Wegmans is expecting a line outside its doors when the Rochester, NY-based grocery emporium opens its first New York City store this weekend. But will New Yorkers used to bodegas and baskets embrace this wide-aisled, family-focused grocery mecca?

With 100 stores across seven states, Wegmans is as well known for its quality products at steep discounts as it is for its "Wegmaniacs," the legion of fans who remain loyal to their hometown store long after they move away.

But at a time when retailers are struggling to lure shoppers into their brick-and-mortar locations, how far can nostalgia carry a grocer into success in New York City when it is formatted for suburban living? It could be quite far.

Wegmans seems to be bucking the general trend -- it is expected to grow at a 4 percent annual rate over the next five years, according to business consulting firm Kantar.

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Wegmans is known to draw people from as much as 45 minutes away -- which, in the New York City area, equates to more than 7 million people, said Doug Steiner, CEO and founder of Steiner NYC, which developed Wegmans and Admirals Row in Brooklyn Navy Yard, where the new store is located. He said 10,000 shoppers a day are expected.

The store will have nearly 700 parking spaces, including a four-deck parking garage. Shoppers get free 90-minute parking if they spend $15. Inside, the store is enormous by Manhattan standards -- 74,000 square feet -- yet it is one of the regional chain's smaller locations.

The wide aisles are filled with a selection of best-sellers, from organic chicken broth at $1.99 to Greek yogurts for 79 cents. Near the entrance of the store is a coffee shop; food counters serving $7 personal pizzas, $12 meatless Impossible burgers, and fresh sushi; and a hot food bar. Up one flight of stairs is a restaurant-style seating area that overlooks the store, and a bar. Its a slice of suburbia in Brooklyn.

It could be [suburban shopping in the city], but it could be whatever you need it to be, Jo Natale, a spokesperson for Wegmans, told NBC News. We know that there will be new ways for us that people will shop here.

Wegmans has partnered with Instacart for its Brooklyn location and, although e-commerce accounts for only 4 percent of grocery sales today, it makes up nearly one-third of total growth, according to a recent Nielsen report. But those online shoppers will make the trek to a brick-and-mortar store for fresh high-quality food at an affordable price. The firm found that online grocery shoppers spend 1.5 percent more in-store on fresh food than the average consumer.

Erin Lux, a resident of the Brooklyn neighborhood Bedford-Stuyvesant, told NBC News that she has fond memories of driving to Wegmans with her college roommate. She plans to shop at the Brooklyn Wegmans once every couple of months as a special occasion shopping trip, because its not super convenient to get to."

While it remains to be seen whether the suburban grocery store experience will take off in the heart of urban living, Kyle Chase, who lives in Manhattan's East Village and is a longtime Wegmans shopper, is optimistic about the store's success.

Anyone I know who lives in Brooklyn loves the popular trendy thing, and Wegmans will turn into that," he said.

Leticia Miranda is a business reporter for NBC News.

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As Wegmans opens in Brooklyn, will New Yorkers (ever) be ready for suburban-style shopping? - NBCNews.com

New academic research on a progressive income tax hike in California should be a warning to Illinois voters deciding on Gov. J.B. Pritzkers progressive income tax hike in November 2020.

California now has proof that taxing the rich caused the rich to leave, leaving the rest of the states taxpayers to pick up the tab.

A new paper by Stanford University researchers shows wealthy residents were about 40% more likely to leave after Californians in 2012 passed a progressive income tax hike. Those departures and other responses to higher taxes also eliminated 45.2% of the revenue the state expected to get from high earners.

California voters were persuaded to pass the Temporary Taxes to Fund Education, Proposition 30. It turned out the taxes were neither temporary nor did they fund education in the way voters expected. The rates are still in place and a Stanford University public policy expert determined all the education funding went to pensions rather than classrooms.

Illinois Gov. J.B. Pritzker finds himself in the same place as then-California Gov. Jerry Brown was in back in 2012 trying to convince voters that a progressive state income tax hike will fix state finances in crisis. Brown claimed the burden of those tax hikes would only harm those earning $250,000 or more the top 3% of earners. Thats exactly what Pritzker promises with his fair tax proposal.

Brown was wrong. By depressing aggregate economic activity, the California tax hike depressed improvements in living standards for everyone and the state collected less tax revenue than expected.

Here are the main findings of the new study:

The new research validates fears surrounding Pritzkers push for the same in Illinois, which voters will decide in November 2020. Illinois is the only state experiencing five consecutive years of worsening population decline driven by outmigration. And high-income earners are the most likely to leave.

When taxpayers respond to tax hikes by reducing their contribution to the states economy or by leaving the state altogether, they slam the brakes on economic growth. Everyone suffers, not just the rich.

Illinois is headed down a similar path.

In November 2020, Illinoisans will get a rare opportunity to have their voices heard on a statewide policy question. They will face a ballot question about adopting a progressive state income tax, where tax rates rise with income.

Should voters approve the referendum, Pritzker has already signed into law thenew rate structurethat would take effect. It is a $3.4 billion tax hike on individual taxpayers and businesses in Illinois.

