In the heart of Hancock Park in Los Angeles, California, a tiny miscalculation caused a domino effect that altered everything about how I approach business and life. A baby hummingbird, no larger than a few of my fingers, darted through an open door on my balcony. What followed was not just a tale of attempted rescue but a profound lesson in business and life that I never expected to learn from such a small creature.

As entrepreneurs and business leaders, we often pride ourselves on our problem-solving abilities. That day, my partner and I threw everything at the situation. This cute little bird was clearly confused and starting to panic. We didn’t want to harm the animal or scare it more than it already was.

We tried brooms, mops and even a Swiffer extended to its full length in our attempt to guide the hummingbird back to the open door. We tried to make everything dark except the doorway, hoping it would see the apparent path out and follow the light. We crafted makeshift solutions recommended by friends and videos on YouTube, such as adding sugar to bowls of water and eventually to the tip of the Swiffer itself. Each attempt was met with the same result — failure, but with a slight variation. Sound familiar?

The hummingbird’s behavior was fascinating and frustratingly familiar. Hour after hour, it hovered near the ceiling, caught in what appeared to be an endless loop between two light fixtures. The bird had found what it considered a safe zone, a predictable pattern that offered the illusion of security. Despite our efforts to guide it toward freedom, it remained steadfastly committed to its chosen path.

We covered the high windows with dark placemats to eliminate false exits. We draped a blanket across the room to reduce its options. A persistent reflection of sunlight remained on a small patch of ceiling, beckoning like a siren’s call to this baby. The bird, much like many of us in our businesses, continued to chase this artificial light – a metaphor so perfect it hurt to witness.

The solution was tantalizingly simple: if the hummingbird had just flown two feet lower and a foot to the right, it would have found the open balcony door — its ticket to freedom. But it didn’t. It couldn’t. Or perhaps more accurately, it wouldn’t. The safety of its established pattern had become a prison of its own making.

As this drama unfolded, I couldn’t help but see the parallels to our own business behaviors. How many times have we, as entrepreneurs, found ourselves in similar patterns? We stick to what we know, circling the same strategies, the same markets, the same approaches. We might make minor adjustments — a new marketing angle here, a slight product modification there — but fundamentally, we remain within our comfort zones.

Think about the last time you faced a business challenge. Did you immediately reach for your tried-and-true solutions? Did you, perhaps, simply add sugar water to your Swiffer, so to speak, rather than completely rethinking your approach?

The comfort zone is seductive. It offers predictability, familiarity and a sense of control. But like our hummingbird friend, this perceived safety can become a trap. In business, staying too long in your comfort zone can lead to stagnation, missed opportunities and, eventually, obsolescence.

The most successful entrepreneurs I know have one thing in common: they regularly force themselves to look beyond their immediate surroundings. They understand that breakthrough moments rarely come from doing the same things slightly differently. Instead, they come from taking calculated risks and being willing to fly two feet lower and a foot to the right of where they usually operate.

Consider companies like Netflix, which began as a DVD-by-mail service but was willing to look beyond its comfortable business model to embrace streaming. Or think about IBM’s transformation from a hardware company to a services and cloud computing giant. These weren’t just slight variations on existing themes — they were fundamental shifts that required leaving the safety of the familiar.

The fear and panic our tiny hummingbird experienced when trying to escape mirrors the emotions many of us feel when facing significant change. It’s natural. It’s human. But unlike our feathered friend, we have the cognitive ability to recognize our patterns and consciously choose to break them.

So, what’s the practical takeaway from this unexpected encounter? Here’s the challenge I propose: Be the hummingbird for one day, one hour or even just one minute — but with awareness. Observe your patterns. Where are you hovering? What artificial lights are you chasing? Most importantly, what would happen if you flew just a bit lower and a little to the right of your usual path?

Try these steps:

• Map your flight pattern. Take 30 minutes to write down your recurring business challenges and typical responses to them, identifying where you might be “circling the same light fixtures” in your professional life.

• Create a two-foot zone. Select one current business challenge and force yourself to generate three completely new solutions you’ve never tried before, even if they initially seem uncomfortable or unconventional.

• Schedule pre-set freedom flights. Block out two hours each month specifically dedicated to exploring new business opportunities, markets or strategies just outside your current operation, treating this time as sacred as any other business commitment.

The next time you face a business challenge, resist the urge to immediately reach for your usual solutions. Instead, take a moment to look two feet outside your normal range of vision. Ask yourself: Am I solving the real problem or just adding sugar water to a Swiffer?

The path to growth, breakthrough and freedom often lies just beyond our comfort zone. It’s not about making dramatic, reckless changes. Sometimes, it’s as simple as making a minor adjustment in our perspective or approach. The window to opportunity might be closer than you think — if you’re willing to break free from the familiar patterns that keep you circling in place.

