, Warner Bros. Following the fatal shooting of Renee Good in Minneapolis by a U.S. Immigration and Customs Enforcement officer, several attendees wore pins reading “Be Good.”The Globes, formerly presented by the Hollywood Foreign Press Association, have no overlap or direct correlation with the Academy Awards. After being sold in 2023 to Todd Boehly’s Eldridge Industries and Dick Clark Productions, a part of Penske Media, the Globes are voted on by around 400 people. The Oscars are voted on by more than 10,500 professionals.But in the fluctuating undulations of awards season, a good speech at the Globes can boost an Oscar campaign. Winners Sunday included Rose Byrne (“If I Had Legs I’d Kick You”) for best female actor in a comedy or musical, and Wagner Moura, the Brazilian star of “The Secret Agent,” for best male actor in a drama. Kleber Mendonça Filho’s period political thriller also won best international film.“I think if trauma can be passed along generations, values can do,” Moura said. “So this to the ones who are sticking with their values in difficult moments.”Other winners Sunday included the supporting actor front-runner, Stellan Skarsgrd who won for the Norwegian family drama “Sentimental Value.” It was the first major Hollywood movie award for the 74-year-old, a respected veteran actor who drew a standing ovation.“I was not prepared for this because I, of course, thought I was too old,” said Skarsgrd.
‘The Studio’ and ‘Adolesence’ win
In the television awards, “The Pitt” took best drama series, while Noah Wyle won, too, brushing past his former “ER”-star Clooney on the way to the stage. Netflix’s “Adolescence” won four awards: best limited series, and acting awards for Erin Doherty, Stephen Graham and 16-year-old Owen Cooper.Other winners included Rhea Seehorn for “Pluribus” and Jean Smart for “Hacks.”But the most comically pognant award of the night went to “The Studio,” the best comedy series winner. Seth Rogen’s Hollywood satire memorably included an episode devoted to drama around a night at the Globes. (Sample line: “I remember when the red carpet of the Golden Globes actually stood for something.”) Rogen also won best male actor in a comedy.“This is so weird,” Rogen said, chuckling. “We just pretended to do this. And now it’s happening.”
For more coverage of this year’s Golden Globe Awards, visit: https://apnews.com/hub/golden-globe-awards
Jake Coyle, AP Film Writer
Federal Reserve Chair Jerome Powell said Sunday the Department of Justice has served the central bank with subpoenas and threatened it with a criminal indictment over his testimony this summer about the Fed’s building renovations.The move represents an unprecedented escalation in President Donald Trump’s battle with the Fed, an independent agency he has repeatedly attacked for not cutting its key interest rate as sharply as he prefers. The renewed fight will likely rattle financial markets Monday and could over time escalate borrowing costs for mortgages and other loans.The subpoenas relate to Powell’s testimony before the Senate Banking Committee in June, the Fed chair said, regarding the Fed’s $2.5 billion renovation of two office buildings, a project that Trump has criticized as excessive.Powell on Sunday cast off what has up to this point been a restrained approach to Trump’s criticisms and personal insults, which he has mostly ignored. Instead, Powell issued a video statement in which he bluntly characterized the threat of criminal charges as simple “pretexts” to undermine the Fed’s independence when it comes to setting interest rates.“The threat of criminal charges is a consequence of the Federal Reserve setting interest rates based on our best assessment of what will serve the public, rather than following the preferences of the President,” Powell said. “This is about whether the Fed will be able to continue to set interest rates based on evidence and economic conditions or whether instead monetary policy will be directed by political pressure or intimidation.”It’s a sharp departure from the Fed’s understated response to Trump this year. The central bank has attempted to placate the administration by dialing back some policies, such as efforts to consider the impact of climate change on the banking system, that the administration clearly opposed.The renewed attacks on the Fed’s independence, and Powell’s full-throated defense, reignite what had appeared to be a dormant battle between Trump and the chair he appointed in 2017. The subpoenas will renew fears that the Fed’s independence from day-to-day politics will be compromised, which could undermine global investors’ confidence in U.S. Treasury securities.“We expect the dollar, bonds and stocks to all fall in Monday trading in a sell-America trade similar to that in April last year at the peak of the tariff shock and earlier threat to Powell’s position as Fed chair,” Krishna Guha, an analyst at Evercore ISI, an investment bank, wrote in a note to clients.“We are stunned by this deeply disturbing development which came out of the blue after a period in which tensions between Trump and the Fed seemed to be contained,” Guha added.In a brief interview with NBC News Sunday, Trump insisted he didn’t know about the investigation into Powell. When asked if the investigation is intended to pressure Powell on rates, Trump said, “No. I wouldn’t even think of doing it that way.”Powell’s term as chair ends in May, and Trump administration officials have signaled that he could name a potential replacement this month. Trump has also sought to fire Fed governor Lisa Cook, an unprecedented step, though she has sued to keep her job and courts have ruled she can remain in her seat while the case plays out. The Supreme Court will hear arguments in that case Jan. 21.At the Senate Banking Committee hearing in June, Chairman Tim Scott, a Republican from South Carolina, said the Fed’s building renovation included “rooftop terraces, custom elevators that open into VIP dining rooms, white marble finishes, and even a private art collection.”Powell disputed those details in his testimony, saying “there’s no new marble. there are no special elevators” and added that some of the controversial items are “not in the current plan.” In July, Russell Vought, director of the Office of Management and Budget, said in a letter to Powell that his testimony about changes to the building plans “raises serious questions about the project’s compliance” with previous plans approved by a planning commission.Still, later that month, Trump visited the building site and, while standing next to Powell, overstated the cost of the renovation. Later that day, Trump, speaking to reporters, downplayed any concerns with the renovation. He said, “they have to get it done” and added, “Look, there’s always Monday morning quarterbacks. I don’t want to be that. I want to help them get it finished.”When asked if it was a firing offense, Trump said, “I don’t want to put that in this category.”The Justice Department in a statement Sunday said it can’t comment on any particular case, but added that Attorney General Pam Bondi “has instructed her US Attorneys to prioritize investigating any abuse of tax payer dollars.”Timothy Lauer, a spokesperson for U.S. Attorney Jeanine Pirro’s office, said they don’t comment on ongoing investigations.With the subpoenas, Powell becomes the latest perceived adversary of the president to face a criminal investigation by the Trump administration’s Justice Department. Trump himself has urged prosecutions of his political opponents, obliterating institutional guardrails for a Justice Department that for generations has taken care to make investigative and prosecutorial decisions independent of the White House.The potential indictment has already drawn concern from one Republican senator, who said he’ll oppose any future nominee to the central bank, including any replacement for Powell, until “this legal matter is fully resolved.”“If there were any remaining doubt whether advisers within the Trump Administration are actively pushing to end the independence of the Federal Reserve, there should now be none,” said North Carolina Sen. Thom Tillis, who sits on the Banking Committee, which oversees Fed nominations. “It is now the independence and credibility of the Department of Justice that are in question.”