Californians faced multi-billion dollar budget deficits when they were convinced to approve Prop. 30 in November 2012 as a way to fix the state and fund education. The new taxes included a 3.45% sales tax increase as well as $42 billion temporary increase in the states progressive income tax rates of:

Despite netting a 42% increase in the state general fund revenues after Prop. 30, California estimated it would face a $4 billion deficit if the temporary tax increase were to expire, prompting politicians to go back to taxpayers for more. Meanwhile, many services are actually receiving a smaller share of the budget than in the past despite record revenues. Even schools, which were supposed to be the main beneficiaries of the tax increase, have little to show for it, as all the money that went to education from Prop. 30 went to cover rising pension costs instead of going to classrooms.

It is a story that Illinoisans should be familiar with.

In 1989, state lawmakers passed a two-year temporary income tax hike, bringing the personal income tax rate up to 3% from 2.5%. Transcripts from the Illinois General Assembly show lawmakers framed the debate around providing school funding and property tax relief. In 1991, they made the education portion of the tax hike permanent, with the rest extended for another two years. In 1993, they made the entire tax permanent.

The same thing happened in 2011 when lawmakers promised that another temporary income tax hike would fix Illinois ailing public finances. By 2017, lawmakers had broken another promise by making the tax hike permanent.

Despite shouldering the largest permanent income tax hike in state history, within a single year Illinoisans saw their states net financial position worsen by a staggering 35%, or $47.4 billion. The hike lowered Illinois jobs growth for the rest of the year.

The similarities between California and Illinois dont end there.

What can Illinoisans expect?

Evidence shows Prop. 30 had serious negative consequences for economic activity and aggregate income. The tax increases also fueled an exodus of those affected by the tax hike.

Prop. 30 exacerbated the outmigration and in the first year alone, the state lost an additional 0.8% of households that would have been directly affected by the passage of this new tax hike.

This finding is consistent with a large body of research that has shown that certain segments of the labor market, especially high-income workers and professions with little location-specific human capital, may be quite responsive to taxes in their location decisions.

Prop. 30 also caused a decrease in non-investment pre-tax income by $1.5 million on average for top earners between 2012 and 2014, indicating either a change in tax filing behavior or a reduction in labor market activity for these workers.

Proposition 30 harmed the middle class

Research suggests that Prop. 30 may have reduced Californias contribution to U.S. personal income. A 1% increase in the top marginal personal income tax rate reduces the state share of U.S. personal income by 0.27% one year immediately afterward. That decline continues by up to 0.6% five years after impact. Prop. 30 may have hindered Californias growth and reduced the states status in the national economy. This decline can be expected to continue, as the tax has been extended, and will have persistent negative implications for the state economy.

Evidence from all 50 states also shows that higher taxes kill innovation. By punishing innovation, tax hikes cause economic activity to decrease, thus reducing the rate of economic growth. When the economy grows more slowly, tax hikes harm everyone, not just the rich. Furthermore, the reward for innovation is higher income, so tax hikes on the rich raise the cost of innovating. By slowing the creation of ideasthat drive economic growth as well as improve standards of living, top income taxation reduces everyones income.

More progressive income tax rates also discourage risk taking. When the marginal tax rate rises with income, then entrepreneurs save little in taxes on losses but can wind up owing substantial taxes on any profits. Entrepreneurs receive more severe punishments for failure, and diminished rewards for success. As such, more progressive tax schedules lower the expected after-tax return from entrepreneurial activity.

Other research also finds that entrepreneurs job creators are very responsive to changes in their tax burden. Entrepreneurial activity in the U.S. is heavily concentrated among the top earners in the population. Wealthy individuals who choose to be entrepreneurs are able to decide the fraction of their wealth that they will invest in risky projects. Entrepreneurs respond to higher taxes by creating fewer jobs and paying workers less.

This happened in Connecticut the last state to adopt a progressive income tax. In the 90s the state scrapped taxpayers flat income tax for a tax on the rich that was sold as magic pill for middle-class tax relief. Instead, job creation fell, the states labor force shrank, and the states poverty rate increased.

Illinois already lags the nation in employment growth and income growth. Another income tax hike in Illinois will translate to more of the same: even fewer opportunities for everyone, as well as a decline in real wages for hard-working Illinoisans.

Learning from others mistakes

Similar to California, an Illinois progressive income tax will fail to fix state finances and likely see most of the money devoted to the states massive unfunded pension obligations. Instead of opting for a progressive income tax hike that is likely to worsen Illinois record exodus and opens the door even farther to income tax hikes on the middle class, lawmakers should realize that Illinois woes stem from the expenditure side of the ledger. And that ledger is becoming increasingly unbalanced as pension costs continue to rise, currently eating up 26% of the state budget and expected to rise dramatically.

Just like in California, further tax hikes on Illinois already overburdened taxpayers are not going to solve the states financial problems. Illinoisans would be wise to learn from Californias and Connecticuts mistakes.

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California's 'fair tax' hike spurred taxpayer exodus, hurt middle class and went mostly to pensions - Illinois Policy

Julie Greenberg

Julie Greenberg is the cofounder of True Blue Life Insurance. Just six months ago, Julie found a lump in her breast a health risk she was cognizant of after experiencing her own mother and aunts battles with breast cancer. While fear is an overwhelming emotion for many diagnosed with the disease, Julies main fear was being unable to support her husband and five-year-old son if she were to pass away a fear that was mitigated by a strong life insurance policy.

Since then, she has gone through a few rounds of treatment and has been openly talking about her fight against cancer on social media. The goal? To educate and empower others on the importance of being proactive and preventative before unforeseen health conditions become unmanageable.

