Trump Tariffs Can Stay in Effect Longer, Appeals Court Says
Donald Trump can continue to enforce his global tariffs for now, a federal appeals court held in a win for the president on one of his signature economic policies.
The order Tuesday by the US Court of Appeals for the Federal Circuit extends an earlier, short-term reprieve for the administration as it presses a challenge to a lower court ruling last month that blocked the tariffs. The Justice Department had argued that US officials' concerns about ongoing trade negotiations outweighed the economic harm claimed by the small businesses that sued.
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Harvard Business Review
16 minutes ago
- Harvard Business Review
The Skills and Habits Aspiring CEOs Need to Build
It's no secret that today's business environment is volatile and unpredictable. From the Covid-19 pandemic to shape-shifting tariffs to the rise of gen AI, CEOs have a fresh set of challenges that the standard management playbook is ill-equipped to address. As a result, many are heading for the exit. According to one survey of U.S. companies, nearly 2,000 CEOs announced their departures in 2024—the highest total on record. At the same time, executive recruiters report that fewer people are interested in, or ready to, replace these exiting CEOs. This raises a number of questions: Are we at an inflection point in what future CEOs need to be successful? Is enough being done to equip up-and-coming CEOs to navigate these evolving dynamics? How can companies ensure future leaders are prepared to make tough decisions in chaotic times, and lead diverse, tech-first, and global workforces? To answer these questions, we reached out to three experts: Ginny Rometty, former chairman, president, and CEO of IBM, serves on multiple boards and co-chairs OneTen. Nitin Nohria is the George F. Baker Jr. and Distinguished Service University Professor and former dean of Harvard Business School (HBS). He is the co-founder of HBS's New CEO Workshop. Gary Burnison is the CEO of Korn Ferry. We specifically asked: What skills and behaviors should aspiring CEOs prioritize on building now to thrive in an increasingly complex world? And how can organizations support them in building these skills? Here are their answers, edited for clarity. Ginni Rometty: Prioritize Behaviors—Not Just Hard Skills The rise of AI, geopolitical fragmentation, and evolving expectations around inclusion are reshaping leadership. Aspiring CEOs should prioritize behaviors—not just 'hard' skills—to navigate this landscape of constant change. There are three key areas you should focus on. Be an Olympic learner. When I stepped into the CEO role at IBM, we were facing a rapidly shifting technology landscape—and a business model that needed to evolve. I approached that moment the way an Olympic athlete approaches their training—constantly iterating, stretching, and seeking input. I didn't need to have all the answers; I needed to ask the right questions and create a culture where others felt safe to do the same. We instituted mandatory learning—40 hours for all employees—not as a simple requirement, but to make learning part of how the company worked and as a catalyst for a culture of growth. I personally taught the first hour of our monthly sessions for four years. This wasn't just symbolic; it signaled that in an era of technological disruption, continuous learning isn't optional but essential at every level of the organization. That mindset is one I encourage every aspiring leader to embrace. It's especially critical as AI and automation change the nature of work and decision-making. Organizations must cultivate curiosity and create space for reflection, co-creation, and experimentation. Steward good tech. As the influence of AI and emerging technologies grows, future CEOs will need to do more than adopt innovation—they must steward it responsibly. This means making decisions rooted in long-term values, not driven by achieving short-term metrics. One pivotal moment came when, at IBM, we decided to formally articulate our AI principles—especially around transparency and data responsibility. It wasn't driven by regulation, but by trust. We chose not to use client data to train our models, and we committed to being able to clearly explain how AI was being deployed. These weren't just policies; they were leadership choices made to earn and protect trust. Future leaders will be judged by how they balance innovation with responsibility and to enable that, organizations must embed ethics and stakeholder thinking into the core of leadership development. When creating tools of unprecedented power, the question they ask shouldn't be 'Can we?' but 'Should we? And how?' Build resilience through relationships and attitude. Don't treat relationships as transactional. Invest in people with authenticity, long before you need them. During moments of crisis—like responding to a global event or facing difficult public scrutiny—it wasn't just my preparation or mindset that carried me through. It was the team, and broad circle of people, around me. People I had built trust with over years. The right relationships offer perspective, helping us gauge what truly matters or see things from a broader angle. During IBM's transformation, I relied on a diverse network of relationships—from my husband Mark, whose humor and steadiness kept me balanced, to colleagues who would share hard truths when I needed to hear them. Attitude is how we choose to deal with challenges. When facing criticism about IBM's strategy, I reminded myself that I knew the truth about our progress. Instead of absorbing the negativity, I focused on celebrating the quiet milestones—the ones that never made the headlines but signaled real progress. I also learned to compartmentalize—dealing with one crisis at a time, putting it in a mental box, and moving forward. Resilience allowed me to forge ahead through setbacks, conflict, crises, and critics. Organizations can help leaders build this by actively