Associated Press writers Seung Min Kim, Eric Tucker, Michael Kunzelman, and Alanna Durkin Richer contributed to this report.
Christopher Rugaber, AP Economics Writer
After seeking Chapter 11 bankruptcy protection in November 2025, Ohio-based retail chain American Signature Inc. (ASI) now says it will close all of its Value City Furniture and American Signature Furniture stores.
Heres what you need to know about the first major home retail store closings of the year, and why some of the chains customers need to beware.
Whats happened?
As Fast Company previously reported, home furnishings retailer American Signature Inc. announced in November that it had filed for Chapter 11 bankruptcy protection. The Ohio-based company was founded 78 years ago in 1948 and grew to become one of the country’s largest regional home furnishings chains.
Its two retail furnishing brands are Value City Furniture and American Signature Furniture.
The company saw rapid growth during the COVID-19 years, as more people stayed home, thus spurring the desire for in-home upgrades.
But in the years since the pandemic, Value City Furniture and American Signature Furniture have seen their fortunes decline.
When ASI filed for bankruptcy in November, the company cited several factors, including rising interest rates, inflation, and President Trumps tariffs, which have hit furniture makers hard.
All this was exacerbated by one of the most severe housing market declines in recent history, the company noted at the time.
How many stores are closing?
At the time of its November bankruptcy filing, ASI said the company had a combined 120 Value City Furniture and American Signature Furniture stores across 17 states.
It immediately started closing some of those stores across 11 states, while ASIs strategic adviser, C Street Advisory Group, noted at the time that its future store footprint would ultimately be determined by the outcome of the sale process.
Unfortunately for the stores’ customers and employees, American Signature Inc. did not find a buyer willing to keep the chains open.
As a result, all remaining Value City Furniture and American Signature Furniture stores have now begun going-out-of-business sales, which will see all locations permanently close.
In a press release announcing the closure of all stores, the companys liquidators, Gordon Brothers, and advisers, which include Hilco Global and SB360 Capital Partners, said that all of American Signature Inc.s 89 remaining stores will shutter.
Customers should beware
When a retail chain holds going-out-of-business sales, customers are normally advised that all sales are final and that no returns will be accepted.
That is the case here, too.
But Value City Furniture and American Signature Furniture customers who had previously placed deposits on items and not yet received them should take special note.
On an FAQ section posted on the companys website, the chain says that if a customer had previously placed a deposit on an order they have not yet received, the company will do its best to fulfill customer orders for products that are currently in stock.
However, these order fulfillments are not guaranteed.
And if an order that a customer placed a deposit on cannot be fulfilled, the company notes that “We are not offering refunds at the time.”
Instead, customers will have to file a claim to apply for a refund on their deposit. However, this claim may not be granted as bankruptcy procedures dictate that the companys creditors must be paid back first, with any remaining funds the company has. Customers owed money are the last in line.
Full list of closing Value City Furniture and American Signature Furniture stores
ASI has a list of all its remaining stores that are currently running going-out-of-business sales before they shutter for good.
However, it should be noted that this list, generated by the companys store locator tool, currently lists 94 locations as having going-out-of-business sales. This is five more stores than the 89 remaining stores the company cited in its press release.
Before you make the trip to any closing store, its best to contact the store directly to see whether it is still open.
