Posted May 6, 2025 at 3:57 AM EDT
DoorDash eats Deliveroo.
DoorDash has agreed to buy the UK-based food delivery service in a deal worth around $3.9 billion. It adds nine new countries to DoorDash's global reach, which will now stand at over 40 countries and 50 million monthly active users.
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Associated Press
24 minutes ago
- Associated Press
Hegseth will skip a meeting on organizing military aid to Ukraine in a first for the US
WASHINGTON (AP) — For the first time since the U.S. created an international group to coordinate military aid to Ukraine three years ago, America's Pentagon chief will not be in attendance when more than 50 other defense leaders meet Wednesday. Defense Secretary Pete Hegseth, who returned from a national security conference in Singapore on Sunday, will not arrive in Brussels until Wednesday evening, after the Ukraine Defense Contact Group's meeting is over. A U.S. official, speaking on condition of anonymity to discuss scheduling details, confirmed that Hegseth also will not participate by video conference. It is the latest in a series of steps that the U.S. has taken to distance itself from the Ukraine war effort. And it comes on the heels of French President Emmanuel Macron's warning at the security conference last weekend that the U.S. and others risk a dangerous double standard if their concentration on a potential conflict with China is done at the cost of abandoning Ukraine. France and other NATO nations are concerned that the U.S. is considering withdrawing troops from Europe to shift them to the Indo-Pacific. Macron said abandoning Ukraine would eventually erode U.S. credibility in deterring any potential conflict with China over Taiwan. Hegseth's predecessor, Lloyd Austin, created the group after Russia invaded Ukraine in 2022. Since then, more than 50 member nations have collectively provided Ukraine with some $126 billion in weapons and military assistance, including over $66.5 billion from the U.S. Under Austin's leadership, the U.S. served as chair of the group, and he and the chairman of the Joint Chiefs of Staff attended monthly meetings, which were both in person and by video. Hegseth has upended that position by stepping away from a leadership role, providing no new military aid and now abandoning the gathering altogether. During his first meeting with the group and a subsequent NATO defense ministers gathering in Brussels in February, Hegseth warned that Ukraine should abandon its NATO bid and its push to reclaim all Russian-occupied territory. And he signaled that President Donald Trump is determined to get Europe to assume most of the financial and military responsibilities for Ukraine's defense. Since Trump took office, there have been no new announcements of U.S. military or weapons aid to Ukraine. Hegseth also turned leadership of the group over to Germany and the United Kingdom. While he will not attend Wednesday's session, Gen. Christopher Cavoli, head of U.S. European Command and NATO's supreme allied commander, will be there. In Washington, meanwhile, a senior Ukrainian delegation led by First Deputy Prime Minister and Economy Minister Yulia Svyrydenko is in town for talks about defense, sanctions and postwar recovery, said Andrii Yermak, the head of Ukraine's presidential office. The Ukrainians met with U.S. special envoys Steve Witkoff and Keith Kellogg, discussing recent talks with the Russians and conditions on the battlefield, Yermak posted on social media. Svyrydenko and Yermak also are expected to meet with Secretary of State Marco Rubio and other officials Wednesday. ___ Associated Press writer Tara Copp in Washington contributed to this report.