fostering networks, encouraging mentorship, and elevating emotional awareness as essential to success—for individuals, teams, and the company. The next generation of CEOs will succeed not by credentials alone, but by how they keep learning, lead with integrity, and respond to complexity. We need to prepare the next generation to lead with good power: leadership rooted in purpose, progress, and in service of others. The most effective CEOs will be those who understand that how we work and lead is as important as what we achieve. Nitin Nohria: Master the Art of Proportionality A skill that aspiring leaders must master right now is the ability to size up problems with a sense of proportion. In a world where leaders are inundated with a daily torrent of issues—some urgent, some trivial, some existential—the first and most essential act of leadership is triage. You must be able to distinguish the signal from the noise, set the right priorities, and focus energy where it truly matters. Consider something like tariffs. Leaders don't need a perfect forecast of how trade policy will evolve, but they need to size up its trajectory. What's the likely range of outcomes? Where will the dust settle? Making such judgments—calibrated, not knee-jerk—is what allows a leader to steer a company through uncertainty. One of the most valuable questions you can ask when sizing up a problem is: How much can I delay reacting in order to gather more information? In statistics, the Bayesian approach offers a useful guide: Start with an informed prior, update it as evidence accumulates, and revise your beliefs accordingly. Leaders must become better Bayesians—curious, circumspect, and constantly updating their understanding of a situation as new data emerges. Of course, there are moments when delay isn't an option. A fire needs to be extinguished, not analyzed. But the hallmark of good judgment is knowing the difference—when to wait, when to act, when to double down. That's the real art of proportion, and it's becoming a make-or-break leadership skill. This is not just about geopolitics—though we are clearly in a turbulent period. It applies equally to the pace of technological change, especially with AI. Advances are arriving so rapidly that smart people are predicting business models and entire industries may be reshaped in the next 18 to 24 months. In this environment, CEOs must be attuned not just to what is changing, but to how fast it's changing—and whether now is the time to watch, pivot, or accelerate. Organizations have a critical role to play in helping leaders develop these judgment skills. This is a moment for vigorous, open debate. One of the enduring strengths of Harvard Business School's case method is how it forces people to look at the same facts and come to different conclusions. The act of listening to others' reasoning—even, or especially, when they see things differently—sharpens your own judgment. The goal isn't always consensus. Often, the best insight comes from a contrarian or outlier perspective. That's why companies must create a culture where rigorous, honest, open-minded dialogue is not just tolerated but actively encouraged. Psychological safety —the ability to speak freely without fear of retribution—is not a luxury; it's a necessity in today's fast-moving world. This is what we try to cultivate in a great case classroom, and what organizations must learn to embed in their own cultures: a space where leaders are constantly testing, refining, and improving their sense of proportion—together. Gary Burnison: Focus on the Erstwhile 'Nice-to-Have' Skills So many factors are weighing heavily on CEOs today: shifting trade lanes, inflation and interest rates, the uncertainty swirling around AI, just to name a few. No wonder that, when talking with senior executives at global organizations, the two words I hear most often are perpetual uncertainty. Although the CEO role today is more complex than ever, with some executives giving a second thought to demands of the job, the position still remains both competitive and coveted, with plenty of aspiring leaders eager to take on the challenges. Their success will be determined largely by developing skill sets and adapting their mindset to meet today's moments. Based on more than 108 million assessments of professionals conducted by our firm over the past five decades, we know how leaders are wired—from their traits to their competencies to their drivers. Today, three key traits stand out above the rest: agility, resilience, and integrative thinking. Once seen as 'nice to have,' these traits are now mission critical. Agility: If only things worked like an Excel spreadsheet—on time, on budget, and displayed with complete clarity. But that's not realistic. Leading in this environment means anticipating what lies ahead—by accurately perceiving the reality of today. Then it's all about course-correcting in real time—navigating ambiguity with agility. While it seems to contradict a leader's every instinct, agility, at its core, is being willing to act without knowing every possible outcome. That takes big-picture thinking, calculated risk-taking, and embracing the unknowns of today's world. Resilience: Through every challenge and circumstance—the good, the bad, and everything in between—aspiring CEOs need to show their resilience. One way this happens, surprisingly perhaps, is with failure. After all, it's not the moment of failure that counts; it's what leaders will do after that. Resilience is all about the response—not retreating into isolation. That means staying visible and communicative, modeling composure and confidence, and empowering others—all of which generate momentum to move forward. Integrative thinking: While critical thinking is essential, far more important for aspiring CEOs is integrative thinking. It's a way of processing ideas that can open more possibilities. Integrative thinking has helped guide the best of leaders through crises. It's a little like playing 3D chess—and, to be honest, it