According to the companys store location tool, below are the remaining American Signature Inc. stores, which will close once their going-out-of-business sales are complete:
Closing American Signature Furniture stores
Delaware
301 Governors Place, Bear, DE 19701
Florida
150 S SR 434 #1080, Altamonte Springs, FL 32714
161 Brandon Town Center Drive, Brandon, FL 33511
13711-2 South Tamiami Trail, Fort Myers, FL 33912
9400 Atlantic Blvd, Suite 100A, Jacksonville, FL 32225
6001 Argyle Forest Blvd, Jacksonville, FL 32244
7463 West Colonial Drive, Orlando, FL 32818
730 Sand Lake Road, Suite #100, Orlando, FL 32809
15018 North Dale-Mabry Highway, Tampa, FL 33618
5455 University Parkway, University Park, FL 34201
Tennessee
2821 Wilma Rudolph Blvd, Clarksville, TN 37040
1770 Galleria Blvd, Franklin, TN 37067
2130 Gallatin Pike North, Madison, TN 37115
2075 Old Fort Pkwy, Murfreesboro, TN 37129
Closing Value City Furniture stores
Illinois
4380 East New York Street, Aurora, IL 60504
8310 South Cicero Avenue, Burbank, IL 60459
2100 159th Street, Calumet City, IL 60409
2536 N. Elston Ave, Chicago, IL 60647
1508 Butterfield Rd, Downers Grove, IL 60515
10705 Lincoln Trail, Fairview Heights, IL 62208
3355 Mall Loop Drive, Joliet, IL 60431
49 West North Avenue, Northlake, IL 60164
15770 South La Grange Road, Orland Park, IL 60462
1015 E. Golf Rd, Schaumburg, IL 60173
Indiana
5330 East Indiana Street, Evansville, IN 47715
811 Northcrest Shopping Center, Ft. Wayne, IN 46805
1218 US 31 North, Greenwood, IN 46142
5450 East 82nd Street, Indianapolis, IN 46250
2580 East 79th Avenue, Merrillville, IN 46410
2437 East Main Street, Plainfield, IN 46168
Kentucky
8032 Burlingon Pike, Florence, KY 41042
3220 Nicholasville Road, Lexington, KY 40503
2321 Sir Barton Way, Suite 170, Lexington, KY 40509
3426 Preston Highway, Louisville, KY 40213
4623 Shelbyville Rd, Louisville, KY 40207
Maryland
5840 Baltimore National Pike, Baltimore, MD 21228
559 Baltimore Pike, Bel Air, MD 21014
5500 Buckeystown Pike, Ste 800, Frederick, MD 21703
22 Mountain Road, Glen Burnie, MD 21060
1581 Wesel Blvd, Hagerstown, MD 21740
8301 Annapolis Road, New Carrollton, MD 20784
1260 Smallwood Drive, Waldorf, MD 20603
5240 Campbell Blvd Suite E, White Marsh, MD 21236
Michigan
42595 Ford Rd, Canton, MI 48187
4577 Miller Rd, Flint, MI 48507
4375 28th Street SE, Kentwood, MI 49512
2780 Tittawabassee Road, Saginaw, MI 48604
33377 Van Dyke Avenue, Sterling Heights, MI 48312
23859 Eureka Road, Taylor, MI 48180
1775 Oak Hollow Dr, Traverse City, MI 49686
45350 Utica Park Blvd, Utica, MI 48315
8300 N Wayne Rd, Westland, MI 48185
Missouri
13961 Manchester Rd, Ballwin, MO 63011
970 Northwest Plaza, St. Ann, MO 63074
202 Mid Rivers Mall Drive, St. Peters, MO 63376
North Carolina
2320 Sardis Road North, Charlotte, NC 28227
9527 South Boulevard, Charlotte, NC 28273
8101 N. University City Blvd, Charlotte, NC 28213
New York
3160 West Ridge Road, Greece, NY 14626
1000 Hylan Drive Suite 206, Henrietta, NY 14623
Ohio
2675 Fairfield Commons Blvd, Beavercreek, OH 45431
443 Boardman-Poland Road, Boardman, OH 44512
7500 Brookpark Road, Brooklyn, OH 44129
5577 Dressler Road NW, Canton, OH 44720
6067 East Main Street, Columbus, OH 43213
4300 W. Broad St., Columbus, OH 43228
3700 West Dublin Granville Rd. Columbus, OH 43235
1091 Gemini Place, Columbus, OH 43240
3740 Easton Market, Columbus, OH 43219
790 Howe Ave, Cuyahoga Falls, OH 44221
1301 E Mall Dr, Holland, OH 43528
7767 Mentor Avenue, Mentor, OH 44060
4700 Great Northern Blvd, North Olmsted, OH 44070
202 East Market Street, Sandusky, OH 44870
94 West Kemper Road, Springdale, OH 45246
50471 Valley Plaza Drive, St. Clairsville, OH 43950
4475 Monroe Street, Toledo, OH 43613
4095 Richmond Road, Warrensville Heights, OH 44122
Pennsylvania
20111 Route 19 Suite B, Cranberry Township, PA 16066
5047 Jonestown Road, Harrisburg, PA 17112
3801 William Penn Highway, Monroeville, PA 15146
451 Clairton Blvd, Pittsburgh, PA 15236
1400 Park Manor Blvd, Pittsburgh, PA 15205
South Carolina
240 Forum Dr, Columbia, SC 29229
140 Columbiana Dr, Columbia, SC 29212
Virginia
1412 Greenbrier Pkwy, Unit 100, Chesapeake, VA 23320
4300 Portsmouth Blvd, Suite 200, Chesapeake, VA 23321
5516 Leesburg Pike, Falls Church, VA 22041
1731 Carl D Silver Parkway, Fredericksburg, VA 22401
1250 Huguenot Rd, Midlothian, VA 23113
2720 North Mall Drive, Virginia Beach, VA 23452
2500 Prince William Parkway, Woodbridge, VA 22192
West Virginia
1423 Roby Road, Route 60, Huntington, WV 25705
400 Lakeview Center, Parkersburg, WV 26101
Its a bird. Its a plane. Its the next phase of expansion planned by Walmart and drone company Wing.
The companies plan to roll out additional locations for drone delivery in metropolitan hubs like Los Angeles, St. Louis, Cincinnati, and Miami this year in what they call the next chapter of the worlds largest drone delivery expansion.
This expansion adds to the 100 stores already planned in metro areas like Orlando and Houston. The drones are expected to start flying in the latter city this week. The expansion will increase Walmart and Wing’s network to more than 270 locations across the country in 2027.
Whether its a last-minute ingredient for dinner or a late-night essential for a busy family, the strong adoption weve seen confirms that this is the future of convenience, said Greg Cathey, senior vice president of digital fulfillment transformation at Walmart, in a statement. By expanding drone delivery to new major metro areas, we are helping more customers solve for their last-minute needs faster than ever before.
[Photo: Walmart]
New heights
In the first two years of Walmart and Wings partnership, their delivery service was available in seven states. With this planned expansion, more than 40 million shoppers across at least 10 states will have the option of drone delivery.
The rapid expansion is a sign that customers find real value in getting what they need when they need it, in a matter of minutes, Wing’s new chief business officer, Heather Rivera, tells Fast Company in an email. Adoption of drone delivery is quick, and it makes a real difference to customers.
Walmart and Wing first partnered in 2023 to bring drone delivery to customers with a few simple steps. Shoppers order with Walmart, Wings marketplace, or even a third-party service like DoorDash. They select drone delivery and specify an exact delivery location. Then, the drone is loaded up and takes off with the order.
