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Five years ago, I bought an e-bike. At the time, the motor-equipped two-wheelers were burdened with an iffy reputation. Was it way easier to get up a hill on one than on a bike without a battery? Absolutely. Did that mean people who rode them were lazy or even cheaters? Some cycling enthusiasts thought so. But what if the boost provided by your e-bike motivated you to make longer trips and more of themall powered, in part, by your own pedaling? Having logged almost 10,000 miles on my Gazelle, Im certain its been a guilt-free boon to my well-being. Data backs me up. I thought about that recently while reading about a new study conducted at MITs Media Lab. Researchers divided subjects ages 18 to 39 into three groups and had them write essays on topics drawn from the SAT questions answered by college applicants, such as Do works of art have the power to change people’s lives? One group relied entirely on unassisted brainpower to complete the essay. A second group could use a search engine. And the third could call on ChatGPT. The study subjects wore EEG helmets that captured their brain activity as they worked. After analyzing that data, the researchers concluded that access to ChatGPT didnt just make composing an essay easier. It made it too easy, in ways that might negatively impact peoples long-term ability to think for themselves. In some cases, the ChatGPT users merely cut and pasted text the chatbot had generated; not surprisingly, they exhibited little sense of ownership over the finished product compared to those who didnt have a computerized ghost on tap. Due to the instant availability of the response to almost any question, LLMs can possibly make a learning process feel effortless, and prevent users from attempting any independent problem solving, the researchers wrote in their report. By simplifying the process of obtaining answers, LLMs could decrease student motivation to perform independent research and generate solutions. Lack of mental stimulation could lead to a decrease in cognitive development and negatively impact memory. The study reached those sobering conclusions in the context of young people growing up in an era of bountiful access to AI. But the alarms it set off also left me worried about the technologys impact on my own brain. I have long considered AI an e-bike for my mindsomething that speeds it through certain tasks, thereby letting it go places previously out of reach. What if its actually so detrimental to my mental acuity that I havent even noticed my critical faculties withering away? After pondering that worst-case scenario for a while, I calmed down. Yes, consistently opting for the most expedient way to accomplish work rather than the one that produces the best results is no way to live. Sure, being overly reliant on ChatGPTor any form of generative AIhas its hazards. But Im pretty confident its possible to embrace AI without your reasoning skills atrophying. No single task can represent all the ways people engage with AI, and the one the MIT researchers choseessay writingis particularly fraught. The best essays reflect the unique insight of a particular person: When students take the actual SAT for real, they arent even allowed to bring a highlighter, let alone a bot. We dont need EGG helmets to tell us that people who paste ChatGPTs work into an essay theyve nominally written have lost out on the learning opportunity presented by grappling with a topic, reaching conclusions, and expressing them for oneself. However, ChatGPT and its LLM brethren also excel at plenty of jobs too mundane to feel guilty about outsourcing. Each week, for example, I ask Anthropics Claude to clean up some of the HTML required to produce this newsletter. It handles this scut work faster and more accurately than I can. Im not sure what my brain waves would reveal, but Im happy to reinvest any time not spent on production drudgery into more rewarding aspects of my job. Much of the time, AI is most useful not as a solution but a starting point. Almost never would I ask a chatbot about factual information, get an answer, and call it a day. Theyre still too error-prone for that. Yet their ease of use makes them an inviting way to get rolling on projects. I think of them as facilitating the research before the old-school research I usually end up doing. And sometimes, AI is a portal into adventures I might otherwise never have taken. So far in 2025, my biggest rabbit hole has been vibe codingcoming up with ideas for apps and then having an LLM craft the necessary software using programming tools I dont even understand. Being exposed to technologies such as React and TypeScript has left me wanting to learn enough about them to do serious coding on my own. If I do, AI can take credit for sparking that ambition. Im only so Pollyanna-ish about all this. Over time, the people who see AI as an opportunity to do more thinkingnot less of itcould be a lonely minority. If so, the MIT researchers can say We told you so. Case in point: At the same time the MIT study was in the news, word broke that VC titan Andreessen Horowitz had invested $15 million in Cluely, a truly dystopian startup whose manifesto boasts its aim of helping people use AI to cheat at everything based on the theory that the future wont reward effort. Its origin story involves cofounder and CEO Roy Lee being suspended from Columbia University after developing an app for cheating on technical employment interviews. Which makes me wonder how Lee would feel about his own candidates misleading their way into job offers. With any luck, the future will turn out to punish Cluelys cynicism. But the companys existenceand investors willingness to shower it with moneysays worse things about humankind than about AI. Youve been reading Plugged In, Fast Companys weekly tech newsletter from me, global technology editor Harry McCracken. If a friend or colleague forwarded this edition to youor if you’re reading it on FastCompany.comyou can check out previous issues and sign up to get it yourself every Friday morning. I love hearing from you: Ping me at hmccracken@fastcompany.com with your feedback and ideas for future newsletters. I’m also on Bluesky