doesn't come naturally to most people. For leaders who prioritize this skill, integrative thinking will help them lead their organizations in an increasingly complex world. Think of it as tapping Google Earth—and give yourself the broadest perspective. For example, you will need ask yourself thought-provoking questions that widen your lens. How do the decisions I'm making affect other parts of the company? Do they align with the overall strategy? What are the long-term, broad implications of taking an action? Integrative thinking is all about considering multiple and even opposing ideas and perspectives and synthesizing them into a new solution. Today calls for shifting our lens from 30,000 feet to ground level—and having awareness of all the airspace in between. More than any specific skill, trait, or behavior, what leadership really requires is self-awareness. No wonder Socrates called self-knowledge 'the beginning of wisdom.' Before focusing outward, it's important to first look inward. That's how the next generation of leaders will move onward—and even into the CEO role. Research from Korn Ferry shows that when it comes to self-awareness—and being accountable for how we are perceived—many leaders struggle, and a whopping 79% of leaders fail to see their own skills and deficiencies clearly. Not only that, but people who greatly overstate their abilities are about six times more likely to derail than those who are self-aware. Organizations will need to develop the CEOs of tomorrow by helping them see themselves more clearly through ongoing assessment, feedback, and reflection. More Resources
Yahoo
18 minutes ago
- Yahoo
Bilderberg group meets in Sweden amid US-Europe tensions
STOCKHOLM (Reuters) -The annual Bilderberg Meeting kicks off in Sweden on Thursday, providing a private forum for discussion at a time when President Donald Trump has upended security and economic ties between the U.S. and Europe. The high-level networking event was formed in 1954 to foster dialogue between the U.S. and Europe. It does not invite media and delegates rarely speak about what has been discussed, triggering numerous conspiracy theories about their aims. NATO General Secretary Mark Rutte, Microsoft CEO Satya Nadella and Christopher Donahue, Commander of the U.S. Army Europe and Africa are among those on this year's delegate list, published by the organisers just ahead of the meeting. Swedish Prime Minister Ulf Kristersson will give a speech "on Sweden's and the EU's competitiveness and Sweden's support for Ukraine," his spokesperson told Reuters. Transatlantic relations top the agenda, with Ukraine, critical raw materials and AI also on the list, the organisers who also publish the names of the participants, said. Other than that, information is scarce. The organisers say the secrecy is to allow participants to be able to speak freely in an environment of trust. "There is no desired outcome, there is no closing statement, there are no resolutions proposed or votes taken, and the Meeting does not support any political party or viewpoint," the official website says. How much impact groups like Bilderberg actually have is hard to judge, according to Christina Garsten, professor at the Swedish Collegium for Advanced Study, who studies transnational think tanks. They aim to shape the broad political and corporate agenda. But if they are seen as having too much influence, they can be accused of being anti-democratic. "It's there that conspiracy theories can flower," she said. She dismissed the belief held by some that groups like Bilderberg make up a shadowy world government. "I think it's very much exaggerated," she said.
Yahoo
19 minutes ago
- Yahoo
What Is a Constitutional Crisis and Are We in One Under the Second Trump Administration?
Stay up-to-date with the politics team. Sign up for the Teen Vogue Take You might have heard the term 'constitutional crisis' thrown around on social media or in the news lately. What used to be a relatively obscure concept you might learn about in civics class is now suddenly being talked about everywhere. Some say we're in a full-blown constitutional crisis, others claim we're veering toward one, and others believe the panic is overblown. Here's what the data says: Today, a majority of Democrats and Independents agree that the United States is experiencing a constitutional crisis, while just 3 in 10 Republicans say the same, according to surveys conducted by the States United Democracy Center and YouGov. As the leader of an organization that works to protect our democracy, and as a lawyer who served at the highest levels of state government, it's hard to disagree with the majority of my fellow Americans as I look at what's happening in our country right now — it feels like we are in a constitutional crisis. But what is a constitutional crisis? Is there an on-off switch, or is it a spectrum? And, more importantly, why should you care and what can you do about it? To answer that big question, we have to look at the source material: The United States Constitution. Our Constitution lays out a system of government that divides certain powers between the Congress, the courts, and the president, while giving states the authority to govern their people and to check the federal government. After a series of debates and compromises, the framers of the Constitution created that system of checks and balances to prevent any one branch of government from exercising too much power. Our democracy is built to withstand our differences while safeguarding our freedoms. You were likely taught how it's supposed to work: The president can veto Congress's bills. Congress can refuse to fund the president's priorities or reject their nominees. The courts can strike down laws they deem unconstitutional. And states can defend against federal overreach. In short, the Constitution is like a democracy rulebook. But it also relies heavily on the idea that people in power will respect those rules. An attempt to undermine or go around the system is an attack on