This airborne delivery is faster than other methods, especially in car-dependent metropolitan areas, since the drones can avoid traffic and other obstacles in the sky. As the partnership continues to expand, Wing leadership has their eyes on the sky.
This expansion elevates Wing from a regional success to a truly national delivery service, Rivera says in an email. Its no longer a question of if Wing drone delivery will come to your city, its when.
Almost lost and nearly forgotten, a sculpture by one of the most noted mid-century modernist designers has been given a meticulous restoration and a starring place in the new headquarters of General Motors in downtown Detroit.
Designed by artist Harry Bertoia and first installed in 1970, the sculpture is made of two clusters of long steel wires intertwined like twigs in a bird’s nest. Stretching 26 feet in height, the sculpture is now hanging in the atrium of a newly built 12-story mixed-use building in Detroit that’s the home of GM’s new global headquarters. GM, which has featured Bertoia’s work in other company properties since 1953, spent an undisclosed sum of money to have the sculpture restored and installed in the heart of its new offices.
It’s a remarkable resurgence for a sculpture that was nearly lost in the rubble of a demolished shopping mall.
Lost to time
The sculpture was originally commissioned as decoration outside a J.L. Hudson’s department store at the Genesee Valley Center in Flint, Michigan, which opened in 1970. Bertoia, an Italian-born artist who moved to Detroit in 1930 at the age of 15, designed the sculpture using simple steel rods that were coated in melted brass, bronze, and other metal alloys.
Most famous for his furniture design work for Knoll Associates, Bertoia also had a long career as a sculptor, creating mainly metal-based works. His first project for GM was a 36-foot-long decorative wall screen installed in a cafeteria at GM’s Global Technical Center in 1953, which is still in place today.
[Photo: GM]
The nest-like sculpture Bertoia made in 1970 hung in the Flint mall until 1980, when it was removed during a renovation. It was taken to another nearby regional mall, the Northland Center, where it was stored in the basement and eventually forgotten.
Built in 1954 in the Detroit suburb of Southfield, Northland Center is considered by some to be the first regional shopping mall and was designed by shopping mall creator Victor Gruen and his firm Gruen Associates, which was also involved in designing the Genesee Valley Center. An open-air cluster of stores connected by pedestrian paths and green plazas, it preceded by two years the enclosed and air conditioned Southdale Center in Edina, Minnesota, another Gruen project that is more often referred to as the first shopping mall.
The developer and anchor tenant of Northland Center was the J.L. Hudson’s department store, which originally commissioned Bertoia’s sculpture for its Flint location. Presumably, the company moved the sculpture to the Northland Center basement because it wanted to keep the artwork for future use.
Instead, the sculpture languished in the Northland Center basement for decades. Then, in 2017, during a partial demolition and renovation of the mall, the sculpture was rediscovered, coated in dust and partly bent out of shape. The Hudson’s company had long since dissolved, so the city of Southfield’s arts commission took over stewardship of the sculpture. A restoration process ensued, and about halfway through, GM’s design team learned about the sculpture.
“It looked like there were decades of dirt and grime covering the metal rods. It was tough looking,” says Christo Datini, manager of GM’s archive and special collections.
Given GM’s long association with Bertoia, the company felt obligated to finish the restoration. “We started to think about how we could help the situation. What could we do?” says Datini. “And then of course when the new headquarters came into play, it seemed like an obvious place.”
A new place to hang
The new headquarters is on the site of the old Hudson’s department store in Detroit, once the second-largest department store in the world. The building was demolished in 1998, and has since been redeveloped into a $1.4 billion skyscraper complex. GM’s offices fill the top floors of the 12-story mixed use building that makes up half of that project, and look out on a large atrium in which the Bertoia sculpture now hangs.
Getting the sculpture there was challenging. Given its size, there was no easy way to bring it into the building, which finished construction in late 2025. To crane the sculpture inside, a 15-foot-wide and 75-foot-tall section of the facade of the building had to be partly deconstructed. It was then carefully moved, in two pieces, into the atrium, where it now hangs below a wide skylight. “There are no anchor points directly above. It’s actually anchored at several points, suspended kind of like a tight rope,” says Datini.
Walking into the building’s atrium on a recent day in January, the sculpture soars overhead, with its jumble of metal rods appearing both orderly and chaotic. Corridors wrap around the sculpture on each of the six floors in the atrium space, offering varied views of an artwork that’s at once simple and complex.
Unfortunately this atrium is not open to the public, but Bertoia’s sculpture will be a daily presence for hundreds of GM workers at its new headquarters. After decades sitting in the dust of a shopping mall basement, it’s a triumphant second act.
Hello and welcome to Modern CEO! I’m Stephanie Mehta, CEO and chief content officer of Mansueto Ventures. Each week this newsletter explores inclusive approaches to leadership drawn from conversations with executives and entrepreneurs, and from the pages of Inc. and Fast Company. If you received this newsletter from a friend, you can sign up to get it yourself every Monday morning.
In recent weeks Modern CEO has published predictions for 2026 from CEOs across industries and a list of books that can help leaders get ready for the year ahead. We invited readers to share their own prognostications and book recommendations. (Respect to the author who endorsed her own book.) Heres a sampling of the responses.
Bold Predictions
ChatGPT becomes the new DoorDash
2026 will mark a fundamental shift: ChatGPT and other AI platforms will become the primary interfaces between consumers and restaurants. Discovery will evolve into actionpeople wont just find new restaurants on ChatGPT; theyll order and review there, too. In an AI-first world, the need for intermediaries fades as ordering rails connect restaurants directly to these platforms. This creates a massive opportunity for restaurants to reclaim the direct relationships they lost to third-party marketplaces.