In business, as in life, the lights we chase aren’t always the ones that will lead us to where we need to go. The real question is: Are you ready to try a different flight path?

How did the hummingbird saga end?

After a few hours, the bird started to panic and flew around faster and faster. It was doing the exact opposite of what it should be doing, which is to slow down and look for a different solution instead of trying the same thing over and over. We continued to be guided by the bird and do the same thing.

Finally, we realized the only way to help this little bird was to lower the ceiling. That seems crazy, right? How do you lower the ceiling of a building? Together, we came up with a remarkable way to do just that.

We found two large cardboard packing boxes and cornered the bird (gently) with one of them. Then, we slid the second box across the ceiling in a parallel manner, in essence creating a makeshift birdcage with a cardboard ceiling. We slowly lowered the entire triangle birdcage until the new “ceiling” was flush with the top of the doorway. The bird immediately flew out into the big blue sky.

JPMorgan has begun laying off what is expected to be fewer than 1,000 employees, according to a report by Barron’s.

The outlet notes that this round of layoffs affected “several” Houston offices and some now-former employees were notified on February 5. However, this isn’t the end.

JPMorgan is set to announce job cuts in mid-March, May, June, August, and September, though Barron’s states it is not clear how many roles will be impacted by the planned layoffs throughout the year.

Related: JPMorgan Shuts Down Internal Message Board Comments After Employees React to Return-to-Office Mandate

“We regularly review our business needs and adjust our staffing accordingly—creating new roles where we see the need or reducing positions when appropriate,” a spokesperson said in a statement to Barron’s.

A source also confirmed the news to Reuters on Wednesday. A spokesperson told the outlet the layoffs are due to “regular management of the business” and noted the high number of roles open at the bank (around 14,000).

“We continue to hire in many areas and work hard to redeploy impacted employees,” the spokesperson told Reuters.

JPMorgan had 317,233 employees at the end of 2024 and reported record profits in 2024.

Related: Here’s How Much 8 CEOs Made in 2024, From JPMorgan’s Jamie Dimon to Disney’s Bob Iger

Inflation is rising at its fastest rate in over a year and a half, causing experts to predict that the Federal Reserve will keep rates steady at next month’s Federal Open Market Committee meeting.

New data released from the U.S. Bureau of Labor Statistics on Wednesday showed that the Consumer Price Index (CPI) rose 0.5% in January, the fastest monthly increase since August 2023, according to the New York Times. It was more than the expected gain of 0.3%, with energy prices up 1.1% and food up 0.4%. In comparison, the CPI only rose by 0.4% in December.

Federal Reserve Chair Jerome Powell said on Wednesday that the CPI data reiterated what had been said in past reports: That the Fed was “close but not getting there” on its 2% inflation target. He said that the Fed looks more at longer-term trends than just one or two off-target reports.

EY chief economist Gregory Daco told Entrepreneur in a statement that core CPI, a measure of the prices of all items not including food and energy, was also “disappointingly hot,” or increased rapidly, with a 0.4% monthly increase in January compared to a 0.2% jump in December.

“While CPI inflation has made steady progress toward 2%, it has remained stuck around 3% for a few months,” Daco stated.

Related: Here’s How Rate Cuts Affect Mortgage Rates, According to a 40-Year Veteran of the Real Estate Industry

How Will the CPI Report Impact Rate Cuts?

JPMorgan’s head of investment strategy Elyse Ausenbaugh says hot inflation forces the Federal Reserve to reassess when to cut rates this year.

“I continue to trust the Fed’s patient and data-dependent approach to deciding when it might be appropriate to make another move,” Ausenbaugh told Entrepreneur in a statement.

EY agrees, with Daco noting that the Fed will take “a wait-and-see approach over the coming months.”

Daco expects the Federal Reserve will hold off on cuts at the next Federal Open Market Committee meeting in March and instead make two cuts in 2025, in June and December.

In January, the Fed held rates at a target range of 4.25% to 4.5%. The Fed cut rates in 2024 by 0.5% in September and 0.25% each in November and December.

Overall, consumers paid 3% more for necessities like shelter, gas, and food in January compared to the same time last year, higher than December’s 2.9% inflation rate.

The price of eggs grew 15.2% over the month, the biggest increase in the eggs category since June 2015, per the report. The ongoing egg shortage is due to bird flu affecting farms across the country. The core inflation rate hovered at 3.3% year over year, higher than market expectations of 3.1%.

Every time you check out at the grocery store, it feels like you’re spending more and getting less. The cost of everyday essentials like eggs and gas are getting so expensive they’re making headlines, and there’s no sign of prices coming down anytime soon. But there is one thing that could help: joining Sam’s Club.