I had the opportunity to interview Julie recently. Here are the highlights of that interview:

Jill Griffin: Where did you grow up? Describe your early childhood and its significance in your life.

Julie Greenberg: I grew up in a small farming community with a population of 7,000 in Northern Illinois. My parents divorced when I was two and my mom had to start her life all over. We initially lived in low-income housing, but my mom kept pushing to give my two sisters and me more. When I was in kindergarten, we moved to Missouri after my mom accepted a job with a new company that not only paid her more but offered opportunity for future career growth; thats when I really started to see how hard work pays off. Eventually, she was able to buy a house and provide us with a wonderful life. We later moved back to Illinois, and she continued to show me that no matter what setbacks you have in life, nothing should stop you from reaching your goals. I believe that I have such a strong work ethic and desire to succeed because of this journey with my mother.

Griffin: When did you first get the whisper you belonged in business?

Greenberg: I know that when people say youre a born leader, it sounds clich, but honestly, its what I enjoy. I love having a team because I have a natural ability to take initiative with a knack to capitalize on others expertise to help them achieve their own goals. Additionally, Ive always been part of a team, and that competitive drive through sports throughout my youth ultimately led me to want to own my own business and be in control of my future. In corporate America, you can only climb so high and your income can only go so far, but when you own a business, you can do so much more because there are countless opportunities to get your hands on. When its your own, you can take it in any direction.

Griffin: Was there an early teacher that inspired you? Who and how?

Greenberg: Deon Christman was my seventh and eighth-grade physical education teacher in addition to being my volleyball coach. Ive always looked at him as a mentor because he pushed me out of my comfort zone. He inspired and excited me, making me into a better version of myself. He always referred to me as Never Nervous Purvis (Purvis was my maiden name). His encouragement, whether it was in the classroom or on the court, gave me real confidence, ultimately setting me up for success in all future adventures. I can say with absolute certainty that this teacher truly shaped my life in so many ways.

Griffin: Whats a great piece of business or life advice you received, who gave it to you, and how has it enhanced your life?

Greenberg: My husband, Brian, has always been my biggest cheerleader, constantly supporting me in whatever I was working to accomplish. He has taught me to fail forward. What that means is, if youre failing, then youre learning. If you fear failure, you will never take the necessary steps to reach your goals because you will always be worried about letting yourself, or others, down. Its actually quite the opposite; if you're not afraid to fail, then you will achieve far more than you ever set out to do.

Griffin: Please give me the top 3 bullet points in your Personal Leadership Credo.

Greenberg:

Treat each person the way you treat the CEO

Pay it forward

Everything isnt fun, but remember to have fun

Griffin: Describe a painful setback in your life and what it taught you.

Greenberg: This question really hits home because, as I write this, Im a week away from starting 30 rounds of radiation to combat my recent breast cancer diagnosis. At 35 years old, I never thought this would be something that I would have to face, but four months ago, my family's life changed forever. As of today, I have undergone a double mastectomy, one of three planned reconstructive surgeries, and now radiation. I am accustomed to being incredibly physically active, as well as keeping busy with the day-to-day operations of our businesses. This journey has taught me a lot about patience and perseverance. After my first surgery, I was told that I had to take 12 weeks off from exercising and work, which was probably the hardest thing for me to hear besides my doctor telling me, You Have cancer. I had no idea how I was going to sit still for 12 weeks. Well, about six weeks into recovery, I was working from home and walking laps inside my house to close the rings on my Apple Watch. Unfortunately, something like this can happen to anyone. Breast cancer occurs in about one out of every eight women. When I found out that I had it, I wasnt about to throw in the towel and give up.

With the news of my diagnosis, my husband and I are using my journey to talk about the importance of self-exams and emergency preparedness. As owners of a life insurance company we felt there was no better time to start educating and empowering others on the importance of being proactive and preventative before unforeseen health conditions become unmanageable. In an effort to spread awareness, Ive shared my story on Facebook, Instagram, and my blog to let others know that even the most influential people have hard times, but the comeback is always better than the setback.

Griffin: What advice do you have for young, talented, ambitious women who want to rise?

Greenberg: Be a doer and never accept no as the final answer. Also, women need to remember they have a voice. Too many of us fear to speak up or speak out in the workplace and hesitate to seek out new opportunities to showcase their talent and work. Women should lean into power and choose to never deprive themselves of any experience that can help them develop either professionally or personally.

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The Comeback Is Always Better Than The Setback - Forbes

Irelands recent poor performances may have come about due to a difference in styles between Joe Schmidt and Stuart Lancaster, according to Brian ODriscoll.

ODriscoll was speaking on Off The Ball and pondered whether Lancaster being appointed as Leinsters senior coach may have upset the balance in the Ireland squad.

I wonder with Stuart Lancaster coming in and his focus being very different to Joes, did that upset the apple cart a little bit?

Because he was very much about unstructured play rather than Joes focus around set-piece.

Did that cast a few doubts into players' minds of what way they needed to train and what they needed to focus on? I wonder did that dynamic change things a little bit, ODriscoll commented.

While the IRFU may have intended on the four provinces playing a similar style of rugby so the transition to the national team would be smooth, ODriscoll feels this may not have been the case in Leinster.

You cant stop a coachs personal beliefs on how the game should be played. When you hear the Leinster players talk under Leo Cullen and Stuart Lancaster - everything is about unstructured chaos.