Savneet Singh, CEO, PAR Technology
Customer experience shifts from speed to substance
Over the past two years, companies raced to embed AI into service interactions, but many of those deployments are now revealing cracks. Our testing data proves it: In a recent analysis of enterprise models, 82% of AI failures stemmed from misinformation, especially in chatbots. These silent errors quietly erode customer relationships long before companies realize it. The next phase of CX (customer experience) innovation wont be about smarter automation; it will be about trustworthy automation. Ultimately, the companies that win customer trust wont be those deploying AI the fastest, but those ensuring every AI-driven interaction is accurate, safe, and human-centered.
Dean Hickman-Smith, chief revenue officer, Testlio
More technology, more vulnerabilities, more responsibility
Let us all individually be ready for more and entirely new technologies in 2026, [and] embrace and prepare to secure ourselves even more. A lot of work is to come, especially for the specialists in the field. We can clearly see more vulnerabilities coming our way, but we should be ready to fight back. Experts should expect their expertise being needed more than ever in all aspects and fields, including policy development [for] and general awareness [of] cybersecurity.
Ella Hamwaka, cybersecurity specialist
Prepare for the “vibe coding” compliance crisis
Organizations rushing to adopt AI coding assistants without proper governance will face a reckoning in 2026. While vibe coding feels efficient, its creating invisible and silent security gaps that traditional audits arent designed to catch. Companies that fail to implement AI-specific governance frameworks now will find themselves scrambling when regulators start asking hard questions about AI-generated code provenance and security controls.
Shrav Mehta, CEO, Secureframe
Cybersecurity hits the limits of system complexity
2026 is the year the cybersecurity industry confronts an uncomfortable truth: Were nearing the fundamental limits of sustainable complexity in distributed systems. This isnt about better tools or bigger budgets; its about the thermodynamic coordination constraints weve ignored for too long. Organizations that recognize this earlyand design for graceful degradationwill adapt and survive.
Trey Darley, founder, Proper Tools
Companies will rehire for jobs eliminated by AI
Next year, companies that rushed to make layoffs hoping AI would fill a significant gap will realize they need to rehire to fill some of those roles. We saw this starting this year with companies like Klarna, rehiring to fill customer service roles that chatbots failed at. Next year, well see more of this.
Mahe Bayireddi, founder and CEO, Phenom
996 culture loses steam because the output is not real
We used to call it hustle culture, but this year it was rebranded to 996. Outside of short sprints (less than three months), I have never seen anyone produce long-term quality work for six days a week, 12+ hours in front of a screen. Actual output is similar to a normal day. VCs often push this culture more than founders, which fuels the perception that extreme hours are required. Its not sustainable, and it signals that a company is not building a culture for the long term.
Immad Akhund, cofounder and CEO, Mercury
Book Recommendations
Sound Is Not Enough by Svetlana Kouznetsova
The book explains why accessibilityparticularly audio and communication accessibilityis not optional or a nice to have, but a core business requirement for all organizations of any size.
Svetlana Kouznetsova, accessibility strategy consultant
The Art of Living by Epictetus
This book sits on my desk (and in my work bag when I am on the road) 365 days a year. I commit to reading a page from it every day and have for over a decade. It is a practical manual for Stoic philosophya reminder of core values and whats actually in our control to live a happy, virtuous, and resilient life.
Leagh Turner, CEO, Coupa
The Odyssey by Homer
If youre looking for inspiration on how to write a comeback story for your company, theres no better tale than The Odyssey. On the surface, its a Marvel comic-style adventure story of a warrior conquering obstacle after obstaclethe Sirens song, Cyclops grasp, Charybdis pull. Its also a story of leadershipof what it takes to overcome a fractious, even mutinous crew. Its a tale of tapping into motivation (over 10 years!) and keeping your eyes on the prize.
David Risher, CEO, Lyft
Share your thoughts and recommendations
What books, resolutions, or big ideas are you embracing in 2026? Write to me at < href="mailto:stephaniemehta@mansueto.com" target="_blank" rel="noreferrer noopener">stephaniemehta@mansueto.com, and well revisit some of these topics throughout the year.
Read more: the year ahead
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How to rewire your brain for success in 2026
Five ways to build global teams this year
Its become almost a cliché to talk about how consistently organizational change fails. Study after study finds that roughly three-quarters of change efforts dont achieve their objectives. There are underlying forces that work against us adapting to changeincluding synaptic, network and cost effectsthat lead to resistance.
Another problem lies in how we study change itself. Typically, researchers at an academic institution or a consulting firm interview executives that were involved in successful efforts and try to glean insights to write case studies. These are famously flawed, lacking controls, and often relying on self-serving accounts.
One unlikely place to look for insight is a little-known academic named Gene Sharp, who wasnt interested in business at all, but political revolutions. What he found was that there are sources of power that support the status quo and these have an institutional basis. As long as they remain in place, nothing will ever change. But if you can shift them, anything becomes possible.
A Revolutionary Shift
Before 1789, the world was ruled by monarchies rooted in the divine right of kings and the feudal system. Yet that year would prove to be an inflection point. The American Constitution and the French Revolution began a fundamental realignment of power that culminated in the revolutions of 1848, a widespread uprising against monarchies that spread across Europe.
But in the late 19th century something new emerged: nonviolent movements. Rising out of the abolitionist efforts in the US, which then morphed into the struggle for womens suffrage, new techniques of fighting for change emerged. Among those watching closely was a young law student, Mohandas Gandhi. He would later perfect their techniques in South Africa and India.
It was Gandhis work that Gene Sharp first began to study and led him to an epiphany: violent revolts would always be at a disadvantage because the regime controls the means of violence, such as the military, police and other security agencies. It also has the power to create and enforce laws.
Nonviolent movements, on the other hand, could fight with very different weapons, those of psychology, sociology, and economics, where the regime can be put at a disadvantage. Thats how Gandhi was able to win against seemingly impossible odds. What Sharp wanted to do was create a systematic strategic framework so that anyone could achieve what Gandhi did.
Thats what led to his key insight: power is rooted in institutions, and only by shifting them can true transformation occur.
