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Small importers for large U.S. retailers rushed in China-made strollers and wares meant for spring and are storing the goods in their own warehouses to avoid the big tariff bills that had been threatened over the next month. Before Sino-American talks on the sidelines of the ASEAN Summit in Kuala Lumpur eliminated the threat of U.S. President Donald Trump’s 100% tariffs on Chinese imports starting November 1, importers were expecting to shoulder the staggering levies. In response, importers of goods sold at retailers Walmart, Amazon, and Target chose to risk loading their balance sheets with inventory that may take months to move out, and pay more for warehousing costs. They’re also betting consumer spending holds up in the spring as lower-income consumers rein in spending and the economy remains uncertain overall. “We are trying to front-load spring orders,” said Leslie Stiba, CEO of high-end stroller-maker Austlen Baby Co. “We brought in as much as we could manage.” Stiba said she placed orders for 20% to 25% more strollers for spring 2026her biggest seasoncompared to the last. Overall, she is holding 50% more inventory than before the start of Trump’s trade war, and has held off on hiring due to the new expenses. Front-loading has become the norm for months now, as businesses have tried to get in front of Trump’s vacillating levies. Importers bulked up shipments from China during the six-month tariffs truce between the two countries, triggering a surge in shipping rates and port activity. Reuters reporting, in the days before the framework of a tariff truce was hashed out on Sunday, shows the phenomenon continued for spring 2026 shipments. Like many importers of China-made goods, Stiba had to stop shipments earlier this year when Trump first imposed tariffs of about 145%. The halt hurt her business because she did not have enough inventory to fill orders. Ahead of schedule Some Chinese suppliers took a more relaxed view, baking tariff-related uncertainty into their business plans. “Whatever happens on November 1 will happen, and if it doesn’t, it doesn’t,” said a toymaker in southern China, who did not want to be named for privacy reasons. “I don’t think very many people are assuming that tariffs will rise dramatically. People might be doing some front-loading deals with the assumption that we will have a three-month extension window, but there wasn’t enough time to move orders forward to meet the November 1 deadline even if you wanted to.” U.S. Treasury Secretary Scott Bessent said on Sunday he anticipates that a tariff truce with China will be extended beyond the November 10 expiration date. Deng Jinling, manager of a Chinese company that exports thermos flasks to the United States, told Reuters before Sunday’s development that her shipments were still going out normally and she wasn’t worried about further levies. “Theres no rush,” she said. “Most of the goods have already been shipped. Only about 20% of the U.S.-bound cargo is left.” Not all U.S. importers ramped up shipments. Spreetail, which distributes large items like trampolines, was waiting to see if the tariffs would stick, said chief merchandising officer Owen Carr. Spring merchandisefrom warmer-weather apparel to Easter basketsusually arrives stateside at the end of the year, with volumes peaking right before China’s Lunar New Year celebration in winter. “Until there is a clear path forward or a resolution (to the trade war), we can expect to see more front-loading,” said Noel Hacegaba, chief operating officer at the Port of Long Beach, the U.S.’s second-busiest. “It has resulted so far this year in a tsunami of cargo.” This year, record volumes including spring goods are far ahead of schedule, he said. Mitigating risks Retailers are ordering more from suppliers’ domestic warehouses, rather than picking up directly from China, executives at toymakers Hasbro and Mattel have said on recent calls. That allows them to mitigate tariff risks and control the pace of stocks on their shelves as shoppers tighten budgets. Holiday toymaker Hey Buddy Hey Pal, which imports Easter-egg decorating kits from China, already has 50% of its goods for the spring ready to be shipped from a warehouse in Dallas, said Curtis Gill, co-founder of the company. Balsam Hill, which supplies artificial Christmas trees and seasonal decor, recently decided to move forward with spring orders of floral wreaths it had been holding back on placing, said CEO Mac Harman. “We did a scaled-back order for spring,” Harman said, adding that he raised prices. Jessica DiNapoli, Siddharth Cavale, and Arriana McLymore, Reuters Additional reporting by Lisa Baertlein, Casey Hall, and Sophie Yu.