The launch plays are used to get into that unstructured play and thats the vast majority of the game. Whereas Joe has been very much a set-piece orientated guy. Nearly 50% of Irelands scores originate from lineouts.

Whereas conversely you look at the All Blacks and they score almost 40% of their tries from turnover ball. Teams were able to identify that was our source of success, ODriscoll said.

The former Ireland and Leinster centre did also point out how much success Schmidt has brought to these shores, saying the players had little reason to doubt him.

The reality is weve absolutely exceeded all expectations of any previous Irish team. I think its important to state that.

Joe came in at Leinster and he won back to back titles and the league and the Challenge Cup.

Then he came into Ireland and he won back to back Six Nations. We won for the first time in South Africa, beat Australia on a touring series, beat the All Blacks twice and won the Grand Slam.

This was unprecedented success... I guess if I was a player I would have put a huge amount of my trust into him being able to turn that around, ODriscoll said.

Ireland will look to quickly return to that level of success after what has been another massively disappointing World Cup campaign.

That is the first main task for new head coach Andy Farrell and hell be eager to get off on the right foot against Scotland in next years Six Nations.

Everyones in the Team Of Us.

Vodafone. The Official Sponsor of the Irish Rugby Team.

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'Did Lancaster change the dynamic?' | O'Driscoll on Ireland's RWC failure - Off The Ball

The newly elected MP for Bruce Grey Owen Sound has issued a statement thanking those who helped him get elected ~

I am deeply humbled and honoured to have been given the privilege of representing the constituents of Bruce-Grey-Owen Sound in the House of Commons. This is a privilege I will not take lightly. I will do my utmost best to be a voice for our riding that will respect the trust and honour voters have granted me.

I would like to thank a number of groups now that the campaign has concluded.

First, I would like to thank my campaign team, my family and all the volunteers that supported me. Some of you have been with me since early in the nomination race while others continued to come forward to volunteer right up until the day of the election. A sincere heartfelt thanks to each and everyone of you. An election campaign is a team sport and our success wouldn't have been possible without the efforts of everyone whether working in the office, canvassing doors, putting up/taking down signs, driving, making phone calls, fundraising, producing campaign products, scrutineering, or providing advice and counsel. I'll reach out to each and everyone of you separately over the coming days. Your countless hours of volunteering and work did not go unnoticed. Thank you.

Next, a big congratulations to the other candidates. It's not easy putting your name forward into the public limelight. The personal sacrifice to family and friends is tremendous. As was highlighted during the all-candidates meeting in Owen Sound, as a group we set the bar for how an election can be run cleanly, rationally and without negativity. I'm looking forward to a continued dialogue with each of you to make sure I fully understand the issues from the perspective of those that supported each of you. Great job Bill, Chris, Dan, Danielle and Michael to your respective campaign teams.

Finally, a thank you to each and everyone of you who voted. I've been in the countries where the privilege of voting is something still being fought for and where people are still dying to have this right. Participating in our democratic process is essential and something that I will always defend. For those of you that voted for me, thank you for trusting me. I won't let you down. For those that voted for one of the other great candidates in our riding, I am now your representative too. I encourage you to reach out and share your concerns with me. My job is first and foremost to listen to all constituents. I may not always agree with you but I will always listen. We live in the best country in the world and I personally believe we live in the best riding in Canada. Thank you!

Alex Ruff, MP (elect)

Bruce-Grey-Owen Sound

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New MP elect thanks those who helped elect him - 92.3 The Dock (iHeartRadio)

BOJACK HORSEMAN Stream on Netflix. This talking horse has certainly had his ups and downs over the course of this series, often sabotaging his own success with drugs, alcohol and other destructive behaviors. But as the show enters its final season, BoJack (Will Arnett) seems to be on the path toward accepting responsibility by entering rehab. Elsewhere in Hollywoo, Diane (Alison Brie), Princess Carolyn (Amy Sedaris), Todd (Aaron Paul) and Mr. Peanutbutter (Paul F. Tompkins) grapple with their own definitions of happiness as their brightly colored animated world changes around them. The show, a sendup of Hollywood, will also tackle film franchises, mergers and unionization efforts. These eight episodes serve as Part 1 of the final sixth season, with Part 2 coming Jan. 31.

KILLING ZOE (1994) Stream on Amazon, Hulu, Vudu; Rent on iTunes, Google Play and YouTube. In her review for The New York Times, Janet Maslin summed up this film from the director Roger Avary as fiercely ambitious but way out of control. Avary, who has worked as a writer with Quentin Tarantino on Reservoir Dogs and Pulp Fiction, also penned the script for this film, which centers on a violent, bloody bank heist at the hands of a safecracker and his childhood friend. Ahead of the job, the two men have a night of debauchery in the Parisian underworld and then march into the bank the following day to collect their score. In nasty episodes meant to make A Clockwork Orange look like a day at nursery school, the robbers don party masks, revel in the terror theyve created and kill their hostages with hair-trigger petulance, Maslin writes.

ROTHKO: PICTURES MUST BE MIRACULOUS Stream on PBS platforms. This American Masters documentary delves deeper into the career of the painter whose work covers the walls of museums and whose life inspired the Tony Award-winning play Red. Mark Rothkos legacy and contribution to the Abstract Expressionism movement is explored in interviews with his children, Kate and Christopher, curators, art historians and conservators. Alfred Molina plays Rothko in re-enactments of the painters life, using segments from his personal diaries as a guide.

