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How EquitiesFirst Financing Could Support New Investments in the UK

The United Kingdom’s investment environment faces significant headwinds from recent tax policy changes and tightening credit conditions. Data from the Bank of England showed  that traditional bank lending remained largely stagnant through Q3 2024, while the Institute of Directors reported  that two-thirds of business leaders view recent budget measures negatively. Against this backdrop, alternative financing options have gained increased attention from investors and business owners seeking capital for new ventures and to support growth.

One key challenge stems from the U.K.’s increase in capital gains tax, which affects how investors can efficiently access capital from their existing equity holdings. The situation could become more complex for private market investments, as capital gains tax on carried interest is expected  to rise from 28% to 32% in April 2025, with additional increases likely in 2026.

“Realising profits on equity portfolios in order to fund new investments has become a much more costly option, and slowing investment in U.K. companies could be one of the budget’s unintended consequences,” noted James Mungovan, chief executive officer Europe, at alternative financing provider EquitiesFirst, in a recent op-ed .

A Role for Alternative Financing

Despite these challenges, the U.K. continues to attract significant investment interest. The government’s International Investment Summit in October 2024 secured  billions in new commitments across sectors ranging from data centers to life sciences. Additionally, recent economic indicators suggest improving conditions, with moderating inflation and two Bank of England rate cuts in 2024 leading to upgraded International Monetary Fund growth forecasts  for 2024-2025.

The IMF projects Britain as the joint third-fastest growing economy in the G7 alongside France. While current GDP per capita growth remains more modest at rates of 0.6% in 2024 and projected for 1.1% in 2025, the broader trajectory supports increasing investor confidence.

Yet access to traditional financing remains constrained. The Bank of England has warned about the risks of an intensified credit crunch due to vulnerable financial markets. This limitation on capital access could potentially stall the country’s economic recovery if businesses cannot secure funding for growth initiatives.

Nonbank lenders have increasingly filled this funding gap. Bank of England data  revealed that these alternative financiers provided nearly all of the approximately £425 billion (roughly $524 billion) net increase in lending to British businesses between 2008 and 2023. At the same time, the global private credit market has now reached nearly $2.5 trillion, with specialty finance emerging as a particularly active segment.

Equities-based financing such as that offered by EquitiesFirst is one type of this specialty finance, and it’s an alternative that may interest major shareholders in listed companies. This approach allows investors to access liquidity financed against equity holdings while maintaining long-term exposure to their positions.

EquitiesFirst, which has provided over $4.5 billion in financing globally since its founding in 2002, takes an equities-based approach meant to align interests between the finance provider and the investor while maintaining the investor’s long-term equity exposure.

Market Outlook and Considerations

Several factors support the case for maintaining rather than liquidating U.K. equity positions. The London Stock Exchange’s £4.4 trillion market capitalization provides  significant market depth, while proposed pension fund reforms could drive new demand for U.K. assets. Major companies continue announcing U.K. investment plans, and recent outflows from U.K. equity funds, approximately £1 billion pre-budget, are only a small fraction of total market value.

The Bank of England’s most recent lending survey suggests that traditional credit supply remains constrained while demand may increase as interest rates decline. This dynamic could further widen the gap between funding needs and traditional lending availability, potentially increasing interest in alternative financing solutions.

As U.K. businesses and investors deal with an environment of higher capital gains taxes and constrained traditional lending, equities-based financing could provide an alternative path to accessing growth capital. While this approach carries its own considerations and risks, it offers a mechanism for major shareholders to maintain their equity positions while accessing liquidity for new investments.

The success of this financing model will likely depend on continued market stability, regulatory clarity, and the ability of providers to maintain robust risk management practices.

“You may believe that U.K. equities will gain value over the next few years as growth improves and the chancellor’s proposed pension fund reforms bring a new driver of demand for U.K. assets,” Mungovan wrote. “Or, like companies from DP World to Iberdrola, you may see opportunities ahead for investment in Britain.

“And you may also have a view that CGT may come down again one day, when the political cycle turns once more,” he continued. “Holding any of these convictions would support the case for holding on to core, long-term investments and looking beyond equity sales and bank lending when it comes to funding new investment opportunities in the U.K.”

Why Onboarding for New Hires Needs to Be Personalized

By Dr. Gleb Tsipursky

Onboarding new employees is a critical step in building a cohesive, effective team. However, many organizations struggle with this process, often applying a one-size-fits-all approach that fails to address the unique needs of individual hires. Payman Taei, Founder and CEO of Visme, has shared insights in his interview with me highlighting why personalized onboarding is essential and how it can be successfully implemented, especially in the context of remote and hybrid work environments.

The Challenges of Traditional Onboarding

Traditional onboarding methods can be rigid, often neglecting the specific needs and backgrounds of new hires. As Taei explains, the challenges are multifaceted and vary depending on the size and structure of an organization. In larger companies, the onboarding process can become cumbersome due to the many layers of management. This hierarchical structure can create communication barriers, making it difficult for new hires to grasp their roles and responsibilities effectively.

Taei highlights that while the effectiveness of onboarding materials and training programs remains largely unchanged, the lack of face-to-face interaction poses a significant challenge.

In smaller companies like Visme, which is approaching 100 employees, the onboarding process is more streamlined. However, as the organization grows, the need for a robust, scalable onboarding system becomes apparent. Taei notes that proper onboarding, which includes setting clear expectations and performance metrics, significantly enhances the future success of new employees. This approach ensures that both the organization and the employee are aligned from the start.

The Impact of Remote and Hybrid Work

The shift to remote and hybrid work models has further complicated the onboarding process. Visme, which was already operating in a hybrid mode before the pandemic, saw an increase in remote employees, now at a ratio of approximately 10 to 1. Taei highlights that while the effectiveness of onboarding materials and training programs remains largely unchanged, the lack of face-to-face interaction poses a significant challenge.

In remote settings, new hires miss out on the informal interactions that help build rapport and understanding among team members. To mitigate this, Visme relies heavily on synchronous communication tools like Zoom for onboarding sessions, ensuring that new employees can engage in real-time discussions with their peers and supervisors. This approach helps bridge the gap created by the absence of physical presence.

Cultural Integration and Mentoring

One of the most significant challenges in onboarding is ensuring cultural integration, especially in a diverse workforce. Visme hires employees from different countries, ethnicities, and backgrounds, which can make it challenging to maintain a cohesive company culture. Taei emphasizes the importance of transparency and communication in overcoming these barriers.

At Visme, various Slack channels facilitate informal interactions among employees, allowing them to connect over shared interests, such as pets or hobbies. This strategy helps break the ice and fosters a sense of community, regardless of geographical location or cultural background.

Moreover, mentoring programs play a crucial role in the cultural integration of new hires. By pairing new employees with experienced mentors, organizations can ensure that the onboarding process extends beyond the initial training period. Mentoring helps new hires build relationships, understand organizational values, and navigate the complexities of their roles more effectively.

Adapting to Time Zone Differences

By setting clear expectations and using collaborative tools, Visme creates an environment where work progresses seamlessly, despite time zone differences.

Another challenge that Visme faces is coordinating across different time zones. With employees spread across various regions, synchronous communication can be difficult. Taei highlights the importance of patience and flexibility in managing these differences. Visme leverages asynchronous communication tools and task management software to ensure continuous collaboration.

By setting clear expectations and using collaborative tools, Visme creates an environment where work progresses seamlessly, despite time zone differences. This approach not only enhances productivity but also allows employees to work at their own pace, fostering a more inclusive and accommodating workplace.

The Importance of Personalization

Personalized onboarding is not just about customizing training materials; it’s about recognizing and addressing the unique needs of each new hire. Taei underscores that a one-size-fits-all approach is ineffective. Instead, organizations should tailor their onboarding processes to align with the specific roles, backgrounds, and preferences of their new employees.

For instance, some new hires may require more hands-on training, while others might benefit from self-paced learning modules. By understanding these individual needs, organizations can create a more supportive onboarding experience that accelerates the integration of new employees into the company culture and workflow.

Conclusion

In today’s dynamic work environment, personalized onboarding is no longer a luxury but a necessity. As Payman Taei’s experience with Visme illustrates, effective onboarding requires a tailored approach that considers the unique challenges and needs of each new hire. By focusing on clear communication, cultural integration, and flexible collaboration methods, organizations can create a welcoming and productive environment for their new employees.