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Duolingo took to social media on Tuesday to announce that it has killed off its mascot, or, rather, the bird has died.

“It is with heavy hearts that we inform you that Duo, formally known as The Duolingo Owl, is dead,” the post begins. “Authorities are currently investigating his death and we are cooperating fully.”

We suggest checking the marketing department for evidence.

“TBH, he probably died waiting for you to do your lesson, but what do we know?” the company continued. “If you feel inclined to share, please also include your credit card number so we can automatically sign you up for Duolingo Max in his memory.”

In a statement to a CBS affiliate, a Duolingo spokesperson confirmed that as a part of a new brand marketing campaign, Duo is “dead” but people shouldn’t actually post their credit card information, as that part of the post was supposed to be a joke.

The owl’s popularity has taken on a life of its own, with the bird even making an appearance at Berlin Fashion Week last month.

It’s not the first time Duolingo has been unconventional in its approach to marketing (and meetings). In November 2024, the company replaced CEO Luis von Ahn on its earnings call with its purple-haired chatbot, Lily.

“Over time, she’s going to do more and more of my job, and I can just retire,” von Ahn said, at the time.

^{The Duolingo bird during the Marina Hoermanseder Fashion Show as part of the Berlin Fashion Week AW25 at Hotel Oderberger on January 31, 2025, in Berlin, Germany. (Photo by Isa Foltin/Hoermanseder via Getty Images)}

The post ends with the company asking everyone to “respect Dua Lipa’s privacy at this time.”

The company’s TikTok account has been posting about Dua Lipa for years, with Duolingo’s social media team keeping the gag relevant with regular posting.

Although the company didn’t say what killed the owl, the marketing team decided to do this in the middle of the global bird flu, though it’s not clear if that was intentional or ill-timed. Still, we’ll wait for the final autopsy.

Related: From an Airbnb Stay at Barbie’s Malibu DreamHouse to Frozen Yogurt Flavors and Park Benches—The ‘Barbie’ Movie Team Is Going All In on Marketing

What if the most pressing danger of AI is not its ability to replace jobs, as more than one in five U.S. workers fear, but its potential to cause cognitive decline?

Researchers at Microsoft and Carnegie Mellon University published a new study last month that claims to be the first to examine the effects of AI tools on critical thinking.

The researchers found that the more confident human beings were in AI’s abilities to get a task done, the fewer critical-thinking skills they used. Humans confident in AI left critical thinking to ChatGPT instead of doing it themselves and strengthening their cognitive abilities.

Related: Would You Pay $200 for ChatGPT? OpenAI’s New Reasoning Model Has a Hefty Price Tag.

“Used improperly, technologies can and do result in the deterioration of cognitive faculties that ought to be preserved,” the researchers wrote, adding that “a key irony of automation is that by mechanizing routine tasks and leaving exception-handling to the human user, you deprive the user of the routine opportunities to practice their judgment and strengthen their cognitive musculature, leaving them atrophied and unprepared when the exceptions do arise.”

The researchers surveyed 319 knowledge workers, or workers who handle data or information, to find how confident they were in AI’s capabilities and how much critical thinking they employed when using AI to complete tasks. Critical thinking was defined as falling under one of six categories: knowledge (remembering ideas), comprehension (understanding ideas), application (putting ideas to work in the real world), analysis (contrasting and relating ideas), synthesis (combining ideas), and evaluation (judging ideas).

The surveyed knowledge workers used AI like ChatGPT at least once a week and gave 936 examples of how they used AI at work, ranging from looking up facts to summarizing a text. They mainly used critical thinking to set clear prompts, refine prompts, and verify AI responses against external sources.

Six out of the seven researchers listed are associated with Microsoft Research, the research subsidiary of Microsoft created in 1991. Microsoft has deep interests in AI, with its investment in ChatGPT-maker OpenAI totaling close to $14 billion and its plans to spend $80 billion on AI data centers in the fiscal year ending in June.

The researchers caution that while AI can make workplaces more efficient, it could “also reduce critical engagement, particularly in routine or lower-stakes tasks in which users simply rely on AI, raising concerns about long-term reliance and diminished independent problem-solving.”

In other words, AI has a hidden cost: It could lead workers to lose muscle memory for more routine tasks.

Related: DeepSeek AI Cost Less Than $6 Million to Develop. Here’s Why Meta and Microsoft Are Justifying Spending Billions.