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Metas Threads app is leaning into impermanence. Starting Monday, the platform is rolling out ghost posts, a new post format for sharing fleeting thoughts that automatically disappear after 24 hours. Think Snapchat or Instagram Storiesexcept, for text. Unlike regular Threads posts, replies to ghost posts go straight to the users messaging inbox rather than inline, and only the author will be able to see who liked or responded to them. Its a subtle but significant shift toward private engagement within a public feed, providing a middle ground of sorts between Twitters public discourse model and Instagrams close-friends Stories. Meta says the feature is aimed at reducing the pressure of permanence and sparking more spontaneous conversation. Disappearing posts, reappearing trend If this sounds familiar, its because social media has been flirting with ephemerality for years. Snapchat built an empire on vanishing messages, and Instagram Stories borrowed the format and made it mainstream. Even X (formerly Twitter) experimented with Fleets, its own 24-hour post format, before quietly shelving the feature in 2021 after low engagement. Threads take, however, differs in intent. Rather than mimic Story-style content, ghost posts appear directly in the main feed where conversations actually happen and fade quietly after a day. Its a move that positions Threads as both reflective of older, text-driven social media, and responsive to users increasing desire for less performative spaces. Building a more flexible feed Ghost posts join a growing list of new Threads features designed to broaden the platforms creative range. Over the past few months, Meta has added support for 10,000-character text attachments, and a Spoilers toggle that hides media or text until tapped. Together, the updates seem to position Threads as a kind of social sandbox, one where both the long-form essay and the fleeting thought can coexist.
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Trust is the essence of collaboration: as Yuval Harari eloquently noted, we as a species would not exist if it werent for our superior ability to collaborate so effectivelyand its largely down to trust. In the days of our hunter-gatherer ancestors, decisions on trust were relatively straightforward, even when it came to appointing leaders. Indeed, our ancestors lived in small groups of closely related individuals and spent all of their time together. Furthermore, the key attributes they were interested in evaluating or judging were easy to observe: courage, practical knowledge, hunting and fishing dexterity, and physical strength. There was no need then for psychometric assessments, AI, or scientific tools to assess either leadership potential or integrity, and mistakes were extremely costly because if they picked the wrong leader the whole group would just vanish at the expense of better led rival groups. {"blockType":"mv-promo-block","data":{"imageDesktopUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/10\/tcp-photo-syndey-16X9.jpg","imageMobileUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/10\/tcp-photo-syndey-1x1-2.jpg","eyebrow":"","headline":"Get more insights from Tomas Chamorro-Premuzic","dek":"Dr. Tomas Chamorro-Premuzic is a professor of organizational psychology at UCL and Columbia University, and the co-founder of DeeperSignals. He has authored 15 books and over 250 scientific articles on the psychology of talent, leadership, AI, and entrepreneurship. ","ctaText":"Learn More","ctaUrl":"https:\/\/drtomas.com\/intro\/","theme":{"bg":"#2b2d30","text":"#ffffff","eyebrow":"#9aa2aa","buttonBg":"#3b3f46","buttonText":"#ffffff"},"imageDesktopId":91424798,"imageMobileId":91424800}} But, fast-forward to our modern times, things are uncomfortably complex and hard for everyone. At work we must infer whether we can trust our colleagues, coworkers, and bosses, even when we never met them in personthey are, in physical terms, purely pixels on the screen of our Zoom calls. In politics voters are asked to pick between shrewd politicians who have mastered the art of deceit and manipulation and specialize in telling people what they want to hear, irrespective of their actual leadership capabilities. Unsurprisingly, the world is led by heads of states who enjoy dismal levels of popular approval, even when they rose to power with legitimate voter support. As I illustrate in my latest book, politicians are the ultimate example of the disconnect between our perceptions of leaders authenticity, and their actual honesty or genuineness. And yet, there is still reason to be hopeful and no reason to give up. Fortunately, science provides serious lessons for improving our ability to trust the right person and minimize the risk that we end up trusting the wrong person. In fact, the science of trust includes hundreds of robust studies decoding the predictors or determinants of individual differences in trust, as well as practical learnings on how to infer them in the most objective, reliable, and risk-free way. Here are five key lessons to consider: 1) Despite the complexity of trust inferences, people make trust evaluations and decisions in a fraction of a second: As Amos Trervsky and Daniel Kahneman put it, humans may be capable of thinking slow or rationally, yet most of the time we think fast, which is a euphemism for not thinking at all. Indeed, not only do we make rapid, careless, and furiously fast inferences of other peoples character traits, we are also overconfident about the accuracy of our inferences, and stubbornly wedded to them to the point that