Implementing personalized onboarding processes not only enhances employee satisfaction and retention but also drives long-term success for the organization. As companies continue to navigate the complexities of remote and hybrid work models, the need for customized onboarding solutions will only become more critical, as I regularly tell my clients who want to refine their hybrid work models. By learning from exemplars like Taei, organizations can refine their onboarding strategies to better support their diverse and evolving workforce.

About the Author

Dr. Gleb Tsipursky

Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with hybrid work and Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Thought Leaders and Content Creators: Unlocking the Potential of Generative AI for Innovative and Effective Content Creation. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business ReviewInc. MagazineUSA TodayCBS NewsFox NewsTimeBusiness InsiderFortuneThe New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consultingcoaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.

Why Are Wars Legal? By International Law, Waging War Itself is a War Crime. Why do we think it is not?

By Joseph Mazur

The Geneva Convention permits states to defend themselves under the right to use force in expectancy of an armed attack by another state. That right could then validate invading under a covert pursuit of national interests. Rewording the UN Charter articles of war could tighten ambiguities so offenders could be held more criminally accountable.

My lifelong good friend, Tadatoshi Akiba, Former Mayor of Hiroshima, who has received many peace awards as a star leader in the global campaign for complete nuclear disarmament, inspires me to ask the questions I am asking about war and guides me through the complexities of international law and military prophecies.

With over forty-two ongoing wars, two of which are raging in this relatively new century, we are witnessing uncomfortable realities of historical confusion. How many of us know what makes war legal or illegal? How many of us spend time searching through war records to reach the bottom level of causes? A genuinely balanced and thorough understanding of the laws of war is not simple. We vote for our chiefs and rely on their judgments as if they understand the reasons for going to war. We take positions of approval based on who and what persuades us to follow the polemics of warfare influenced by murky evidence and trendy sociopolitical ideology. 

How is it otherwise when rational people excuse and support brutality in warfare? How is it otherwise when 23 percent of young Americans believe that the Holocaust is a myth?[1] And how is it otherwise when so many among us cannot answer the simple yes-or-no question: Is war legal? 

I asked myself that question. My answer is complex and troubling.

Towards the end of the Second World War, my father was in the 20th infantry division of the US Third Army that had established a bridgehead on the Seine near Fontainebleau. While the Germans were in retreat, fleeing Paris, I was a toddler, too young to know anything about war. The movies I watched soon after the war when tickets were 25 cents are now forgotten, but the newsreels preceding them are as fresh as ever. In one, the President talked about feeding the starving Europeans. In another, there were air views of devastated cities in massive rubble and ruin. Of course, I didn’t know who Truman was and hardly grasped the meaning of the word president, but in those years, my thoughts were of my father and whether he would ever come home.

Towards the end of the Second World War, my father was in the 20th infantry division of the US Third Army that had established a bridgehead on the Seine near Fontainebleau.

He had the courageous two-man job of furtively tailing German Panzers to splice military transmission wires soon after they were cut by caterpillar treads so that George Patton’s 3rd Army could communicate with Omar Bradley’s 12th. For that, he received a Bronze Star Medal for his gallantry in action and a Purple Heart for his wounds. In mid-August, Bradley gave the Germans an escape route out of Paris to save Patton’s outnumbered troops from a major assault. My father was justifiably proud to say that his brave splicing saved hundreds of American lives. “And German lives too,” he would add with inflection. But the other stories, the ones of horror, were reserved for later times of my life when I could understand more about what war is in all its cruelty and suffering. I heard about his battle buddy, Winslow, who died from a grenade explosion that took off his face.

 

When the war ended, my father did not immediately return home. He re-enlisted for another year to become a driver for the military governor of the Allied-occupied zone in Germany. Some years after he finally did return, he told me about US prisoners of war (POWs) who were beaten and forced to work for Germany and that many were tortured and killed while on death marches. They were brutalities a growing child could not process in any compass of sanity. He also said that some wars just had to be fought and that that one certainly had to be. True. And so, remembering those words as an adult, I wondered why wars are so inhumane and yet legal.

I learnt they are not! Legal, that is.

As of this writing, more than 42 wars and so-called “armed conflicts”[2] on four continents are happening at the expense of an average of (166,000) deaths per year and 3,287,478 cumulatively for just six of the more than forty-two ongoing wars.[3] Even with those appalling numbers, we have some encouraging statistics: the number of military and civilian deaths from all the wars that have happened in the last 78 years is less than one-quarter of those who died in WWII.[4] Still, we kill each other in large numbers. Do those numbers matter? Why do we kill at all?    

War, peace, time, and patience

Of course, I have no answers to any impossible questions.

One might say that war is just a primate thing going as far back as the late Upper Paleolithic era, some 13,000 years ago, an era of nomadic hunting when the scarceness of big game called for combat in the wild. But warfare declined a few thousand years later in the Mesolithic age when the last glacial period ended to permit the domestication of plants. Domestication required a shift from a nomadic life of hunting large game to a more domesticated life of hunting small game and harvesting wild plants. There was no need for weapons of war. Furthermore, according to the anthropologist Keith F. Otterbein, a cross-cultural researcher on the history of war, “For domestication to occur the more desirable wild seeds needed to be planted, harvested, and planted again and so on. Many generations of seed replanting and many generations of people in the same location were required for domestication to occur.”[5] 

One might say that war is just a primate thing going as far back as the late Upper Paleolithic era, some 13,000 years ago, an era of nomadic hunting when the scarceness of big game called for combat in the wild.

Domestication requires peace. Groups at war would displace each other through killing, burning settlements, looting stored foods, and destruction. It took many generations of seed replanting and many generations of people in a fixed, stable location for farming to succeed. In Mesoamerica, large corncobs evolved only after two thousand years of wild seed ancestors of corn. If warfare had continued or risen anew in those areas and in those times, the domestication of plants would never have started. Domestication endurance permitted feuds and rivalries that turned to battles. And so, we are now in the 21st century with a history of warfare horrors—some blatantly breaking international laws and others confirming my father’s maxim that “some wars just had to be fought.”

When we talk about law, we mean a set of rules regulating human behaviour and considering the designs and concerns of a benevolently balanced society. By that, rules must permit rights with obligations to adhere to them, thereby respecting individuals while punishing those who infringe on their principles. International law carries the caveat that its standards are not exclusively aligned to be about individual citizens but rather more about nation-states. As Voltaire once quipped, “It is forbidden to kill; therefore, all murderers are punished unless they kill in large numbers and to the sound of trumpets.”[6]

Modern international law follows jus gentium (“law of nations”), conceived as international law going back to the ancient Roman legal system. It was designed to be enforceable for all nations, yet, with no formal binding legislation, it simply relied on a mutual understanding between nations following traditions, customs, and precedents based on Roman and common law. In principle, it was to be a humanitarian code of conduct “common to the whole human race” and distinguished from “the law of nature”, which the emperor Justinian proclaimed to be “that which nature teaches to all animals.”[7] All animals know their enemies as well as their strengths. They fight to defend themselves when attacked. That is the unwritten law of nature explicitly applying to war—my father’s judgment, too. He considered some past wars to be naturally defensive, forces of necessity that every animal has. “Don’t bulls have pointed horns to stab and hooves to kick with?” he would say.

International law carries the caveat that its standards are not exclusively aligned to be about individual citizens but rather more about nation-states.