Understanding Sources Of Power
Think about an all-powerful dictator somewhere, like Vladimir Putin in Russia or Xi Jinping in China. Then, imagine that all of the janitors decide not to come in to work. That all-powerful dictator is now powerless to get the trash picked up. He can arrest the janitorsor even have them killedbut picking up all the trash in the country is not something he can do himself.
The point is that a leaders power extends only as far as their ability to control or influence institutions. They can only make laws to the extent that they control the legislative system and can only enforce those laws if they control or influence the legal system and the police. The same goes for commercial institutions, educational institutions, the media and so on.
That, in a nutshell, is Sharps key insight: power is never monolithic but distributed across many institutions, all of which have vulnerabilities. It can be attacked wherever you find a weakness. If you can influence the institutions that the regime depends on to maintain and enforce its power, you can create genuine transformation.
This is not just a theory. It has been proven to work in practice. The color revolutions were rooted in Sharps ideas as was the Arab Spring in Egypt. The Center for Applied Non-Violent Actions and Strategies (CANVAS) has put them to work in over 50 countries and even offers a comprehensive curriculum to help others bring about the change they want to see.
Yet Sharp’s ideas dont apply only to political movements. As I showed in Cascades, they can be just as effective in driving organizational change.
Mapping Power In Your Organizational Ecosystem
One thing every leader quickly learns is how little real power they really have. Formal authority only goes so far. Much like Gene Sharp observed about regimes, the status quo has sources of power keeping it in place. Often these have had yearseven decadesto entrench themselves. They will work against any significant change effort.
Consider the dilemma of the PC manufacturers in the 1980s. It was clear that Dells direct sales model was vastly superior to selling through distributors and market leaders like Compaq and HP made a number of efforts to adopt it. Yet so many stakeholders, including powerful executives within the company and external partners, had a stake in the existing model. So nothing ever changed.
Think about that for a minute. Pundits like to portray firms that get disrupted as simply not paying attention. But thats often not true. In this case, the leaders of these PC firms accurately diagnosed the problem and created strategies, such as modified compensation schemes, to address it, but still failed to overcome the forces keeping the status quo in place.
Thats why in our transformational change workshops, one of the first steps is mapping the sources of power well nee to influence to make change happen. Much like Sharp revealed about political revolutions, once youve identified institutional targets, you can start designing tactics to address them.
Change Isnt About Persuasion, Its About Power
All too often, we think about change in terms of persuasion. We think if we can just come up with the right message, broadcast it widely and get it to the right people, that change will happen. But decades of evidence shows thats not true. Even if we are able to inform people and change their attitudes, they are unlikely to change their behavior.
What Gene Sharp showed us is that change isnt about persuasion, its about power. To bring about transformation, we need to undermine the sources of power that underlie the present state while strengthening the forces that favor a different future. If you can influence the institutional stakeholders keeping the status quo in place, change can happen. If you cant, it is unlikely things will ever change.
That also helps explain why so many change efforts fail. They start with tactics designed to create a specific effect, such as build awareness or create a sense of urgency. Leaders roll out communication campaigns, design training programs, or host events like hackathons. Then they congratulate themselves when the action achieves the intended effect and wonder why genuine change never happened.
Until you identify, analyze, and understand exactly what your actions need to be targeted at, youre just wasting your time. Every enterprise, whether its an organization or an entire society, is governed by institutions that maintain the status quo. Once you are able to internalize that simple truth, you are ready to lead change effectively.
Change isnt about snappy slogans or clever campaigns. Its what happens when you build the capacity to influence institutions.
Yes, there are the New Years traditions of setting ambitious goals and ditching bad habits, but one evergreen resolution that ought to top lists is to banish bad design. Why endure something that simply doesnt work (or is an affront to aesthetics) any longer than we have to?
In the spirit of fresh starts, we polled experts in architecture, tech, industrial design, and urbanism on the everyday annoyances and the big-picture issues that they think are in desperate need of a refresh in 2026. (Top on my personal list? Eye-searing headlights.)
Design is inherently an optimistic act, and by fixing these issues, were a step closer to a more beautiful and better world.
[Photo: Snehit/Adobe Stock]
Data Centers
Data centers are the significant buildings of the moment, and we have a responsibility to make them part of our cities as theyre really powering the future. The buildings have to perform at the highest technical level, but they also need to connect and respond to a sense of place and to the community around it. For example, we designed a data center with a facade that has an intricate pattern language that feels more like a theater or civic building and other centers with mass timber, which lends warmth and beauty to the structure while also bringing a sustainability story to the structure.
Every data center project of ours now starts with thinking through resilient strategies, including reducing or eliminating evaporative cooling and integrating next-generation thinking on energy usage. At the same time, there are people still working in these buildings and there needs to be consideration for the workplace as well. It’s about technology plus people, and we can’t ignore the human side of this because recruitment and retention are still key considerations.
Its also interesting to think about what to do in a really dense urban environment. Were involved in conversion projects that take aging, underutilized office buildings and explore vertical mixed use. It’s not just about converting office to residential, which were doing in many locations. Can you take an aging office building and part of its reuse becomes a data center? In 2026, well see more of a global dialogue from a real estate standpoint on urban opportunities that includes thinking about data centers vertically.
Jordan Goldstein, Co-CEO of Gensler
[Source Image: whitecityrecords/Adobe Stock]
Crossover and Compact SUVs
Living in Los Angeles, Im surrounded by automobiles all day. Im always disappointed by how homogenous so many archetypes are. Crossover and compact SUVs are all so similar that you could swap the badges on any of them, and no one would know the difference between the brands.
Unfortunately, over the last decade the same can be said of most sports cars. All the major brands have adopted the wide rear body of the [Porsche] 911, and for no reason; their engines are in the front of the car and dont demand the stability and width to balance the weight that sits on the rear wheels of the 911.
Every brand has an origin story, and many of their older iconic cars were based on original ideas. As recently as the 90s, car brands held a unique design language. In the past, the only market that had homogeneous design was the Soviet Union. Our culture is based on differentiation in the market, where customers have choices. Today we lack real choice.