SATURDAY NIGHT LIVE 11:30 p.m. on NBC. Chance the rapper joins Taylor Swift, Jennifer Lopez, Justin Timberlake and Britney Spears as one of the few celebrities to host the show and perform as the musical guest on the same night.

WOMEN OF IMPACT: CHANGING THE WORLD 10 p.m. on National Geographic. This month, National Geographic released a new book that compiles images from the magazines archives to create a comprehensive visual record of the lives of women from across the world. The magazines November issue, written and photographed exclusively by women, will also celebrate perspectives on modern womanhood. As a companion piece to those projects, this special features new and archival interviews with more than 40 history-making women, including the ocean explorer Sylvia Earle, the journalist and author Martha Raddatz, the photographer Ami Vitale and the scientist Jane Goodall.

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Whats on TV Saturday: BoJack Horseman and Saturday Night Live - The New York Times

Valerie Jarrett has made a few notable hires in her career. Before serving as senior advisor to President Barack Obama, she launched her political career working for the Chicago mayor's office, where she says she made her "best hire ever."

During the summer of 1991, a resume came across her desk for a 26-year-old Chicago native, Princeton grad, Harvard Law alum and second-year associate at a private law firm.

"The name at the top was Michelle Robinson," Jarrett writes in her book "Finding My Voice: My Journey to the West Wing and the Path Forward." (Robinson was at the time engaged to Barack Obama.) Her joining Jarrett's team at the mayor's office that summer kicked off a decades-long working relationship that would take all three to the White House and beyond.

While Jarrett was impressed with the young lawyer's resume, it was the job interview that clinched the deal. Here's what Jarrett says made that in-person meeting a success, and how anyone can harness the same winning formula.

Jarrett reviews a lot of resumes, so if one stands out to her, that's already a good sign. But during an interview, she doesn't want to hear any more about a candidate's work history.

"I always say to people, 'Tell me something that's important to you that isn't on your resume,'" Jarrett tells CNBC Make It. She opens this way because candidates should presume the hiring manager has already read their resume and doesn't need to be reminded of all their career moves.

"It just takes the conversation to a more relaxed personal place to begin with," she adds.

Oftentimes, candidates will respond by telling Jarrett about an interesting place they've traveled to, an instrument they play, a foreign language they studied, or other passions and pursuits outside of work.

Jarrett says her goal is to put people at ease during a job interview, and that she doesn't view them as a test. Instead, getting to a more personal space helps Jarrett understand what drives the candidate beyond the job title. For example, some of Robinson and Jarrett's first conversations during that job interview were around family and how it impacted the young professional's desire to no longer practice law.

"That's when Michelle Robinson told me about her father and her best friend having died within the last year, and how that motivated her to want to have a more purposeful life," Jarrett explains.

Jarrett, who had also lost a relative recently, could relate.

Throughout her four-decade career, Jarrett says she's been better able to invest in and mentor people she cares about, built through a sense of trust. In addition to getting a sense of personality, Jarrett also likes to hear what the job-seeker hopes to accomplish once they leave the job they're interviewing for.

"I often say to people, 'What job do you want to have after this job?'" she says. "I ask that question because I want to make sure it's a good fit and the job they're interviewing for will prepare them for the next one."

Candidates don't always have an answer to this it's likely they're just focused on landing the job in front of them that they haven't thought about the next move which Jarrett says is perfectly fine. But she does want to make sure the opportunity she can provide them will help them achieve their next goals.

"I really do believe the interview process should be a two-way street," she says, "and as an employer, I should be thinking thoughtfully about the person applying for the job to make sure it's actually going to prepare them for the next step."

Career experts agree candidates should ask questions throughout the interview, not only to show interest in the company, but also to better understand if it's the right fit for them.

That's what Robinson did back in 1991, when a 20-minute interview turned into an hour-long conversation.

About halfway through, Robinson began to engage in a "rigorous and thoughtful grilling" about staff, organizational chart, projects and assignments, Jarrett writes in her book. While this caught the hiring manager off-guard, it was another sign that the candidate was thinking seriously about how the job would shape up for her.

"To be able to realize that it was as important for her to want to work with me as it was for me to want her showed a maturity I certainly didn't possess at her age," Jarrett writes.

By the end of the discussion, Jarrett offered Robinson a job on the spot (even though she hadn't gotten manager approval yet). Robinson joined the mayor's office later in the summer of 1991.

As an employer, I should be thinking thoughtfully about the person applying for the job to make sure it's actually going to prepare them for the next step.

These days, Jarrett wants to hear candidates ask similar questions of what her expectations are, "because that's a way of recognizing that they have to fit not just the job description but also what my expectations might be.

"The more questions, the better," Jarrett tells CNBC Make It. "I like a candidate who comes in and isn't afraid to ask questions and is forthcoming and honest."

She also appreciates honesty when a candidate admits they don't know how to answer a question she asks. "That takes courage in a job interview, so that would impress me," Jarrett explains. "I'm looking for examples of integrity and self awareness and humor." A candidate who says they need time to think through an answer can offer a thoughtful response later in the interview or in a followup correspondence.

Once a candidate lands the job, however, Jarrett says it's crucial to continue checking in and course-correcting expectations in the workplace. She encourages workers to seek out feedback early and often, rather than relying on a typical company review period.