So far, without world parliaments other than the United Nations, there are no world laws other than ratified treaties. The Romans had their laws of warfare, as did the Greeks.[8] And all along, for more than two thousand years of past wars, treaties of principle were somewhat followed. Through all the wars of medieval and Renaissance times, there had been genuine attempts to create articles and ordinances of how wars could be legally conducted. None had achieved any legal court-certified hold. All had failed to pass any of the moral tests of civilian protection or military behaviour. But, as brutal as they were in warfare, the Romans did have a sense of military discipline.[9]

All wars have costs. Every war that has ever been fought — even those between far-off geographies — harms the populations of both the invaders and defenders.[10] Besides the obvious toll on lives and destruction, there are the weakening strengths of supply chains as well as goods and services. Sometimes it is air quality that damages health. Sometimes it is the economy, and in rare cases, it is communal guilt of neglecting moral values that contribute to a decline in public morale. Other ramifications often include starvation, forced and sheltering relocation, and even civilian massacres spawned by the stresses of battle. They are, of course, illegal by Geneva Convention Protocols, but then again, so is war.[11]

Connecting the dots from head to feet in modern warfare

Wars are different now because the battles are attacks from a distance. Learning to fight from a distance has been the ambition of war tacticians ever since the second century BC when (myth or not) Archimedes used bronze reflecting mirrors to concentrate the sun’s rays to set ablaze Roman warships in the battle of Syracuse. In the past century, more than 50 percent of war-related deaths were of non-combatants. Indiscriminate civilian casualties expanded in WWI due to new arrivals on the battlefield; first came the reconnaissance biplane and the submarine, then the Zeppelin airship that carried and dropped bombs, and then more sophisticated planes that could fly low enough for the pilot to lift and toss a bomb from the air.[12] WWII introduced the aircraft carrier. The Vietnam War had the gunner helicopter that could fly low and hover over suspicious things that moved on the ground. And now, Ukraine has developed the sea drone, an unmanned speedboat capable of stealthily targeting strategic sites. Wars do have that tendency to accelerate innovation. Warfare changes dramatically when an assailant can attack a victim from such a distance that faces cannot be distinguished as belonging to humans. 

Wars do have that tendency to accelerate innovation.

I picture that notion as a reminiscence of a scene from The Third Man, a British film noir set just after WWII in which the characters Harry Lime and Holly Martins are at the top of the Riesenrad, the giant Ferris wheel in Vienna, talking about victims of a scheme to water down stolen penicillin to make it go further. Lime answers, “Victims? Don’t be melodramatic. Look down there (he points). Tell me. Would you really feel any pity if one of those dots stopped moving forever? If I offered you twenty thousand pounds for every dot that stopped, would you really, old man, tell me to keep my money, or would you calculate how many dots you could afford to spare? Free of income tax, old man.”  

Spears, slingshots, and even guns were once handy in battles when enemies were within visual range. We now have the tank, just a mobile big gun crewed by a semi-protected crew. And from that came the rocket that now can be robotically calibrated to hit an enemy far beyond any visible scope. Advances in weaponry have not stopped and never will. Every advance of weaponry since the trench warfare of WWI has been to kill from a greater distance than was possible before, so soldiers (who now begin their basic training on simulators) would feel as if they were just stopping the movement of dots rather than combatting things with legs and faces.

Some wars just have to be fought

In 1946, the U.N. General Assembly recognized genocide as an international crime and called for the creation of a binding treaty to prevent the killing of ethnic, racial, or religious groups. That treaty, The Convention on the Prevention and Punishment of the Crime of Genocide (CPPCG) — known as the Genocide Convention — was established in 1948 to outlaw atrocities like the Holocaust and the Armenian Genocide. It was the first international human rights treaty and the first legal channel to label genocide as a crime.[13] Since the treaty reflects customary law, all states and private armies are bound by the Genocide Convention. And yet, since then, there have been more than 285 distinct battles resulting in more than 50 mass murders of almost 12 million combatants and 22 million noncombatants.[14]

The Genocide Convention declares genocide a crime by violation of forcefully transporting children of one national group to another (by the UN definition of genocide) as prosecutable.[15] Private citizens and political leaders who think they have sovereign immunity are not exempt.[16] The difficulty with bringing genocide cases to court, however, is that international law requires proof of an organised plan or policy to intentionally destroy a national, ethnical, racial, or religious group.[17] Proof, though, has a problem: war almost always brings collateral damage to blur the line between intent and accidents. But in 2002, the International Criminal Court (ICC) in The Hague adopted the Rome Statute, a treaty-based set of humanitarian laws regarding war crimes under which public and private individuals could be tried and sentenced.

Although ICC’s prosecutorial powers are weak since it has few means of capturing defendants, it has already, under its Rome Statute authority, unexpectedly issued numerous arrest warrants, including one for Putin for unlawful deportation and transfer of children to the Russian Federation and for his failure to control his military in committing criminal acts. That said, the warrant for Putin warned of a stern consequence; he could not join the summit of the BRICS nations in South Africa, a country that is a signatory to the Rome treaty that would be obliged to arrest him.

The problems of war illegitimacy

As we head further into the twenty-first century, force should cease to be an acceptable method of settling differences between states. Article 2 of the UN Charter signed in 1945, declares: “All Members shall settle their international disputes by peaceful means in such a manner that international peace and security, and justice, are not endangered.”[18] And though all member states must accept sovereign equality, sadly, too many do not. So, we have international rules of war behaviour with hardly any means of enforcement. Wars happen despite being outlawed by the Charter because there are exceptions through loopholes in defence rights against legal or illegal attacks. Article 2 goes on to say, “Nothing contained in the present Charter shall authorize the United Nations to intervene in matters which are essentially within the domestic jurisdiction of any state or shall require the Members to submit such matters to settlement under the present Charter.”[19]

War is NOT legal; defence is. Since the Charter permits a country to defend itself, shielding against an attack invariably escalates to excuses for a broader war that cannot quickly end.

We welcome the Charter’s rules protecting states and vulnerable persons affected by wars but are troubled by its acceptance of internal armed clashes, even those started by external sources. It is a doctrine of self-defence against an armed attack by any member state of the UN. But that doctrine is partial to jus ad bellum (right to war), a set of international principles for establishing when military force is permissible. While the Charter constrains states from engaging in armed conflict in an attempt to maintain international peace, it also challenges its aims because it leaves open the question of whether a country can start a war under a claim of preemptive self-defence.[20] That challenge is tied to the question of what constitutes an imminent armed attack. Is it evidence of a planned attack, backed by sound objective intelligence, or is it just a belief that it is already happening? Discounting domestic conflicts undermines the Charter’s war illegitimacy statute by allowing the use of force in internal clashes. Moreover, it permits collective action force by member states that “maintain or restore international peace and security.”[21] Force, therefore, is not entirely outlawed since states maintain the right to defend their territory in response to attacks portraying international conflicts as internal matters, as Russia has with its “Special Military Operations” label for its invasion of Ukraine, declaring it an internal armed conflict initiated and carried out by pro-Russian separatists fearing “Ukrainian Nazis and fascists.” Russia played the same game with its invasion of Georgia in 2008. Such false narratives excuse invasions and avoid incrimination by the ICC.

Member states of the UN know how to circumvent possible indictments under the UN Charter. They use Articles 2 and 51, which give member states the right to self-defence. “Nothing in the present Charter,” Article 51 says, “shall impair the inherent right of individual or collective self-defence if an armed attack occurs against a Member of the United Nations, until the Security Council has taken measures necessary to maintain international peace and security.”[22]

ukraine

The problem lies beyond just the language of the Charter; its wording is. Anne Applebaum’s recent post in The Atlantic implies its ineffectiveness, or should I say unenforceability. “In the more than seven decades since [the Articles] were written,” she wrote “these documents have frequently been ignored. The UN Genocide Convention did not prevent genocide in Rwanda. The Geneva Conventions did not stop the Vietnamese from torturing American prisoners of war, did not prevent Americans at Abu Ghraib from torturing Iraqi prisoners of war, and do not prevent Russians from torturing Ukrainian prisoners of war today.”[23]

Almost every war since the Charter ratification signing has started under the façade of a semi-internal conflict to avoid prosecution by the ICC. Under schemes to escape criminal violations, they were called “transnational non-international armed conflicts,” titles (recall Desert Storm and Enduring Freedom) that are more appropriate for interventions involving capturing terrorists or non-state armed groups than for full-force invasive conflicts. Excuses for modern-day invasions are made possible by the wording of Articles 2 and 51, which permit states to defend themselves. Defend from whom, though? Wars can almost always have a veneer of internal conflict perpetrated by an external power to invade and yet to avoid indictments over war crimes.

That is the overarching problem with Articles 2 and 51. They give states the right to use force in expectancy of an armed attack by another state. Countries must have permission to defend themselves, yes, but that right often becomes a jus ad bellum justification for invading while exploiting that right in pursuit of their national interests.[24]

Wars can almost always have a veneer of internal conflict perpetrated by an external power to invade and yet to avoid indictments over war crimes.