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E-Commerce
Research tells us that high performers thrive on challenges. Stretch projects help ambitious teammates grow their skills, and cross-team initiatives offer greater visibility. Yet, managers are overwhelmed, often unable to curate the bespoke growth opportunities their teams desire. As a result, seeking career growth opportunities has become the number-one reason people change jobs, according to one survey by Gallup. If you want more out of your job, youre not alone. The good news is that opportunity is possible without plunging into a challenging job market. But its on you to do the heavy lifting. Instead of waiting for growth opportunities to be served up, start creating them yourself. Here are three tips to get started. Define What a Growth Opportunity Looks Like for You The more specific you can be with the type of opportunity you desire, the more likely you are to get it. Its often helpful to work backward, first identifying the outcome you seek from a growth opportunity, and then considering the viable paths to that outcome. Do you want to improve your technical skills to ensure you stay competitive? Are you focused on elevating your human skills, like leadership and communication? Is your aim to expand your visibility in the organization and develop a stronger network? When youre clear about the endgame, youre better able to identify growth opportunities that align with your desired outcome. Youre also more confident in saying no to opportunities that dont sync up. Spell Out the Specifics for Your Manager Most leaders are eager to support your professional development, but they dont have the bandwidth to curate a list of just-stretch-enough options for you. Do the heavy liftingand make it easy for them to nod along. When you make a request to your boss for organizational resources, a financial investment, or just the agreement that you can prioritize a developmental opportunity, its on you to spell it out. Whats the opportunity? Why are you asking? What do you need from your boss? Take a look at the differences between these two requests. Example A: Id like more professional development opportunities. Are there any conferences or trainings I can go to? Example B: Ive shared with you my desire to move into a managerial role in the next two years. To ensure Im ready, Im making a proactive effort to develop my leadership skills. Theres a one-day conference next month specifically for leaders in our industry, called X. I would like to attend this conference to elevate my skills, network with like-minded aspiring leaders, and gain insights from other organizations in our space. The cost of attendance is Y, and Id be out of the office for a full day. Ive reviewed the agenda and identified the sessions that I believe will be the most relevant to the future of our organization. Can we discuss this at my one-on-one this week? Example A is cordial and valid. Example B is strategic and ambitious. Connecting your goals to what the business needs adds urgency and validity to your request. Even with a well-crafted request, the answer might be no, especially if your request involves a significant investment of organizational time or money. In that event, dont walk away defeated. Reiterate the growth youd like to achieve and why, and ask for suggestions or alternative options. Give them time to think, be open to the paths they suggest, and know that often theyll end up saying yes to the original request if you continue to bring it up. Cast a Wide Net Frontline leaders are often stretched thin, managing large teams and their own mountain of deliverables. When your team is under pressure, your personal growth will not be top of mind for your (likely well-intended) leader. To safeguard your career trajectory, cast a wide net for growth opportunities, tapping into HR, other senior leaders, and organizations outside your own. For example, if you heard a senior leader talk about an interesting project at a town hall, reach out and offer to help. If you admire the work someone else did on a particular initiative, ask how you can be a part of the next round. You know your leader, your organizations culture, and the line between self-starter and blatant disregard for the chain of command. If needed, run your reach-outs by your boss first. In some roles, growth opportunities are truly few and far between. Look beyond your organization to challenge your brain: volunteering, industry events, and even hobby-based pursuits will wake up your mind and put you back in the drivers seat. Waiting for a senior leader to tap you on the shoulder and dub you ready for growth opportunities can cost you years of momentum. The power is in your hands to create the opportunities you want in the job you already have.