"Feedback when you get a job offer is just one data point," she explains, "but I think people need to go back and touch base pretty periodically. Say with your supervisor, 'Are we on track here?' And also, are there things you need that you're not getting? Then you've got to speak up as well."

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Don't miss: Michelle Obama: If you're afraid to use your voice, give up your seat at the table

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Valerie Jarrett says this one quality is why she once hired Michelle Obamaand anyone can harness it - CNBC

Executive Summary

Its extremely difficult to instill purpose in others. It takes more than motivational talks, lofty speeches, or mission statements to spread purpose. In fact, if overblown or insincere, those methods can backfire, triggering cynical reactions. Purpose is a grand word, but in the end, its about helping people see their impact on others and helping them develop a story about why they love what they do. If you keep that in mind, and take a personal, authentic, and perpetual approach, youre likely to find success.

No one wants to be a nine-to-five robot. People want to feel inspired, find meaning, and see the impact their work has on others. And when they do, theyre more engaged, innovative, and productive. That isnt a secret or a revelation. Its common sense.

If youre a leader, helping others feel a sense of purpose can be a powerful tool. So, why then do so many leaders have trouble lighting up their employees?

The simple answer is its extremely difficult to instill purpose in others. It takes more than motivational talks, lofty speeches, or mission statements to spread purpose. In fact, if overblown or insincere, those methods can backfire, triggering cynical reactions.

Purpose is a grand word, but in the end, its about helping people see their impact on others and helping them develop a story about why they love what they do. If you keep that in mind, and take a personal, authentic, and perpetual approach, youre likely to find success.

First, purpose needs to be personal, and, because purpose is meant to elicit an emotional reaction, purpose needs to be felt. You cant just talk about purpose.

Imagine youre the head of a college fundraising effort to help fund scholarships for underprivileged kids. How would you motivate your volunteers? According to a study by Adam Grant, if you stood in front of the group and talked about the impact of their work, you probably wouldnt improve anyones performance. But, if you invited a current scholarship recipient to share their personal story, that would be much more impactful. In fact, in Grants study, after volunteers had listened to a scholarship recipient, they raised almost 400% more money than average.

When I was telling some leaders from F. Hoffmann-La Roche AG, one of the worlds largest pharmaceutical companies, about the fundraising study, one of them lit up and blurted out, This just happened to us!

She explained how her team worked in the medical-devices division. Her group was sometimes looked down upon by people in the organization who thought that chemistry was more sexy than engineering. Many people in the division were not fully engaged, and the morale of the team was pretty low. One day the leader arranged for a customer to tell the team her personal story.

This customer had diabetes and had to test her blood daily to make sure her insulin dose was right. Unfortunately, this poor woman misunderstood how much blood was needed and was pricking her finger more than she needed to in order to get the blood. It not only hurt every day, so that it became something she dreaded, but she also was making a mess of her fingers. She would work her way down one finger from the tip to the knuckle, get it all inflamed and sometimes infected, before moving to the next finger. She said it got to the point where she would sit on her hand to hide the damage from others. She stopped going out to dinner because she was so embarrassed.

The diabetic then told the group how they had improved her life when they invented a little finger-pricking device. You put it on the end of your finger and click it. It takes the absolute minimum amount of blood, is almost painless and leaves almost no cut at all. She told how, because of this device, her hands have healed, and she can go out to dinner without feeling ashamed about herself. She told the group: You people changed my life.

The Roche leader told us that the medical device team was really affected by this patient testimonial. She said that it was very emotional in the room during the meeting. And for months, people felt more purpose.

It doesnt matter what line of work youre in. If people see the cause and effect between their inputs and their teams progress, or understand the impact of a customer getting their product on time, or experience first-hand how their role is necessary to other people, theyll feel a sense of purpose.

But heres the thing. You need to believe what youre saying and doing. This makes all the difference. If your attempts at creating purpose do not align with your other leadership behaviors, employees will view your tactics as manipulative rather than inspirational.

Right after the woman at Roche shared her inspirational story, for example, a man raised his hand on the other side of the room and said, Yeah, they tried that bullshit on us too.

I have this boss who has never talked about anything but quarterly profits and hitting shipping targets, he continued. Well, he must have come to London Business School and heard you talk about this study because one day he drags a patient in to our weekly meeting and makes her tell us this story of how the drugs saved her life. I mean, trying to exploit our emotions to make us work harder? Using a patient to manipulate us!? Thats pretty low.

We can learn so much through this exchange.

If youre a leader, and youre trying to sell people on purpose but you havent acted consistent with that purpose in the past, your message will backfire. Humans are authenticity-detection machines: were attracted to sincerity and repulsed by lies and insincerity.

So tread lightly. If youre personally inspired by listening to customers, and really believe in what youre saying, then go for it. If youre not, you might create more feelings of manipulation than inspiration.

Even if you make purpose personal and authentic, you cant just do it once. Instead, you need to make it a routine.

Dr. Dorothee Ritz, the General Manager of Microsoft in Austria, encourages her employees to go out in the field and experience the clients problems first hand. One small team spent a week out on the street with police officers, trying to understand when and where remote data could help them. Another team spent two days in a hospital to observe and understand what it would really mean to help it become paperless.