Non-state actors (likely to be terrorist groups) causing trouble in one state can be an excuse for an invasion by another under the pretense of the latter’s necessary defence. Thirty-seven years have passed since the last effective Geneva Convention Protocol was signed, though not fully ratified. Reforms to that protocol are needed to tighten legal language that recognises the advancement of weapons and tightens ambiguities enabling war legitimacy. But protocols and all their amendments are only as good as their strength of control. Some countries have been interpreting them as alternatives to Geneva Convention practices by claiming to adhere to jus ad bellum, a theory doctrine that affords using force against a supposedly non-conflicting state in response to an armed attack. Called the “unwilling or unable” doctrine, it surfaces as moral law about when military force is justifiable against terrorist groups.[25] As a quasi-law interpretation of international law, it permits a victim state to use force against a territorial state only if the victim state can assess whether the territorial state is unwilling or unable to quell the threat itself.[26]

It is time to negotiate for word changes to eliminate gaps and regulate or ban colossally inhumane weapons.   

None of that will happen because the difficulties are beyond the issue of permitting countries to defend themselves. One is the commanding body of just a few people deciding when, where, and how to go to war. Aside from a few totalitarian dictators with dreams of imperial conquest, that group is most likely to be military commanders, government bureaucrats, and intelligence specialists motivated by moral concerns, yet dutifully and submissively working to further national interests with the decision made only after reviewing the prospects of how many young people the military can afford to lose under the best scenario. It’s always a number realistically far too low, but it is just a number, not a human value — more what I would call Riesenrad dots, those dots of people seen as specks from the extraordinary height at the top of the Ferris wheel in Vienna. No doubt, those in charge of appraising the potential success of war through views of military necessity consider morality earnestly and are aware of natural and international law, humanity, and inevitable terrors; however, when approaching an ultimate decision, there is no other way of thinking about it—war entails killing in large numbers, though no longer to the sound of trumpets. So, any decision to go to war must balance the justification of military necessity with intelligent plans to bar foreseeable horrors. 

Besides those headwind difficulties, there are other challenges. Making and enforcing international treaties is against the interests of influential players such as arms dealers and governments looking for expansions of resources or authoritarians who believe that their citizens always need an enemy, seeing war as a means to increase repressions, dampen information, and eliminate voices of dissent.

In the US, those are players — to put it genteelly — who have militant outlooks driven by historic partialities. The military is one, but so are the political power elites who make the elusive rules. Even in a democracy, politicians (aside from those with a few marginal voices) know that an overwhelming number of their constituents would generally not favour war. But they also know that those same citizens want some semblance of the legality of war to be available for necessary wars and defence. Again, they believe some wars just have to be fought.

Along with arms dealers, mercenaries are also a part of the problem, and so are self-serving hawk politicians pressing for more and more military funding for unspecified reasons. Forever, there will be fiery militarists and imperialists, people with loopy power goals of triumphal territorial expansion. They are the random oddities of human nature/nurture evolution. That is why we need humanitarian international law to build a peaceful future.

The pointlessness of immorality

Almost all past wars have been pointless, unnecessary, and morally indefensible. My father would not agree; few who fought in one would. But that was the past when one enlisted for patriotic duty or hopes of career advancement. Future wars will be different, though. We are beginning to face slim diplomatic chances of a negotiated settlement advanced by pressures of powerful offices, forces that are now stronger than ever because governments can hire mercenaries to fight. Russia has its Wagner Group (a murky band of hired fighters), or should I say had before its leader, Yevgeny Prigozhin, was assassinated, and the US has Academi (formerly Blackwater), private armies operating beyond laws and treaties. It’s hard to know how those mercenary groups function because, in most countries, they operate illegally under the radar. Private armies are not new, Carthage employed them against Rome in the First Punic War, and they probably go back much further than even the epic wars brought to life by the Homeric poets. Today, they are no different from clandestine cartels without detectible links to a government. Future wars will become outsourced so that corporations can employ warriors to invade or defend, neither knowing nor caring what they are doing. They will become athletic teams to cheer, equipped with guns, bombs, tanks, and fighter jets. Those private players will have a supplying industry of arms dealers willing to sell to anyone as they lobby to convince governments to start wars they say they can win, even when they know they can’t.

By the standards of the ICC, illegal warfare aggressions are violations that could result in prosecutions and imprisonments. But their measures present a broader problem: killing civilians is not necessarily a war crime under the excuse of collateral damage. The Rome Statute of the ICC, which declares that every state has a duty to investigate criminal liability for those responsible for international crimes, recognises the possibility of collateral damage that could occur during an attack on a military target. For that Statute to have any accountability, it must demonstrate that the investigated crimes were part of a systematic strategy, not necessarily about, as Masha Gessen reported in her August 2022 New Yorker article on the war in Ukraine, “the person who pulled the trigger.”[27] The investigators would need to show a chain of command through subordinates ultimately leading to the military top brass command. 

Another problem with war, among the many already mentioned, is that it is like a game, yet not a game. A game has rules of engagement and strategies that almost always involve some luck. Wars, too, have rules, but they are open to interpretation. Players could be confused, and there are so many contradictory emotional variables among the players, such as the morale of troops, the effectiveness and balance of equipment, the size and camouflaging of the battlefield, and the choice and cleverness of a winning strategy that avoids legal responsibilities. Wars depend on generals who are humans with the human conditions of emotions and belief in plans that involve competing visions of martial dreams. In the end, real people die, and after casualty numbers mount, parties will come to what they will call a peace table, trying to understand what the bloody war was all about and ready to agree on deals that could have been established before the first assault was launched. Like a game, war is a gamble, a chance event that never has a guaranteed outcome.

Military planes are flying over the city.

We face a choice: continue waging wars as we have been for millennia spending gazillions of dollars that otherwise could be used to eliminate the causes of wars or persuade the UN to refine, toughen, and enforce international laws of war in the order of an outright ban that could lead to a war-free world. A small advance in the direction of a ban, even if it doesn’t come close to ideal, could be, like the founding of the Red Cross two centuries ago, the “supreme humanitarian achievement of the [twenty-first] century.”

A ban on war is a challenge over many problems, beginning with interpretations of the moral code and ending with the influences surrounding the self-interests of formidable players. The whole notion of war comes from insanity. There was a time when mighty countries could take what they wanted from the weak. Colonialism started in the 15th century, and by the nineteenth, it had run most of its course when almost the entire world divided itself by wars of expansion that killed more than a hundred million people for what — slaves, minerals, tea, and spices? War was accepted then, almost as a right of conquest. We fought two world wars in the last century and learned some hard lessons after half the world was devastated by the playground antics of commanding fools and crackpots. The question for the 21st century is whether the UN will continue to permit the inhumane foolishness to continue without consequences. Banning war involves a change in international laws (in particular, Articles 2 and 51) that close loopholes of defence excuses and offer an ironclad notification of warning that war is banned, both by invasion and red-flag defence pretexts. The consequences of ignoring a ban must come from the ICC imposing austere penalties in the form of international trade sanctions involving all members of the UN Security Council. With those consequences, wars will not only be riskier on the battlefield but also more costly to GDPs at home.

Is it possible that (aside from short-lived skirmishes between neighbouring states that could settle disputes at the International Court of Justice) all wars could end in this millennium? I cannot answer that, but that goal is gallant. We ended government condoned slavery. Why can’t we end wars? Headwinds for a ban will always come from motivations of dominating actors and agents who live by self-interests; however, in a free society, some intelligent officers live in a world of facts that can show benefits from a ban on wars.

My father did come home. Fifteen million did not.[28]

The article was first published on December 12, 2023

About the Author

Joseph Mazur

Joseph Mazur is an Emeritus Professor of Mathematics at Emerson College’s Marlboro Institute for Liberal Arts & Interdisciplinary Studies and a science writer. He is a recipient of fellowships from the Guggenheim, Bogliasco, and Rockefeller Foundations, a science journalist, and the author of eight acclaimed popular science books. His latest book is The Clock Mirage: Our Myth of Measured Time (Yale). 