This all points to a lack of vision and conservative leadership at the major automakers. There is no risk-taking, and the customer is given a design thats the result of market research rather than innovation and design. This should be a priority because it instills poor valueslack of originality, fear-driven business strategy, zero risk-takingon the built environment and our culture.
Jonathan Olivares, Creative Director of Knoll
[Illustration: FC]
Data Ownership
Every time we swipe our MetroCard, visit a doctor, buy groceries, or scroll through our phones, we are creating data. But we almost never get to see it to understand ourselves better. The data flows in one direction only, from us into systems that are used to optimize operations and algorithms and train models. What if instead our data could come back to us in a form that can help us see the patterns in our lives and understand our own stories? I want to redesign this fundamental relationship.The issue is that data has become the language that we need to navigate life but we haven’t been taught to speak it; and the interfaces that could help us learn are designed for administrators and quarterly reports only, rarely for actual people trying to understand their own lives. Imagine getting home from a doctor’s appointment and receiving a beautiful understandable visualization of your healthover time, where you can see patterns you didnt know existed. This is the type of context that can help us ask better questions about our health.
Or imagine your transit system revealing the mundane rhythms of your own life back to you (the coffee shop you always stop at on Tuesdays, the routes you take when you’re stressed versus calm). This would close the literacy gap by making data comprehensible in the moments when it matters most without dumbing down complexity and nuances. I’ve spent my career proving we can do this. Better design here means more agency. It means people who can advocate for themselves. It means closing the gap between those who can speak data and those who can’t.
Giorgia Lupi, Partner at Pentagram
[Illustration: FC]
AI Interfaces
Im excited to see how teams rethink and redesign user interfaces for an AI-native world. Today, were still in the MS-DOS era of AI where every prompt, every agent, and every emerging modality is, for the most part, a long text response in a conversational interface. My prediction is that in 2026, well see a shift toward richer, more dynamic interfaces where both inputs and outputs evolve far beyond text.
Its not surprising that AI user interfaces began as chatbots. Large language models operate on tokens, and text is the fastest, cheapest medium to build, debug, and evaluate. But decades of software and interface design have made something clear: humans dont think in language alone. We think spatially. We understand through motion, contrast, hierarchy, and causality, and our instinct is to act through direct manipulation, not just typed commands.
As AI capabilities evolve, design is more important than ever. Visual interfaces arent going away, and neither is the need to see, shape, and refine ideas as we work. Designers have a rare chance to define the rules and patterns of this new interface era, shaping what work, play, and productivity will look like for decades to come.
Loredana Crisan, Chief Design Officer of Figma
[Source Photo: serdarerenlere/Adobe Stock]
Material Labeling
When anyone (architects, clients, contractors) walks into a big-box store, it would be transformative to see a Nutri-score or Local Law 33 energy grade for materials, but for wood in particular since its so widely used. A better system would treat wood like food, with clear, standardized material labeling. You should be able to see where the wood comes from, almost like buying eggs when youre faced with this wall of different levels of chicken torture.
Material supply chains struggle with standardization and transparency for many reasons, but in my opinion, it is because consumers didn’t know they should be demanding it. For example, once it became clear that Quartz countertops were causing silicosis by those cutting the material, consumers were horrified. So much so that the Australian government made the material illegal. The problem is big-box retailers, where most wood is purchased, rarely surface this information, despite occasionally stocking high-quality or responsibly sourced material hidden in plain sight.
Greater transparency at the point of purchase would empower people to make more precise decisions about a whole host of values that are important to them. When I walk into a box retailer, I want to know which 2xs are Code A (regeneratively cultivated through methods of land conservation and repair by a local within 100 miles who has been historically disenfranchised) or Code B (selectively harvested and replanted by a fifth generation land and sawmill owner using Indigenous cool burning to prevent forest fires) or Code C (small batch monocultures grown at high efficiency to prevent the replacement of biodiverse unproductive forests), etc.
Lindsey Wickstrom, Architect and Founding Principal of Mattaforma
[Source Photo: Emagnetic/Adobe Stock]
Outdoor Lighting
How about we all start taking a neighborly approach to outdoor lighting?
When colleagues and friends talk to me about lighting, they used to mention wonderful festival lights they had just seen or lamps they appreciated or hated. But these days they mostly complain about light streaming into their windows from someone elses outdoor lighting.
In the city, a new commercial tower in midtown streams constantly changing light into bedroom windows literally miles away. Entertaining for some, apparently, and intensely disruptive for others. Not to mention the damage to fish and bird habitat.
Most adults are in the very early stages of grasping how to use artificial intelligence. The The Lego Group thinks that children need to build their own learning path to understand the fast-evolving technology.
On Monday, the Danish toy maker debuted a new computer science and AI curriculum for K8 classrooms, Legos first foray into AI that comes more than three years after the debut of OpenAIs ChatGPT chatbot. The Lego Education Computer Science & AI kits include Lego bricks and other interactive hardware components, as well as online education materials intended to take children from the beginning stages of AI literacy through hands-on experimentation.
Debuting in classrooms this April, Lego says each package will cost $339.95 and is designed for groups of four students.
Kids want in on the AI conversation
Lego says 90% of kids want to learn more about how to use AI, but two-thirds feel left out of the AI conversation, according to a survey of 800 students ages 8 to 14 across the U.S., Germany, South Korea, and Australia conducted in late 2025.
Children have their own thoughts on how AI should be used, or how it shouldnt be used, says Andrew Sliwinski, head of product experience of LEGO Education. Lets bring children into the conversation in an informed and empowered way.
The curriculum will be sold in three grade bandsK2, 35, and 68and was designed as an end-to-end program for teaching both computer science fundamentals and AI concepts. According to Sliwinski, no data children share ever leaves the computer. The system works offline, and no private information is sent to Lego or any third party.