Entrepreneur
31 minutes ago
- Entrepreneur
I Scaled a 500-Person Company on Hustle — But Wellness Made It Sustainable (and More Profitable)
This CEO's mindset shift reveals how daily wellness habits can fuel better leadership, stronger teams and lasting business growth. Opinions expressed by Entrepreneur contributors are their own. I recently came across a job ad from a boutique U.S. agency that read: "If you prefer a clock-in, clock-out mentality, we're not a good fit," and"Specific work hours don't matter when you're hungry to grow." I've been around the block enough to know what that really means: long hours, weekend emails and a blurred line between work and everything else. We like to believe we've moved past hustle culture and into the era of workplace wellness. But job postings like this prove many employers are still selling burnout, just wrapped in the language of "ambition." I've lived both versions of the founder journey: the always-on grind and the wellness-first rebuild. I know exactly what the hustle takes from you — and how small, intentional changes can help you feel better, lead better and build a business that doesn't burn you out. Related: Don't Underestimate The Importance of Employee Well-being. Your Business Will Suffer The Most When hustle becomes your identity And why is that a problem? Startup culture glorifies the idea that more hours equals more achievement. And sure, early wins feel good — that dopamine hit keeps us grinding. Until one day, the hustle is your identity. In the early days of my company, I lived by this mantra: "If you're heading home and your competitor's lights are still on — turn around." It worked. We scaled from three scrappy founders to a global team of 500. But eventually, I realized: if I didn't put my team's wellbeing first, we wouldn't last. Playing the long game takes more than stamina — it takes sustainability. The data backs this up. In a recent survey of 138 startup founders, over half reported experiencing burnout in the past year. Two-thirds had seriously considered walking away from the very companies they built. That's not grit — it's a system failure. Even high-profile success stories aren't immune. Take Loom co-founder Vinay Hiremath. After helping scale the company to a near-billion-dollar exit, he admitted: "I am rich and I have no idea what to do with my life." His solution? Jump back into hustle culture — because it's the only thing he knows. Burnout is a silent epidemic. The World Health Organization formally recognized it as an "occupational phenomenon" in 2019. It rarely makes headlines, but it robs us of focus, clear decisions, and, ultimately, the longevity of the businesses we're building. Related: 5 Leadership Strategies That Actually Prevent Employee Burnout What I did to break the cycle Health fuels performance — and it starts with you. When leaders are well-rested and engaged, everything works better: decision-making, team morale, product velocity. And it's not just a feel-good theory. A 2024 Gallup study of 183,000 businesses across 90 countries found that prioritizing employee wellbeing is a business advantage. Here's what they found: 78% less absenteeism Up to 51% lower employee turnover 32% fewer errors and defects Up to 20% higher productivity 23% greater profitability These results aren't magic — they're the compounding effect of cultural choices. And those choices start at the top. For me, the turning point was simple: I got tired of being tired. I shifted from obsessing over hustle to building a rhythm that supported performance and wellbeing. Here's how that looked: I set hard boundaries on work hours. I used to wear 14–16 hour days like a badge of honor. But after 8 p.m., I'd spend twice as long on basic tasks. Now, I aim to wrap by 6:30 p.m., which forces better focus— and leaves energy for life outside work. I used to wear 14–16 hour days like a badge of honor. But after 8 p.m., I'd spend twice as long on basic tasks. Now, I aim to wrap by 6:30 p.m., which forces better focus— and leaves energy for life outside work. I prioritized consistency over hacks. No detoxes or cold plunges. Just a steady rhythm of short breaks between meetings to stretch, breathe, and reset. It keeps mental fatigue from building. No detoxes or cold plunges. Just a steady rhythm of short breaks between meetings to stretch, breathe, and reset. It keeps mental fatigue from building. I moved my body instead of chugging coffee. Short workouts replaced endless caffeine. Even a five-minute break helps reset my energy and cognition. Trying new sports also improved my mental flexibility in surprising ways. Short workouts replaced endless caffeine. Even a five-minute break helps reset my energy and cognition. Trying new sports also improved my mental flexibility in surprising ways. I let my mind wander on purpose. Some of my best ideas show up when I'm doing nothing—walking, meditating, or scribbling thoughts in a notebook. Some of my best ideas show up when I'm doing nothing—walking, meditating, or scribbling thoughts in a notebook. I protected my attention like it was my most valuable resource. Two hours of deep focus every day—no meetings, no multitasking — lets me explore ideas, shape strategy, and think long-term without working late. And it wasn't just about me. I brought wellness into our team culture with walking meetings, breathwork breaks and light-hearted wellness challenges. Because a business is only as healthy as the people building it — not just the founder. Related: Why Being 'Always On' Is Killing Your Innovation, and How to Truly Disconnect If you do just one thing — do this Give yourself permission to fully disconnect. When you log off, really log off. No weekend emails. No late-night Slack messages. Don't say you have "limited access" in your out-of-office message. Say you're offline — and mean it. That's how you build a culture where rest is respected, not resented. The truth is, I still struggle to fully clock out sometimes. When you're building something you care about, it's hard to let go. But if you want what you're building to last, you have to protect the person building it — you. Wellness isn't a retreat. It's not a reward. It's your foundation. And if we want a new era of work, it starts with building companies where people thrive, not just survive.