References:

  1. https://www.claimscon.org/millennial-study/
  2. https://www.icrc.org/en/doc/assets/files/other/opinion-paper-armed-conflict.pdf
  3. https://acleddata.com/curated-data-files/#regional
  4. Deaths from the Ukraine/Russia War are not yet counted, though we know that the number of deaths from both sides will be astoundingly high. 
  5. Keith F. Otterbein, How Wars Began (College Station, Texas: Texas A&M, 2004)
  6. Dictionnaire philosophique
  7. Emer de Vattel, The Law of Nations: Or, Principles of the Law of Nature, Applied to the Conduct and Affairs of Nations and Sovereigns, with Three Early Essays on the Origin and Nature of Natural Law and on Luxury, Trans. translated by Thomas Nugent (Indianapolis: Liberty Fund, 2008) 6.
  8. https://brill.com/edcollchap/book/9789004473218/BP000004.xml?language=en
  9. https://scholarship.law.upenn.edu/penn_law_review/vol100/iss5/3/
  10. David Petraeus and Andrew Roberts, Conflict: The Evolution of Warfare from 194Ukraine, (New York: Harper, 2023).
  11. Alexander B. Downes, Targeting Civilians in War (Ithaca, New York: Cornell University Press, 2008) 1.
  12. The number of civilian casualties in WWI is between 6 and 13 million, close to 47% of all deaths due to the war.
  13. https://legal.un.org/avl/pdf/ha/cppcg/cppcg_ph_e.pdf
  14. Barbara Harff, “No Lessons Learned from the Holocaust? Assessing Risks of Genocide and Political Mass Murder since 1955,” American Political Science Review, Vol. 97, No. 1 (February 2003): 57.
  15. https://ucdp.uu.se/
  16. https://www.un.org/en/genocideprevention/genocide.shtml
  17. ibid.
  18. https://legal.un.org/repertory/art2/english/rep_orig_vol1_art2_1_5.pdf
  19. https://www.un.org/en/about-us/un-charter/chapter-1
  20. Craig Martin, Challenging and Refining the “Unwilling or Unable” Doctrine, 52 Vanderbilt Law Review 387 (2021) pp. 394-7. Available at: https://scholarship.law.vanderbilt.edu/vjtl/vol52/iss2/3
  21. ibid. UN Charter 7.
  22. https://www.un.org/en/about-us/un-charter/full-text#:~:text=Article%2051,maintain%20international%20peace%20and%20security.
  23. https://www.theatlantic.com/international/archive/2023/10/israel-war-hamas-terrorism-ukraine-russia/675590/
  24. https://legal.un.org/counsel/Bethlehem%20-%20Self-Defense%20Article.pdf
  25. https://bpb-us-e1.wpmucdn.com/campuspress-test.yale.edu/dist/8/1581/files/2016/09/35-1-blum-lesser-evil-2eedsck.pdf
  26. Michael Walzer, Just and Unjust Wars 127–33 (4th ed. 2006), and Larry May, War Crimes and Just War 3–8 (2007).
  27. Masha Gessen, “The Prosecution of Russian War Crimes in Ukraine,” The New Yorker (August 8, 2022).
  28. https://www.nationalww2museum.org/students-teachers/student-resources/research-starters/research-starters-worldwide-deaths-world-war

Banishing Post-Summer Blues: Five Ways Leaders can Re-Engage their Team 

By Dominic Ashley-Timms and  Laura Ashley-Timms

As we step into the Autumn months and put the summer behind us, re-engaging our teams during what is often the busiest time of year can be a struggle. While some will return to their desks feeling reinvigorated after a summer break, others will be suffering from post-holiday blues, as they quickly fall back into the oh-so-familiar cycle of disengagement and apathy. 

Engaging employees is a global problem, with only 23% actively engaged according to Gallup’s State of the Global Workplace 2024 report. So, with Happiness at Work Week (23 Sept) in mind, what can leaders do to banish the post-summer burnout blues and motivate their people to do their best work? 

1. Create achievable goals for the final quarter

For many organisations, the year’s final quarter is typically the busiest. After the slower pace of the summer month, leaders will need to re-energise staff and provide incentives to build motivation. Often, leaders set big goals that can seem out of reach for employees just out of the starting blocks, so one technique is to highlight exciting objectives and achievable milestones that together will lead to the bigger goal. Ask your team, “What would we need to achieve to get closer to our objective?” Obtaining frequent and smaller quick wins is a great way of boosting engagement and team cohesion, as is setting individual goals for employees. 

2. Sustain the ‘return-to-the-office’ excitement

When a whole team is all back to work after summer vacations, bringing them together in an all-person virtual or physical catch-up can create a ‘buzz’ of excitement! Treat it as an opportunity to celebrate everything your team has achieved recently, particularly flagging things that others might have missed while they were away. Outline the upcoming goals mentioned above and use the meeting to fire everyone up for the final quarter. 

3. Notice good work

Often, busy leaders can fall into the trap of only giving out constructive feedback when there is something an employee could do better. But something many forget to give is ‘appreciative feedback’. This involves noticing when someone has done something well and praising them visibly, demonstrating to the employee just how valued their work is but also showing others what kind of actions, outcomes and decision-making are valued in the team as a whole. The team member receiving the praise feels more confident, and positive behaviour is reinforced across the team as a whole, strengthening new habits in others. 

Studies show that a lack of appreciation can double our risk of burning out, so acknowledging simple things like “I really liked the way you presented that complicated topic so succinctly – it helped us make an informed decision to move forward positively, thanks”, can spark motivation in an employee struggling to get back into work. 

When offering appreciative feedback, try to provide it as soon after observing the positive action as possible. Be genuine and detailed, concentrating on the action or behaviour itself (objective) rather than on the person (subjective). Also, connect the behaviour to the positive outcome you observed, for example: “What stood out to me about your action was… and here’s the positive impact I noticed…” 

4. Ask powerful questions 

An employee comes to you with a problem they’ve faced since being back at work. As a leader, you feel that you should offer a solution that fixes the problem, but this command-and-control approach to management does nothing to develop the employee in front of you and simply puts more work back on your already full plate! 

Instead, adopt an ‘enquiry-led approach’ which involves asking powerful questions to stimulate thinking. Doing so shifts the balance of the conversation and shows your belief in the employee’s ability to find the solution. We call this an Operational Coaching® style of managing others and it doesn’t just require the use of ‘open questions’. Rather, it’s all about asking questions which benefit the other persons’ thinking, so they can develop their own ability to find solutions by drawing on what they already know.  

This new approach to management was recently proven effective in research conducted by the London School of Economics (LSE) which found that managers who adopted an Operational Coaching style spent 70% more time coaching team members in the flow of work than before. Their capabilities also improved across all nine management competencies measured, contributing to a six-fold improvement in employee retention. 

Becoming an enquiry-led leader builds your people’ confidence and resilience, and fosters trust within teams. This ultimately boosts the well-being of both employees and leaders, which is crucial when teams work at capacity and deadlines are near, especially during the Christmas run-up. Team members feel a sense of ownership and fulfilment (as well as lightening your workload as a leader) – which is crucial given that one of the top reasons for burnout is ‘insufficient autonomy’. 

5. Be an active listener 

The final key to building a happy and engaged workforce is active listening. It’s tempting as a leader to jump in and fill any space with your own directives, but active listening involves making the effort to be present in the moment, sensing how your team is feeling, what they are (and aren’t!) saying, their mood and how energised they seem. Showing that you’re willing to listen is key to building empathy and fostering trust, two essential components of an effective team. 

Bringing together these five habits will revitalise your team and establish an environment in which people feel engaged, productive and ready to collaborate – crucially, they will feel able to do their best work. And who wouldn’t want to work in a place like that?

About the Authors 

Dominic Ashley-timms Laura Ashley-TimmsDominic Ashley-Timms and Laura Ashley-Timms are the CEO and COO of performance consultancy Notion, creator of the multi-award-winning and internationally certified  STAR® Manager programme used by managers in over 40 countries. They are also the co-authors of the new management bestseller The Answer is a Question.

Navigating the Confusion of Sustainable Packaging in a Changing Industry

The packaging industry is undergoing a major transformation driven by sustainability efforts and new regulations, but this change has sparked confusion. Experts at the SPC Advance event in Chicago highlighted concerns around “greenwashing,” where companies exaggerate their environmental claims, and “greenhushing,” where businesses avoid discussing sustainability to prevent accusations of misleading practices. Both issues, according to Suzanne Shelton of Shelton Group, erode consumer trust.

Additionally, companies are bombarding consumers with a variety of sustainability claims on packaging, making it hard to discern what is genuinely eco-friendly. At the Packaging Recycling Summit, Kasra Eskandari from NielsenIQ pointed out that the abundance of claims is overwhelming, leaving consumers confused about the true meaning of “sustainability.”