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E-Commerce
The 1994 Frank Darabont film The Shawshank Redemption may be everyones favorite movie to catch on TNT on a rainy Saturday, but its not an obvious place to go looking for money lessons. This quiet film is a meditation on the power of hope to change liveswhich hardly seems like a message one can expect from financial professionals (ahem). Yet, the story of Andy Dufresnes time in (and spectacular escape from) the Shawshank State Prison provides a blueprint for smart financial choices. And the story of how the film itself gained traction despite a lackluster initial reception can also teach us important money lessons. What we see: a rock hammer and weekly correspondence Following his wrongful conviction for murder, Andy Dufresne arrives at Shawshank to serve two consecutive life sentences. He befriends another lifer, Red, who runs an illicit smuggling business. Andy asks him to procure a rock hammer and a large Rita Hayworth poster. (The movie, of course, springs from the 1982 Stephen King novella, Rita Hayworth and Shawshank Redemption.) Andy claims that he wants the rock hammer for carving, and he does indeed create small sculptures with it. But thats not all he uses it for. By the end of the film, we learn that Andy has spent 19 years digging a tunnel through his wall with the hammer, using the poster to cover up his work. Despite the rock hammer being a tiny tool for work of that magnitude, Andy never gives up his slow, diligent, and methodical approach to escaping. Andy is equally methodical in his efforts to improve the decrepit prison library. He sends weekly requests to the Maine state legislature for funds to buy used books. After years of relentless effort, Andy secures a $500 annual appropriation for the prison library, granted by the state just to shut him up. What we learn: be methodical with whatever tools you have Part of what makes Andy Dufresne extraordinary is his ability to take the long view. Most of his fellow inmates lose themselves in dreary thinking about their imprisonment, but Andy sees an investment opportunity. He recognizes time as a tool. He doesnt have freedom in Shawshank, but he can take advantage of time in a way people on the outside cant. By recognizing that time works differently on the inside, Andy is able to use the very punishment hes been given as a way to maintain his hope and persist with projects. Warning: This scene contains coarse language. What we see: confronting Hadley and becoming Randall Stephens A few years into his time at Shawshank, while working with a crew of inmates to tar the prison roofs, Andy overhears Captain Hadley, the brutal and vicious lead guard, complaining about having to pay taxes on a $35,000 inheritance. Andy recklessly approaches Hadley and him if he trusts his wife. Hadley responds to the impudent question by rushing Andy to the edge of the roof to toss him to his death, but Andy saves himself by saying he knows how Hadley can minimize taxes on the inheritance. Andy becomes the unofficial CPA for the prison staff, and as the years pass, Andy also starts helping the warden launder money using his skills with accounting. He also secretly creates a fictitious identity, a businessman named Randall Stephens. When he escapes Shawshank at the films climax, he steals all of the wardens laundered money by posing as Stephens at the bank and withdrawing all of the ill-gotten gains. What we learn: know when and how to take risks Ignoring the advice of his inmate pals, Andy risks his life to gain leverage with Hadley. The only immediate reward is a case of cold beer for the rooftop work crew. But Andy is thinking longer-term, as he is from the very first moments of Shawshank Redemption. The risky gambit leads to work that better suits his knowledge and intelligence, providing new opportunities. His construction of Randall Stephens is equally risky. He knows that the money he is withdrawing is laundered, that Stephens doesnt exist, and that his absence from his cell has probably already been discovered. Though Andy never broke the law before he went to prison, he does so when inhabiting the Stephens persona he invented. But like the risk of confronting Hadley, pretending to be Stephens is calculated. Andy prepares everything he needs to pull off the ruse ahead of time, using his knowledge and intelligence to mitigate the risk. The lesson? Risk-taking makes sense when were well-prepared and set up for success. [Photo: Warner Bros. Entertainment] What we see: a box-office bomb becomes universally beloved The Shawshank Redemption famously tanked at the box office, initially earning a measly $16 million against a $25 million budget. Though it was nominated for (and lost) seven academy awards and lauded by critics, the studio had no idea how to market a character study set in a mid-century prison and audiences were apparently confused by the films (admittedly baffling) title. Then a funny thing happened on the way to certain obscurity: The Shawshank Redemption slowly found its audience. But unlike many other box-office failures that became cult classics, this film didnt just appeal to a niche audience. Over the past 30 years, it has become recognized as one of the best movies ever made and consistently tops IMDBs list of favorite films. Just as Andy diligently works at tunneling through his wall, building the prison library, stealing the wardens laundered money, and making himself indispensable to his best friend Red over a period of nearly two decades, the film showcasing Andys story also took its time to garner the appreciation it deserves. What we learn: proof of concept can take time We tend to want instant results as a culture, especially when it comes to investingand Hollywood is one of the worst offenders. If a film doesnt make major bank in its opening weekend, studios may be willing to write it off. Frank Darabont, Tim Robbins, Morgan Freeman, and the rest of the professionals who worked on The Shawshank Redemption believed in it and gave it their all. The lackluster initial reception must have been incredibly disappointing. But the film is much more than its first three months revenue, as Shawshanks enduring popularity has proved. Honestly, we need to increase our time horizon for all types of investments, not just Hollywood movies. When it comes to financial investments, quick returns are typically the province of scams (like the wardens money laundering) or luck (which you cant prepare for). Andys example makes it clear that you should try to invest like the quiet, falsely convicted banker. He does his homework, invests in something he believes in, does as much preparation as possible, recognizes when to take a risk, and uses time to his advantage. For other types of investments, from your own pursuits to building a business, take a page from the success of The Shawshank Redemption. The right combination of diligence and patience remains the most predictable investment strategy.
Category:
E-Commerce
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