our democracy. That's a constitutional crisis. The Constitution puts guardrails on the president's power — whether he likes it or not. But since President Donald Trump took office again in January 2025, the executive branch has repeatedly gone beyond its constitutional authority, testing the bounds of federal power like never before. Most recently, in response to protests in California, Trump moved thousands of National Guard units from state control to federal service. The action came without authorization from the governor, who is typically in command. When governors need federal assistance, they ask. It should not be forced on them. Trump has attempted to freeze federal funding for everything from disaster relief to child care. One problem: He doesn't have that power. The Constitution gives Congress the 'power of the purse' — the right to decide when and how our federal tax dollars are spent. And Congress has already promised those funds for essential services for everyday Americans. Federal judges have repeatedly ordered the administration to cease its attempts to stop funding for essential services. But as these lawsuits wind through the courts, real people are being hurt. State and local health departments can't pay staff, college students are having trouble accessing federal financial assistance, and job training programs are being canceled — all because of an unconstitutional power grab. Our system is set up so that when there are constitutional disputes between the branches of government, we look to the courts to resolve them. And an overwhelming majority of Americans agree that the law should be applied equally to everyone, including those in power, according to March polling from States United and YouGov. When a court issues a ruling, it's not a suggestion — it's the law. Even the president must comply. Imagine if a regular person, after being convicted of a violent crime in court, could decide to ignore the jury and walk free? Americans would never stand for that. Yet, the Trump administration continues to defy court orders across the country. They reportedly didn't turn around planes carrying people being deported to El Salvador. They spent weeks refusing to comply with an order from the Supreme Court to 'facilitate' the return of a Maryland resident who was wrongfully deported. And they refused to let Associated Press journalists into Oval Office events, even after a judge found that was a violation of the First Amendment. Administration officials have also made a series of concerning statements calling into question the judicial system's check on executive power. When it comes to the Trump administration disregarding our system of checks and balances, the list goes on. You've probably heard about how the Department of Government Efficiency (DOGE), led by Elon Musk until his recent departure, gutted federal agencies that were created by Congress. But did you know that Trump also tried to use an executive order to change key aspects of how we run elections? The Constitution is very clear that states have authority over our elections. That helps ensure that elections work for the people, not the party in power in Washington, DC. It's how we keep our elections free, fair, and secure. Trump tried to grab that state power. Once again, a judge stopped him, blocking parts of his order. By the way, many of Trump's executive orders haven't just been deemed illegal in the courts — they're also unpopular. Nearly three-quarters of Americans believe policy changes should happen through the passage of a bill in Congress, not an executive order by the president, according to our March poll with YouGov. No one person gets to declare a constitutional crisis, just like no one person gets to break our democracy. And even if there were a 'constitutional crisis' switch we could flip, there would be no cavalry riding to the defense of American democracy. We are the cavalry. We can debate the wording. We can argue over what really tips us into crisis, but at the end of the day, that's a distraction meant to divide us further. Because here's what I'll tell you is really important: President Trump continues to violate our constitutional system. Plain as day. He's breaking the law and ignoring the people who are meant to keep him in check. Despite all that, I firmly believe it's not too late. The Trump administration has done a lot of damage in these first five months, but we can still preserve American democracy. Enforcing and upholding the Constitution is the way forward. And we need to use every power that our country's founders gave us to do so. Because this is our democracy — our future. And the Constitution is our rulebook. It begins, 'We the People,' after all. Many of our state leaders — governors, attorneys general, and secretaries of state — are standing up for the Constitution and our freedoms, and our team at States United is committed to supporting them. Judges across the country are interpreting the law without fear or favor. But we also need citizens — especially young people — who are informed, engaged, and unafraid to speak out. You've already taken the first step, which is educating yourself on how the system works. What's next? You can vote, organize, protest, and lead. You can express your views online and challenge disinformation. You can work or volunteer for an organization that's fighting back. You can support elected officials who defend the rule of law, hold accountable those who don't, and one day run for office yourself. We can't take our democracy for granted. The Constitution doesn't enforce itself. It relies on each of us to uphold it. The question isn't whether we are in a constitutional crisis. It's what we're going to do about it. Originally Appeared on Teen Vogue Want more U.S. government coverage? The Current Supreme Court Is Illegitimate What It's Like to Live In a State Run By Politicians You Can't Stand Mass Incarceration Is Cruel, Expensive, and Ineffective The True Story of a White Supremacist Insurrection in the U.S.