Despite packaging having a relatively small impact on a company’s carbon footprint, consumers remain focused on it as a key measure of environmental responsibility. Confusion around recycling is also growing, with varied definitions of what “recyclable” means and declining consumer trust in the system.

To reverse this trend, experts urged the industry to adopt clearer messaging and rebuild faith in recycling efforts. 

Related Readings:

Depositphotos_637140286_XL

Law and environmental protection

Why Gen Z Doesn’t Want Remote Work

By Dr. Gleb Tsipursky

The shifting dynamics of work preferences, especially among Generation Z, have sparked lively discussions in corporate circles. While remote work has surged in popularity, especially among millennials, Gen Z’s stance appears more nuanced. To unpack this complexity, I interviewed the Co-Founder & Co-CEO of Untapped Adam Gefkovicz.

The Complex Relationship with Remote Work

Adam Gefkovicz provided a compelling perspective on Gen Z’s nuanced view of remote and hybrid work. According to Gefkovicz, while surveys indicate a preference for flexibility, Gen Z is notably inclined toward in-person office interactions compared to millennials. This inclination is influenced by their unique experiences during formative years marked by the COVID-19 pandemic.

“Many Gen Z candidates experienced remote learning during college and felt they missed out on critical in-person components of their education,” Gefkovicz explained. This feeling of having missed out extends to their professional lives, where they seek opportunities for collaboration, mentorship, and team bonding, which are more naturally facilitated in an office environment.

The Human Element of Work

The in-person interaction offers not just professional growth but also personal fulfillment, something they find lacking in remote settings.

Gefkovicz highlighted the importance of the human element in work for Gen Z. “Collaboration, having a meal together, and getting to know one another in person are innately human experiences that many Gen Z employees crave,” he said. The in-person interaction offers not just professional growth but also personal fulfillment, something they find lacking in remote settings.

This demographic also values the communal experience that tech companies, particularly those in the Bay Area, provide. The desire to be part of a vibrant office culture, complete with events and casual social interactions, is strong among Gen Z employees. They view these experiences as essential to building a cohesive team and fostering a sense of belonging.

The Impact of Proximity Bias

One of the significant concerns driving Gen Z back to the office is proximity bias. Gefkovicz noted, “Especially for young folks who have worked very hard to get into top universities and secure prestigious tech jobs, there’s a worry that remote work might hinder their career progression.” This concern is particularly pronounced among individuals from underrepresented backgrounds, who feel that being physically present in the office could provide them with better visibility and opportunities for advancement.

Proximity bias, the tendency for those physically closer to receive more attention and opportunities from supervisors, plays a critical role in this decision. Gen Z employees are keenly aware of the potential career disadvantages of remote work and often opt for in-person roles to mitigate these risks.

The Quest for Mentorship and Sponsorship

Another key factor influencing Gen Z’s preference for office work is the desire for mentorship and sponsorship. Gefkovicz emphasized, “Gen Z candidates have grown up in a very uncertain world. Clear expectations, structured onboarding, and robust mentorship are crucial for them.”

Untapped’s research with 5,000 Gen Z candidates revealed that a significant majority preferred joining talent communities and being interviewed by members of employee resource groups (ERGs) before accepting job offers. These findings underscore the importance of mentoring and support systems in attracting and retaining Gen Z talent.

Gen Z candidates have grown up in a very uncertain world. Clear expectations, structured onboarding, and robust mentorship are crucial for them.

Gefkovicz shared how ERGs and structured mentoring programs could bridge the gap between remote and in-person work preferences. “ERGs can play a powerful role in creating clear expectations and a sense of community, which are vital for Gen Z,” he said. These groups help underrepresented candidates navigate the corporate landscape, ensuring they have the support needed to thrive.

Navigating the Balance Between Remote and In-Person Work

While remote work offers undeniable benefits, such as reducing microaggressions and providing a more comfortable working environment for many, it also has its drawbacks. Gefkovicz acknowledged that remote work has unlocked significant potential for those who might feel judged or uncomfortable in traditional office settings. However, he argued that the debate between remote and in-person work is overly simplified.

“The truth is, remote work is great for some reasons and less beneficial for others,” he said. “The best teams will find strategies to accommodate both types of workers so they can show up, do their best work, be fulfilled, and help bring their company’s mission to life.”

This balanced approach is crucial as companies navigate the post-pandemic world. Many organizations, including Untapped, are transitioning from remote-first models to more hybrid arrangements. “We’re remote-first now, but I would venture to say we’re gradually growing to become more hybrid,” Gefkovicz noted, reflecting a broader trend among tech companies.

Shaping the Future of Work

Gefkovicz also shared insights into Untapped’s mission and operations. Growing up with a non-traditional background, Gefkovicz’s personal journey underscored the importance of access and opportunity, leading to the creation of Untapped. The platform focuses on helping companies build diverse teams with a specialization in early-career talent.

“Our journey from in-person to remote has been confusing, as it has been for many companies,” he admitted. Untapped has evolved into a remote-first company but continues to emphasize the importance of in-person interactions through annual company-wide offsites and team gatherings.

Gen Z’s relationship with remote work is intricate and multifaceted. I tell my clients who are trying to refine their hybrid work models that Gen Z has a clear preference for some in-person work, driven by a combination of missing out on formative experiences, the need for human connection, concerns about proximity bias, and the desire for robust mentorship, while also rejecting full-time in-office work. As companies like Untapped adapt to these preferences, they pave the way for a more inclusive and dynamic future of work, balancing the benefits of both remote and in-person environments.

About the Author

Dr. Gleb Tsipursky

Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with hybrid work and Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Thought Leaders and Content Creators: Unlocking the Potential of Generative AI for Innovative and Effective Content Creation. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business ReviewInc. MagazineUSA TodayCBS NewsFox NewsTimeBusiness InsiderFortuneThe New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consultingcoaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.

Legal Assistance for Disability Claims: Why Hiring an SSDI Attorney is a Smart Financial Move

Applying for Social Security Disability Insurance (SSDI) benefits can be a long and complicated process. For individuals dealing with a severe medical condition, navigating this complex system can feel overwhelming. SSDI provides financial assistance to people who have worked and paid into Social Security but are no longer able to work due to a disability. It is different from Supplemental Security Income (SSI), which is based on financial need rather than work history. In this blog post, we’ll explore why hiring an SSDI attorney can be a smart financial move for claimants and how it can improve the chances of success in securing benefits.

Working with an SSDI Attorney 

When applying for SSDI benefits, claimants must complete a detailed application, submit medical records, and potentially go through a disability hearing. Each stage requires knowledge of both the legal and medical requirements that the Social Security Administration (SSA) uses to evaluate claims. This is where an SSDI attorney becomes invaluable. SSDI attorneys guide claimants through every step of the process, from the initial application to gathering crucial medical evidence and preparing for hearings in front of administrative law judges.

Navigating the hearing process, in particular, can be challenging without legal expertise. Attorneys who specialize in SSDI cases know how to present the strongest possible case, ensuring that medical conditions and work limitations are thoroughly documented and communicated. They also understand SSA’s requirements and how to counter potential objections from SSA reviewers. In short, an SSDI attorney increases the chances of a favorable outcome, significantly reducing the stress on the claimant.

How SSDI Attorneys Are Paid

One of the main concerns for claimants considering an SSDI attorney is the cost. Fortunately, SSDI attorneys work on a contingency fee basis. This means that the attorney only gets paid if the claim is successful, removing financial risk for claimants. In most cases, attorneys are paid 25% of the back pay awarded by SSA, up to a maximum of $7,200. This fee structure ensures that individuals applying for disability benefits do not need to pay anything upfront or out-of-pocket during the process.

If a claim is not approved or the claim is successful but does not quality for back pay, the attorney does not receive a fee. This no-risk model allows claimants to seek legal help without worrying about financial losses. Additionally, all fees charged by SSDI attorneys are capped by federal law and must be approved by the SSA. This ensures that claimants are protected from excessive legal costs while still benefiting from high-quality legal representation.

The Benefits of Working with a Disability Attorney

One of the key advantages of working with an SSDI attorney is their specialized knowledge. Disability attorneys have undergone specific post-graduate training to understand Social Security laws, regulations, and the intricacies of how the SSDI program works. They are well-versed in medical terminology, making it easier for them to interpret medical records and present them effectively in a disability hearing.