no amount of evidence will change our mind. This may be the best explanation for why no amount of facts or evidence may change voters preferences even after its blatantly obvious that they chose poorly (not least because they themselves are disadvantaged by their own choices). The solution? Well, we must learn to distrust our instincts and refrain from following our gut feeling. It is only through gathering reliable and predictive data, and following the facts, that we can hope to focus on substance rather than style. This is particularly important when we are assessing potential candidates for leadership roles, whether its the president of a country or a senior leader in a firm. 2) Leaders who are just being themselves ought not to be trusted: As I illustrate in my latest book, there is a paradoxical relationship between how authentic we feel and how authentic other people think we are. In particular, behaving without any pressures to conform and displaying your uninhibited and uncensored thoughts and feelings to others will feel authentic to you while polarizing, alienating, and annoying others (it is, alas, what powerful and entitled leaders do when they stop caring about how others see them). In contrast, the leaders who are seen as not just trustworthy, but also competent by others, know how to manage their reputation, engage in strategic impression management, and go to great lengths to show only the best version of themselvesthat is, the elements of their character and identity that align with the situational demands. In other words, they know where the right to be themselves ends and their obligation to others begins. This is why empathy, self-control, conscientiousness, agreeableness, and EQ are far better predictors of leadership integrity and performance than self-perceived authenticity is. 3) Charisma is a dangerous signal. Although charisma is a clear enabler of effective leadership, not least because it helps people to emerge as leaders, it can also help leaders to mask their incompetence or unethical motives. In that sense, you can think of charisma as an amplifier: when leaders are honest and competent, it will help them in their quest to turn a group of people into a high-performing team; but when they are dishonest or incompetent (or even worse, both), their charisma will turn them into pretty harmful, destructive, and toxic creatures. Since charisma is often conflated with trustworthinesswe like and admire people who seem charismatic and therefore gravitate towards them, including when it comes to trusting themit would be usefl to resist the allure of charisma when we infer integrity or competence in leaders. Quiet, low key, serious, and intelligent people make excellent leaders even if they dont seem entertaining. Charismatic, charming, entertaining, and attention-seeking leaders may use their social skills to manipulate, influence, and seduce, especially when they have psychopathic, narcissistic, or Machiavellian tendencies. 4) Our ability to trust is significantly reduced under stress, anxiety, or pressure. This is obviously a huge problem, since in these instances it is usually imperative to trust the right person. In other words, the more we need to trust people, the more vulnerable we are to trusting the wrong person. The lesson here is obvious: dont make trust-related decisions when your emotions are clouding your judgment; first relax, breathe, look for the right moment and the right mental zone, then try to think rationally. 5) Some people are naturally more trusting than others: this depends not just on their personality, but also the culture in which they grew up. Paradoxically, prosocial and healthy cultures are more likely to engender trust, since free riders and imposters are less likely to emergebut this also makes those cultures more vulnerable and susceptible to such toxic agents. In contrast, corrupt, antisocial, and failed cultures will have low levels of trust, since everybody is rightly paranoid of being cheated or deceived by others. However, this will make it impossible to cooperate and collaborate in such cultures, which further contributes to their downfall. At the individual level, it is helpful to understand whether your bias is too much trust or too much skepticism, so you can always recalibrate or adjust your impressions towards a more objective center point. In the end, trust remains the ultimate leadership currency: hard to earn, easy to lose, and impossible to fake for long. Titles, charisma, or confidence may help leaders gain followers, but only integrity, a reputational accolade that must be gained through long-term actions rather than short-term impressions, keeps them there (unless they decide to keep themselves there through excessive force, power, or unlawful means). In an age where image routinely outpaces substance, the most trustworthy leaders will be those who act as if someone were always watching; not because they fear being caught, but because they dont need to hide. {"blockType":"mv-promo-block","data":{"imageDesktopUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/10\/tcp-photo-syndey-16X9.jpg","imageMobileUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/10\/tcp-photo-syndey-1x1-2.jpg","eyebrow":"","headline":"Get more insights from Tomas Chamorro-Premuzic","dek":"Dr. Tomas Chamorro-Premuzic is a professor of organizational psychology at UCL and Columbia University, and the co-founder of DeeperSignals. He has authored 15 books and over 250 scientific articles on the psychology of talent, leadership, AI, and entrepreneurship. 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