Ritz said these immersion experiences were enlightening for people. She said they came back illuminated, and it was clear to her that employees personal experiences increased their sense of purpose, since they witnessed the why of their work. Ritz watched employees dive into their projects with more energy and enthusiasm after they had witnessed the clients needs themselves.

So after a year of experimenting with this initiative, Ritz put something more secure in place. She selected a set of key customers (whom she calls partners) across industries ranging from car manufacturing to retailers to hospitals. And then 15 people from Microsoft a team ranging from senior leaders to associates go on-site at each company and ask lots of people at lots of different levels: What are your challenges? They talked to people in IT, of course, but they also talked with business decision-makers across different functions.

At Tesla, for example, Ritz told me how Microsoft employees at different levels got to practice a conversation that started with Teslas needs instead of Microsofts products. They focused on holes in the process that Tesla needed to address. At a major retailer, a Microsoft employee who was very close to the Xbox asked some very grounded questions about issues with the console. This led to a useful, practical discussion rather than high-level executive speak, which helped move the whole conversation toward practical solutions that the team could go back and work on. These Microsoft teams came away with a few new contacts. But Ritz said what was even more important, these teams understood the purpose of the projects based on witnessing the situation and hearing about the companies issues first-hand.

Ritz invested deeply in client experiences that allowed employees to witness the impact of their jobs first-hand, which helped them build emotional connections with the client and the work, and which helped Microsoft explore and learn as an organization.

Purpose can be a powerful tool for leaders who want to inspire people to bring their best to work. But most leaders agree that employees do not get their organizations purpose.This is because purpose is personal and emotional. It is often managed poorly by transactional leaders who deliver speeches about lofty societal goals rather than helping put employees in direct contact with the people they serve. Purpose can work wonders for employee contributions when leaders start with a personal, authentic, and perpetual approach.

Adapted from Alive at Work: The Neuroscience of Helping Your People Love What They Doby Dan Cable.

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Helping Your Team Feel the Purpose in Their Work - Harvard Business Review

BEACHWOOD, Ohio Less than halfway through his first term, Mayor Martin Horwitz of Beachwood could be removed from office.

A source in City Hall confirmed its over some sort of workplace harassment involving a member of the law department, and this is serious.

In an Aug. 22 City Council meeting, President Brian Linick announced the legislature had appointed Carole Rendona former United States Attorney for the Northern District of Ohioas Special Counsel to investigate the allegations, declaring this to be an "urgent measure."

Rendon is a partner at the high-powered law firm BakerHostetler, and 3News has learned City Council is spending $30,000 for her expertise. In the past, has included high-profile, crisis-level litigation, much of which involved intense public and media scrutiny, according to the companys website.

In a city agenda announcing a Special Council Meeting set for next Wednesday, listed items include, "BakerHostetler will summarize the investigation" and "Council will consider discipline of an elected official for conduct related to the performance of the official's duties or to consider that person's removal from office."

According to the city's ordinances:

"Council may remove any elected officer of the City for failure to possess or continue to possess any qualification of office established by this Charter, for a violation of the officer's oath of office, or for the conviction, while in office, of a felony. Council shall give an elected officer a written copy of the charges and an opportunity to be heard, with at least fifteen (15) days prior notice of the time and place of hearing. The removal of an elected officer shall require a two-thirds vote of Council."

We tried to speak to the mayor, and released the following statement:

"On August 22, 2019, Beachwood City Council began an investigation into comments I am alleged to have made. Based on the posted agenda for the Council meeting of October 30, 2019, I understand that Council plans to review a summary of the investigation and consider next steps.

"I have been informally made aware of these allegations. Based on what I have been told, the allegations are a mix of misconstrued comments, statements taken out of context, and complete untruths. To be clear, nobody has claimed that I touched them inappropriately, said anything overtly sexual to them, propositioned them, or demeaned them. To the contrary, since taking office, I have demonstrated the highest levels of respect, appreciation, and support for our staff. This is not only a personal value of mine, but something I consider essential to our Citys success.

"As a lifetime Beachwood resident and elected official for 24 years, I look forward to a public airing of this matter in order to clear my name. My record of service over many years, working with countless individuals to advance our community and improve Beachwood residents quality of life, speaks for itself. I encourage City Council and our residents to closely examine the facts in this matter. Im confident that they will show that I have done nothing wrong, and that these claims are baseless."

He added, "At this point, this is my only statement and I am not responding to phone, email or in-person interviews until after Wednesday night. Thanks for your cooperation."

In the meantime, after reaching out to every council member (including employees in the Law Department), the only responses we received were that they are following a specific process and will disclosure the charges and identities of those involved in their Wednesday Meeting.

Sources tell 3News there's some "bad blood" between the mayor and a council member or members, which may be partially what's driving this. But ultimately, it's the special counsel who's going to have a big say on how this turns out, and we plan to be there to hear her findings.

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Beachwood Mayor Martin Horwitz investigated for workplace harassment - WKYC.com

Executive Summary

Choosing your first job can be daunting, since this decision forms the foundation of your career path and directly impacts lifelong earnings. The author applies the basic tools ofrisk management to understanding, evaluating, and weighing the merits of various job opportunities. By understanding how idiosyncratic and systemic risks affect ones wages, and by rating different types of companies as the equivalent of growth stocks or value stocks, one can create an individual career plan to take the right risks to earn the desired rewards. By setting clear goals, understanding risks, and evaluating ones risk tolerance, one can be well prepared to pick the ideal first job.