SSDI attorneys know what type of evidence the SSA needs and how to gather the necessary medical documents, doctors’ statements, and employment records to support a claim. They ensure that all evidence is well-organized and presented clearly, increasing the chances that a judge will rule in the claimant’s favor. Furthermore, SSDI attorneys must follow strict ethics guidelines to protect their clients’ rights. This ensures that claimants receive honest advice, timely communication, and competent legal representation throughout the disability claims process.

Factors to Consider When Choosing a Disability Attorney

If you’re considering hiring a disability attorney, it’s important to keep a few factors in mind. First, many SSDI attorneys offer free consultations. During this consultation, the attorney will ask questions about your medical condition, work history, and previous attempts to apply for disability benefits. This initial meeting is a good opportunity for claimants to ask questions and for the attorney to determine if the claim is valid and worth pursuing or if there are disqualifying factors.

Communication is another crucial factor to consider. It’s essential to work with an attorney who keeps the lines of communication open and provides updates on the status of your case. Claimants should also assess whether the attorney’s personality and approach align with their own. A good working relationship with your attorney will make the process much smoother.

Additionally, it’s helpful to find a local attorney familiar with the judges and SSA offices in your area. While Social Security laws are federal, having an attorney who understands and knows how local SSA field offices operate can make a difference in your case. Local attorneys also have experience dealing with the administrative law judges in your region, which may provide insights into how best to present your case.

Conclusion

Hiring an SSDI attorney can be one of the smartest financial decisions you make when pursuing Social Security Disability benefits. With their specialized knowledge, experience, and contingency fee structure, disability attorneys offer claimants invaluable assistance without the burden of upfront legal costs. Working with an attorney can significantly increase your chances of receiving the benefits you deserve, making it easier to focus on managing your health while they handle the legal complexities of your case. If you’re struggling with a disability and considering applying for SSDI, consulting with an attorney is a step worth considering.

Hard Money Lenders in California: A Real Estate Investment Tool

In the ever-evolving and high-speed industry of real estate, having quick access to financing can determine your success as an investor. Private lender hard money lenders in California have been a favorite option for real estate investors where quick capital is needed in a highly competitive market like California. This differs significantly from traditional funding and provides for those who are looking for short-term funds for the purpose of home flipping, renovations, or bridge loans.

What Are Hard Money Loans?

A hard money loan is asset-based (not credit or proof of employment) and a short-term financing method, primarily utilized in real estate investments. Unlike the more traditional loans many have heard of, hard money loans are not based on the borrower’s creditworthiness and financial history; rather, these types of loans focus on the property itself. That being said, a hard money loan is collateralized by the property itself therefore, what primarily matters is the value of the property and not typically your credit score or income.

Most hard money loans are issued by private investors or groups of private investors, instead of conventional banks. This provides a quicker, and more tailored avenue of financing for real estate deals and is especially attractive to investors who are on the move to seize opportunities in the market..

How Do Hard Money Loans Work?

The primary difference between hard money loans and conventional loans lies in how they are structured. Hard money loans in California, like those offered by Lantzman Lending, are typically short-term, with repayment terms ranging from 6 to 36 months. The loan amounts are based on the after-repair value (ARV) of the property, which is the estimated value after renovations or improvements are completed. This feature is especially beneficial for real estate investors who plan to purchase, renovate, and sell properties for a profit, also known as house flipping.

The process of obtaining a hard money loan is much faster than traditional financing. Since the primary focus is on the property’s value, the approval process can take as little as a few days. This quick turnaround is crucial for investors who are in competitive markets or need to close deals quickly. However, with this convenience come higher interest rates, typically ranging from 8% to 15%, compared to the 3% to 7% rates found in traditional mortgages.

Why Real Estate Investors Use Hard Money Loans

Hard money loans have gained popularity among real estate investors in California due to several key benefits:

  1. Speed of Approval: Traditional loans can take weeks or even months to approve due to the extensive review of the borrower’s financial history, credit score, and income. In contrast, hard money loans are asset-based, meaning they rely on the property’s value rather than the borrower’s credit profile. This allows investors to secure funding in days rather than weeks, giving them the ability to act quickly in competitive markets.
  2. Flexible Terms: Hard money lenders in California typically offer more flexible loan terms compared to traditional lenders. They can customize loan terms based on the borrower’s project, whether it’s a fix-and-flip, renovation, or bridge loan. This flexibility makes hard money loans ideal for short-term real estate investments.
  3. Access to Capital for Non-Traditional Borrowers: Real estate investors who may not qualify for conventional loans due to poor credit or a lack of documented income can still obtain financing through hard money loans. As long as the property holds value and the investment opportunity is sound, private lenders are often willing to provide the necessary funds.
  4. Leveraging Property Value: The ability to leverage the property’s after-repair value allows investors to finance a higher portion of the purchase and renovation costs. This is especially useful for house flippers who need substantial upfront capital to improve the property and sell it at a profit.

Key Considerations before Choosing a Hard Money Loan

While hard money loans offer numerous advantages for real estate investors in California, they are not without their risks and downsides. Here are some factors to consider before opting for a hard money loan:

  1. Higher Costs: The convenience and speed of hard money loans come at a price. Interest rates are significantly higher than traditional loans, often ranging from 8% to 15%. In addition to high interest rates, borrowers may face additional fees such as points or origination charges, which can increase the overall cost of the loan. It’s important to carefully evaluate whether the potential returns from the real estate investment will outweigh these costs.
  2. Short Repayment Terms: Hard money loans are designed for short-term projects, typically ranging from 6 to 36 months. Borrowers must be prepared to repay the loan within this timeframe, which may involve selling the property or refinancing into a traditional mortgage once the project is complete. Investors need a clear exit strategy to avoid financial strain.
  3. Risk of Property Loss: Since hard money loans are secured by the property, failure to meet repayment terms can result in the lender foreclosing on the property. This can be particularly risky if the project does not go as planned or if the property’s value does not increase as expected.
  4. Strict Collateral Requirements: While hard money loans are easier to qualify for than traditional loans, they are still secured by the property. This means that lenders will only provide loans based on a percentage of the property’s value, typically around 65% to 75%. Borrowers must ensure they have enough equity or funds to cover the remainder of the investment costs.

When to Use Hard Money Loans

Hard money loans are not suitable for every type of real estate transaction. However, they are an excellent option for investors who need quick access to capital for specific types of projects. Common scenarios where hard money loans are used include:

  1. House Flipping: One of the most common uses for hard money loans is house flipping. Investors purchase distressed or undervalued properties, make necessary repairs or improvements, and then sell the property for a profit. The short-term nature of hard money loans aligns well with the quick turnaround time of house flipping projects.
  2. Bridge Loans: Hard money loans can serve as interim financing for investors who need temporary funds to secure a property while waiting for longer-term financing. This is especially useful for investors purchasing properties at auctions or in competitive markets where quick closings are necessary.
  3. Renovation Projects: Investors, who purchase properties in need of significant renovations, may use hard money loans to finance both the purchase and the cost of improvements. Once the renovations are complete, they can refinance into a traditional loan or sell the property for a profit.
  4. Land Development: For investors looking to develop raw land or commercial properties, hard money loans provide the necessary capital to purchase the land and start development before securing more permanent financing.

Conclusion

Hard money loans are a valuable tool for real estate investors in California who need fast access to capital and flexible financing terms. Whether you’re flipping houses, renovating properties, or looking for bridge financing, hard money loans offer a solution that avoids the lengthy approval processes of traditional banks. However, due to the higher interest rates and short repayment terms, it’s important for investors to have a clear strategy in place to maximize the success of their projects and avoid potential financial strain. As with any investment decision, conducting thorough research and working with a reputable lender is essential for making the most of this financing option.

From Fees to Features: What to Consider When Picking a POS and Payment Processor

Leveraging the right technology will make or break your sales performance. In fact, 68% of retailers said adopting new technology positively impacted their business.

Picking the right point-of-sale (POS) system and payment processor is a critical payment-related decision for your retail business. Both technologies make the buying experience easier and more convenient for customers, which boosts sales. 

Luckily, this article will explore some important things to consider when picking both a POS system and a payment processor for your business. 