Escaping the AI panic cycle
Sliwinski says Lego wanted to move past the two dominant narratives around AI and children. One frames AI as an unstoppable force that will render kids obsolete before adulthood. The other calls for strict bans that prevent children from interacting with the technology at all.
What both of those narratives are often missing is that children are capable, he says. They have their own opinions and thoughts on AI and how it should and shouldnt be used.
Why toy makers are struggling with AI
The broader toy industry is still fumbling its approach to artificial intelligence. Mattel failed to deliver an AI-powered toy in 2025 under its partnership with OpenAI. Another AI-enabled teddy bear was banned after it engaged in sexually explicit conversations with minors.
In California, a state senator has introduced a bill that would enact a four-year ban on AI chatbot toys for children under 18.
Why banning AI wont work
I would never suggest buying a toy that has AI embedded in it, says Rebecca Winthrop, a senior fellow at the Brookings Institution. It is just way too soon.
Still, Winthrop argues that banning AI in schools is unrealistic. Students will find workarounds, and many already encounter AI passively through everyday apps.
If AI can write a seventh-grade paper on World War II, students lose the critical thinking that comes from doing the work themselves, Winthrop says. That means educators will need to redesign assignments so the processnot just the outputmatters.
Teachers are really going to have to shift the assignments they give, she says.
Teaching under uncertainty
Justin Reich, an associate professor at MIT, says schools will need to operate under uncertainty for years. No one knows exactly what a 5-year-old should understand about AIbut waiting for perfect answers isnt an option.
Were almost certainly making mistakes, Reich says, likening the moment to early internet literacy efforts that later proved flawed.
Sliwinski says the payoff becomes clear in the classroom. During a recent visit to a fourth-grade class in Chicago, students trained Lego-based robots to dance using a machine-learning model. When commands were off, the robots lost their rhythm.
That creates a shift in power dynamics, Sliwinski says. AI is no longer the smartest thing in the roomthe kids are.
The majority of us see change as a blind scary leap into the unknowna scary evolution that demands we give up on everything we know. But what if we reframed change, not as something that happens to us, but as something we actively choose?
Traditionally people perceived change in black-and-white terms: either you can change, or you cant. That kind of thinking sets us up for failure by assuming that change requires some grand, perfect plan or major shift in direction. However, we also have the power to make small changes, no matter how minor they seem. And it’s these small changes that, over time, lead to profound transformation.
Fear Takes the Wheel
The most common reason people resist change is fear. And fear takes many forms: fear of failure, fear of the unknown, and fear of making the wrong move hold us back from making choices that could improve our lives. The fear of taking that first step is often so overwhelming that we decide to stay stuck, because inaction feels safer than risking the potential for discomfort or failure. We keep telling ourselves, Im not ready yet, or Ill probably fail. But these stories we tell ourselves only deepen our sense of powerlessness. They might make us feel comfortable by letting us off the hook, but these excuses dont help us become more capable, either.
The issue is that fear doesnt just make us inactive; it keeps us stuck. As humans, we’re always making choicesconsciously or unconsciously. The hamster running on its wheel is a perfect metaphor here: it runs tirelessly, not because it doesnt have the ability to stop, but because it doesnt choose to stop. At any moment, that hamster can step off the wheel. And in many instances, so can you.
The Cost of Inaction
You have more control than you think.
Staying stuck is a decision in itself, one that often carries a higher price than taking a leap. Consider this: Even if you stand in the middle of the road, you risk getting run over. This is the paradox of fear: Were afraid of making a “bad” choice, yet the failure to choose can often be the most costly decision we make.
Research on organizational change shows how employees who resist change are more likely to experience disruption, anxiety, and negative emotions the longer they resist, which can make changing in the future even harder. Unchecked resistance can decrease productivity, lower morale, cause project delays, and increase turnover. Leaders and organizations that proactively manage resistance by building trust, clarity, and support can transform these challenges into opportunities for growth and adaptation.
In contrast, those who embrace even small, incremental changes are more likely to experience increased confidence, a sense of accomplishment, and a willingness to face bigger challenges. The learning? Its the small wins that build momentum.
In his 20 years as manager of the All Blacks, the New Zealand Rugby team, Darren Shand has seen how embracing even small change can catalyze teams to perform in remarkable ways. For over a decade, the All Blacks were the top ranked rugby team in the world, driven largely not just by talent but by embracing trust, positivity, and growth: During my time with the All Blacks, I learned that transformation rarely comes from radical changeit comes from consistent small choices made with purpose. At the highest level, we found that growth was less about doing more, and more about doing the little things better, every single day.
The Power of Minor Shifts
So, whats holding you back from better embracing change? Instead of seeing change as a monumental task, think of it as a series of small choices that add up over time. Start small: maybe it’s trying a new hobby, having a conversation with someone that you’ve been avoiding, or taking a short walk every day. These tiny decisions may seem insignificant in the moment, but theyre the building blocks of personal transformation. Each time you make a choice to step out of your comfort zone, no matter how small, youre signaling to yourself that change is possible.
Ready for Change? Consider This
If youre ready to embrace change, start by asking yourself a few simple but powerful questions:
Whats the cost of staying where I am? Reflect on what youre risking by not making a change. Sometimes, the discomfort of the present moment is less painful than the long-term consequences of staying stuck.
What ONE small step can I take today? Change doesnt have to be grandiose. Whats one tiny action you can take today that will start to shift your course?
What am I afraid of? Often, fear is exaggerated in our minds. What is the worst thing that could happen if you tried something new? Could the benefits outweigh the risks?
Who can support me in this change? Change doesnt have to be a solo endeavor. Who can be your accountability partner, or who can offer guidance along the way?
By asking these questions, youll gain clarity on why change matters to you and how you can begin to make it happen, step by step.
Change is Always a Choice
Change is not as hard or as out of reach as we often make it out to be. The key is recognizing that, just like a hamster on its wheel, you have the power to stop running in circlesand step off. You have the power to make a change, however small, and with each choice, your world transforms. In the end, so much of the change we face isnt something that happens to us. Its something we choose.