Forbes
33 minutes ago
- Forbes
How To Handle Narcissism And Egos In The Workplace
By Levi King The goal is to create a balanced workplace culture that harnesses ambition. Once upon a time, I was at a big conference with several members of my executive team at the time. The conference was just wrapping up when I spotted one of them—I'll call him Maurice—standing in a corner chatting with a fellow from a different company. I'd worked with Maurice for years at this point. We didn't have a lot in common in terms of where we grew up, what schools we attended, and many other things that make up for one's basic life experience, but I trusted him as a colleague and thought of him as a friend. Just as I neared Maurice and the guy he was chatting with, I heard the latter say something that stopped me in my tracks: 'I'm sorry you have to work with that schmuck Levi. It sounds like it's been a terrible experience and I hope you can continue to make up for his bungling and keep things running smoothly over there.' This is how I discovered that a trusted colleague and friend had been tearing me down behind my back for reasons which didn't come to light until later, but which basically boiled down to outsized ego and ambition. It won't come as a big surprise to anyone who's ever worked in corporate America to realize that many folks outside of our world perceive many folk in it as big-headed braggadocious monsters. The competition is intense and the rewards high. But Maurice, I think, represents something more than simply white collar Darwinism. Narcissism and big egos are often conflated in discussions about problematic workplace behavior, but they represent distinct psychological phenomena with important differences in how they manifest and impact organizations. While both can create challenges in professional settings, understanding the nuances between narcissism and big egos is crucial for effectively managing workplace dynamics and fostering a healthy organizational culture. Narcissism is a personality trait characterized by an inflated sense of self-importance, a constant need for admiration, and a lack of empathy for others. In the workplace, narcissistic individuals often display an overwhelming sense of superiority and entitlement. They crave attention and validation, constantly seeking praise and recognition for their achievements, even at the expense of others. Narcissists in professional settings tend to exhibit several key behaviors: The impact of narcissism on workplace dynamics can be severe. It often leads to decreased morale among colleagues, dysfunctional communication, and a breakdown in teamwork. Narcissistic leaders, in particular, can create toxic work environments by prioritizing their personal goals over the team's success and stifling creativity and innovation by dismissing others' ideas. While related to narcissism, a big ego in the workplace is a distinct concept. Individuals with big egos display excessive pride in their abilities and accomplishments, often leading to arrogance and overconfidence. Unlike narcissism, which is rooted in deep-seated insecurity, a big ego stems from an inflated sense of self-worth that may or may not be justified by actual achievements. Key characteristics of individuals with big egos in the workplace include: While big egos can drive individuals to achieve great things, they can also create friction within teams and hinder collaborative efforts. The impact on workplace dynamics, while potentially disruptive, is often less severe and pervasive than that of narcissism. The primary distinctions between narcissism and big egos in the workplace lie in their underlying motivations and the extent of their impact: Narcissists fundamentally lack empathy, whereas individuals with big egos may still possess the capacity for empathy, even if it's overshadowed by their inflated self-image. Narcissists have an insatiable need for admiration and validation from others, while those with big egos may be more self-contained in their sense of superiority. Narcissists are more likely to engage in calculated manipulation and exploitation of others, whereas big egos might unintentionally alienate colleagues through their arrogance. Narcissists react to criticism with intense defensiveness or rage, viewing it as a threat to their self-image. Those with big egos may be dismissive of criticism but are less likely to react with hostility. Narcissistic leaders can fundamentally alter an organization's culture, creating lasting damage even after their departure. Big egos, while problematic, typically have a more localized impact on immediate team dynamics. More from AllBusiness: Addressing narcissism and big egos in the workplace requires different approaches. For narcissism: For big egos: While both narcissism and big egos can create challenges in the workplace, understanding their distinct characteristics is crucial for effective management. Narcissism represents a more pervasive and potentially damaging force, capable of undermining organizational culture and team dynamics at a fundamental level. Big egos, while problematic, are often more manageable and may even drive positive outcomes when properly channeled. By recognizing these differences, leaders and HR professionals can develop targeted strategies to mitigate the negative impacts of both narcissism and big egos, fostering a more collaborative, innovative, and psychologically safe work environment. Ultimately, the goal is to create a balanced workplace culture that harnesses the drive and ambition often associated with strong personalities while ensuring that these traits don't come at the expense of teamwork, empathy, and overall organizational health. Being blindsided at a work conference certainly wasn't fun, but the real consequences of Maurice's narcissism ultimately proved to be much more serious. The more you learn to tell the difference between good old-fashioned ego and something more sinister, the less likely it is you'll waste months—even years—working alongside people who are pulling things down just as quickly as you are building them up.