4 Things To Consider When Picking a POS System 

Modern-day POS systems are mobile networks that help businesses with payment transactions, invoicing, inventory, accounting, reporting, and employee management. 

Here are four things to consider when picking a POS system:

Hardware 

POS hardware components allow businesses to accept payments from customers, print receipts, and scan barcodes and QR codes.  

Some providers sell all-in-one solutions, while others allow you to choose specific hardware components that suit your business needs. These components include receipt printers, cash registers or cash drawers, barcode scanners, customer-facing displays, and touchscreen displays. 

It’s also important to consider the usability of your chosen hardware. You don’t want to waste time training staff to use complex hardware. 

Software 

POS software allows retailers to track and update inventory, track sales, clock employees in and out, run sales reports, and manage customer accounts and loyalty schemes.

Many POS providers have native software that locks you into their tools. So, if you already use specific software or apps, consider exploring a POS system that integrates seamlessly with the third-party vendors you already trust, such as LoyaltyDog, MailChimp, and Workforce.

Customer support

With retail opening hours changing more than ever, it’s good to have access to customer support whenever needed. 

Whether you run into software issues or need help setting up some hardware, look for a POS provider that offers 24/7 support via email, live chat, or phone calls. 

Automation 

The perfect POS system can automate processes and reduce manual inputs, saving employees time and reducing human errors. 

For example, a POS solution should be able to use logistics and supply chain data to automatically update inventory and order information.

4 Things To Consider When Picking a Payment Processor 

A payment processing company helps businesses accept payments by managing the transaction process between merchants, customers, and financial institutions.

Payment Processor
Image from Cricpayz

Here are four things to consider when picking a payment processor:

Fees 

You must consider the card processing fees related to your chosen payment processor. These fees are a small percentage of the total sale amount – typically ranging from 1% to 5% or more – plus an additional flat fee, which will have been agreed upon.

Compare the additional flat fees of multiple different processors to find the one that best suits your budget.

Remember to opt for a POS provider that allows you to choose your payment processor. Otherwise, you could be left to pay unnecessarily higher fees to whichever processor the POS provider chooses.

Payment methods

Consider what payment methods you’d like to accept at your retail store and ensure that the payment processor you chose supports those methods. This will give customers the opportunity to pay with the method that best suits them.

Debit cards were the most used payment method in 2023, with 23 billion payments, accounting for half of all payments in the UK. However, many customers also use credit cards and mobile wallets like Apple Wallet.

In addition, ensure the payment processor supports the currencies you accept.

Security 

Payment security is essential to both the customer and the reputation of your business.

Opt for a payment processor that prioritises security measures such as encryption, fraud detection, and chargeback protection. You’ll also want to ensure that the processor complies with industry data security standards established by the Payment Card Industry (PCI). 

Security is especially important for small businesses, which are the victims of nearly 43% of cyberattacks.

Payment speed

Payment speed can impact your cash flow, so consider a payment processor that offers faster processing times.

In addition, you’ll want to consider the payment processor’s hold policy. This is how long the payment processor keeps your funds before depositing them into your business account.

Ready To Pick A POS System and Payment Processor?

As mentioned, picking the right technology is essential for the success of your retail business. However, by considering the things covered in this article, you’ll be well on your way to finding a POS system and payment processor that meets your unique needs.

Remember, the most important considerations may vary depending on your business. While smaller businesses should prioritise security, larger businesses might prioritise software features. Just take your time, do your research, and choose the options that best align with your business goals.

How Remote Working Affects Your Organisation’s Approach to PCI Compliance

Remote working. What started as a response to a global pandemic has quickly become a permanent part of how many organisations operate. With flexibility and convenience, however, comes a new set of challenges – especially when it comes to securing sensitive data, such as cardholder information and the Payment Card Industry Data Security Standard (PCI DSS).

As any cyber security consultant will tell you, it’s not easy to navigate the complexities of maintaining PCI DSS compliance with a remote workforce. But there are ways to stay secure when the workplace is anywhere.

What PCI Compliance Means (and why you should care)

In a nutshell, PCI DSS is a set of security requirements designed to protect cardholder data. Any business that handles credit card information must comply with these standards. They cover a wide range of security measures, from encryption and access control to maintaining secure networks and monitoring activity. The goal is simple: prevent payment data from falling into the wrong hands.

Remote working: A double-edged sword for PCI compliance

In a traditional office environment, many of these standards are easier to enforce. You have control over the network, the devices, and the security policies in place. But with remote work, many of these controls move outside your organisation’s direct reach.

Remote working has revolutionised the way we work, but it’s also revolutionised the way hackers view your organisation.

Now that employees are working from home, or anywhere else with an internet connection, there are new vulnerabilities to consider. Let’s break down some of the key areas where remote work affects PCI compliance:

1. Network security: the wi-Fi problem

In an office, your IT team can secure the network with firewalls, intrusion detection systems, and encryption protocols. But once an employee connects from home, or anywhere else for that matter, all bets are off. Employees might be accessing personal data using unencrypted home Wi-Fi networks, or worse, public networks at cafes or airports, which means you might as well be handing it over to cybercriminals with a bow on top!

2. Device security: the bring your own device dilemma

When your team is working remotely, they may be using personal devices to access sensitive information. The problem with this is that personal devices don’t always meet the stringent security standards that PCI DSS requires. It’s not uncommon for home computers to lack the latest software updates or security patches, meaning they are left vulnerable to malware, ransomware, and other cyber threats.

3. Access controls: who has access to what (and do they need it)?

You know that PCI compliance is clear about restricting access to sensitive cardholder data, but do you know exactly which employees have access to which sets of data? Hopefully you do, but this is often overlooked by businesses, meaning some employees have access to data they don’t need, which adds another (unnecessary) weak link into your security chain.

Only those employees who need access should have it, and their access should be tightly controlled. However, in a remote work setting, this may become harder to manage, especially if employees are logging in from personal devices or unsecured networks.

4. Monitoring and logging: keeping an eye on things

PCI DSS requires you to monitor and log access to cardholder data to detect and respond to suspicious activity. In a traditional office, that’s relatively easy – you have control over the network and the devices accessing it. But with remote work, ensuring proper monitoring becomes more complex. Employees are accessing systems from a variety of locations and devices, making it harder to track and secure access.

5. Human error: training is more important than ever

One of the biggest risks to any security programme (remote working or not) is human error. Whether it’s falling for a phishing email or accidentally sharing sensitive data, employees are often the weakest link in your security chain. Unfortunately, the risk can often be magnified with remote work, as employees may be less vigilant without the usual office reminders of best practices.

So, what can we do about it?

Now that we’ve covered the main challenges, let’s look at how your organisation can stay PCI compliant in the new remote-first reality.

  • Review and update your policies: You may need to revise your current compliance policies to address the challenges that come with remote working. Policies should explicitly address the risks associated with remote working, including secure network usage, device security, and access controls.
  • Implement strong security practices: Ensure all employees are using devices that meet your company’s security policies. Ideally, you’d issue company-approved devices to your staff with the necessary security measures in place, but if that’s not feasible, at the very least, personal devices should be required to meet certain security criteria, e.g. VPNs, strong passwords, encryption, up to date software, and anti-malware tools.
  • Tighten up access controls: Using role-based access controls ensures that employees only have access to the data necessary for their job role. Additionally, you should enforce multi-factor authentication, which adds an extra layer of security.
  • Implement centralised logging and monitoring: Invest in centralised logging and monitoring tools that give you visibility into network activity across all devices and locations. These systems can track access to cardholder data across your network, regardless of where employees are working. This will help you detect suspicious activity and respond to potential threats quickly.
  • Train your employees (and then train them again!): Security awareness training is more important than ever and should consist of more than just a one-time event. Employees should be trained on how to spot phishing attempts, the importance of using secure passwords, and how to safely handle cardholder data. Using engaging and real-life scenarios is a great way to capture attention and shift mindsets towards the importance of remaining compliant.

The shift to remote working has changed the way businesses operate, and it has forced organisations to rethink their approach to data security. Remote working is here to stay, and the best thing you can do is embrace the new challenges head-on. Tighten your security policies, give your team the tools they need to stay secure, and make sure everyone understands the part they have to play, as well as what’s at stake. With the right tools, policies, and mindset, you can keep your organisation compliant and your cardholder data secure.

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