Overwhelmed by student debt and underwhelmed by your career choices?Its normal to feel anxious. The economy is undergoing a radical transformation as technology changes the nature of work and some jobs disappear. To make matters more complicated, most industries are dominated by a handful of superstar, productive firms that shower their employees with most of the economys wage gains. If you work at these firms, you get more raises, learn useful skills, and get a stamp of approval that offers credibility throughout your career. If you dont, your career and wages could stagnate.

Picking the right path has never felt more crucial to lifelong success. But fear not you can make the right choice by applying some basic risk management tools to your most valuable asset: your future earnings.

The simplest and most effective risk management tool is setting clear goals. It can also be the hardest part because most people dont know what they want. I still marvel at people I knew in college who at 22 knew they wanted to be an equity research analyst, have three children, and live in the suburbs. Many of them got all of these things. I dont know if they are happy or not. But no doubt, possessing such clear goals increased the odds of getting what they wanted.

But most of us dont have such clarity at 22, or even 52. And thats fine. One way to find some answers is to think long and hard about what you want out of your career, rather than specific milestones and job titles.

Some say chase your passion; others say you need to grow up, get a sensible job, and develop fun hobbies. I tend to lean toward the passion camp with a big dose of realism. If your passion is fiction writing, there are ways to fulfill your passion and not be a novelist. What it is about writing that you love: Is it the process? Is it the creativity? Is it working alone? There may be paths that offer those things without taking on the long odds of writing novels marketing, public relations, media, or teaching.

Consider the risks you face around your goals. Generally, there are two kinds of risk you need to manage: idiosyncratic risk (risk that may be unique to you or a specific job) and systematic risk (risk that applies to the whole economy).

An example of idiosyncratic risk is if you work at a company that goes out of business because of bad management. Or maybe you quit because its a bad culture fit. You can manage this risk the same way people do in investing by diversifying your skills and job options.

An example of systematic risk is if you lose your job (and paycheck) if the economy goes into recession. This kind of risk can be more damaging because you may lose your job at the worst time: when the stock market is down, theres more unemployment, and its harder to find a new job.

The good news is people who face more systematic risk tend to get paid more. This is one reason why jobs in finance pay so much finance firms pay big bonuses when times are good and are quick to lay people off when times are bad.

Is it worth taking on more systematic risk for more pay? Thats a personal question based on your preferences and lifestyle. Some people prefer higher job stability to higher pay, the way many investors forgo big gains for a safer portfolio. Consider what risk you can tolerate.

These kinds of risk have always existed, but idiosyncratic and systematic risk have taken on a new dimension in the modern economy. Theres the systematic risk your job will disappear because it can be done by a machine. And theres the idiosyncratic risk youll end up at a company that cant compete. How you deal with these risks requires a more complex strategy.

In his book How to Win in a Winner-Take-All World, New York Times reporter Neil Irwin argues that working for a particular kind of company is like choosing a type of stock. Whats right for you depends on your risk tolerance, your income needs, and what you can get. Picking one of these types of firms (or if they pick you) is only the first step, and like any investment strategy you also need a plan to manage risk.

Irwin argues superstar firms are the job equivalent of growth stocks they dominate their industries and appear poised for more growth in the future. If you are lucky enough to land your first job at a superstar company (like Google, Walmart, or Gagosian), it can be a great start to your career.

But it would be a mistake to think its a golden ticket. These kinds of jobs are not right for everyone. There is less upside the best time to join Google was its early days that are long gone. Superstars have already become large companies, and in order to succeed you must navigate their bureaucracy and politics and avoid becoming pigeon-holed in the same job function. Big superstar firms have lots of leverage over their employees, since they often have a culture where you are supposed to be grateful to work there. That means it can be harder to gain recognition, be entrepreneurial, and move forward within the firm. Also, just because a company is large and successful does not mean you dont face some idiosyncratic risk. A superstar firm today may not be one tomorrow.

Another option is going to a start-up, which offers upsides if it is the next Google. Odds are it wont be, but in a smaller firm you are less boxed into a certain role, have more responsibility, and learn new skills. Downsides include tremendous idiosyncratic risk the odds are decent the start-up will fail. Theres also a chance it will be poorly run and youll learn fewer transferable skills and more bad habits. There is also the risk of years in start-ups where you are paid mostly in worthless stock options. Start-ups also pose more systematic risk because start-ups need external financing that is dependent on the business cycle.

A third option is what Irwin likens to value stocks: companies that are under-valued, perhaps past their heyday, and limping along in the middle of the pack (or even on their way down). The advantage of getting hired at these companies is they are more likely to give a young, ambitious person short on credentials a chance. You also learn a lot when a company is doing things wrong; knowing what does not work can be equally valuable. But there are odds you get lost in their bureaucracy since older companies can be more rigid and resistant to change. You also face a decent chance of losing your job.

If you had a crystal ball, the ideal career is to start at what will be a successful start-up and stick with it until it pays off. Then go on to another. But just like investing in the stock market, we dont know the future of any one company, so you must take a chance. Your best bet is to go with the company that feels like the best fit, where you feel youll learn the most, and find good mentors. Odds are this first job wont be your last, and youll work at all different kinds of firms over your lifetime. But getting the right start provides a good foundation to take the right risks and manage whatever a changing economy brings.

The rest is here:
How to Weigh the Risks When Choosing Your First Job - Harvard Business Review