In my years of building startups and working with founders, one expectation remains constant: unrealistic product development cycles. Far too often, companies find themselves bogged down in time-consuming development processes, forced agile development flows and the resulting wasted resources and missed opportunities. Great operators know that building software isn’t a commodity. You can’t snap your fingers and call something “done.” It’s more of an art than science. And typically, building something interesting and valuable “takes as long as it takes.” So, my co-founders and I decided to adopt a new way of thinking: the six-week sprint. This isn’t just a product development strategy; it’s an approach to building and scaling businesses rapidly in an unpredictable landscape.

Rather than adhering to traditional, force-fit cycles, we focus on what we can achieve in six weeks. It’s a more realistic approach to building things at the early stage of a business. The “agile development” approach has created the idea that you should organize your work in two-week cycles. The result is a weird cadence that trivializes design, de-incentives more foundational product improvements and ignores feedback. Just because your JIRA ticket is marked as “complete” doesn’t mean you’ve shipped something people care about.

The power of a “release twice” approach

The foundation of the six-week sprint model lies in what we call a “release twice” methodology. A six-week cycle doesn’t mean there are no releases within that six weeks. It just means you have six weeks to prove your release is valuable or you’ve likely failed. As a result, you’ll need to release quickly to get the feedback you need to prove your feature meets expectations.

What we’ve found is that getting it there often requires a second release of the same feature set. If you can prove it in three weeks, you get a gold star, and it’s likely a positive indicator of how well you’re listening to customers or how tuned in you are to the problem space. Six weeks allows us to set real objectives and spend meaningful time getting an initiative right.

At my current venture, Bread, we help businesses get to market quickly with a well-designed, well-built foundation to set them up for future success. Many of these businesses are still in the idea stage of their product. A two-week sprint makes no sense in this context. For one customer, the first thing we needed to build and prove was a real-time voting mechanism. The initial concept required using SMS to vote. The first release took four weeks. We spent a week testing and iterating to learn that people wanted to wait until the last second to respond. Small delays in SMS delivery could prevent their vote from counting, and we had no access to when they initially cast their vote if their message was delayed. So we added the ability to vote in the UI. It resolved user concerns and we could mark the feature as released. Trying to fit that process into a two-week release cycle would have been silly. It took four weeks to build but five weeks to get it right.

One of the biggest advantages of this approach is that it prevents shipping the wrong thing and leaving it in your product. By validating features, designs and strategies through a fluid process, you can avoid the pitfall of product bloat. If something doesn’t work, you’ll figure it out quickly and you can pivot without losing momentum or wasting valuable resources. If you were to move on to the next thing, it just sits there.

This philosophy isn’t just limited to product development — it should be woven into your entire business strategy. From market expansion to operations, you should think about everything in terms of these mid-sized bets on progress, not features. It allows you to experiment, learn and adapt continuously.

Related: This Is the Framework to Make Your Product a Smash Success

Eliminating the backlog: A counterintuitive advantage

A key element of six-week cycles is eliminating backlogs. This may seem counterintuitive to those who have spent years working within the traditional framework of software development, where backlogs are a standard part of the process. But I’ve found that maintaining a backlog is essentially collecting a list of bad ideas and technical debt. Unless you’re an established business with a statistically relevant set of users, backlogs aren’t going to help you decide what to build next.

Backlogs tend to accumulate stale ideas that often never get addressed, leading to distraction and disorganization. Instead of keeping a list of deferred features and suggestions, you should focus solely on what is most important right now. This way, you align all your efforts toward immediate priorities, ensuring that your team is always focused on the present rather than what could be done in the distant future. As a result, you stay agile, responsive and forward-moving.

Additionally, with the release twice methodology, if you’ve proved what you’ve released quickly, you have the time to clean up your mess and resolve technical debt accrual.

Iterate quickly, minimize risk

The six-week cycle is still short enough to help avoid large, risky product launches. In a traditional product cycle, the emphasis is often on building something big over several months or even years. But the problem with this approach is that by the time a product is finally ready to launch, market conditions may have changed, customer needs may have shifted, or competition may have surpassed your offering.

An example of this is the dreaded “re-design.” More often than not, redesigns have horrible receptions. They take a long time if the surface area of your product is large and people don’t have to relearn a product they already invested time in learning.

In contrast, by working in mid-sized sprints, you have the time to release incremental redesigns, validate them with users and iterate quickly. This rapid feedback loop enables you to stay in tune with market demands and refine your products more efficiently, all while reducing the risk of launching something that misses the mark.

Related: How to Design and Produce Products from Scratch — A Step-by-Step Guide for Entrepreneurs

Applying the six-week method beyond product development

What makes the six-week methodology truly powerful is that it’s not confined to product development alone. You can apply the same framework to virtually every aspect of your business, from team-building to public relations to client management and even growth strategy.

For example, when my team considered expanding beyond mid-market accounts, we first experimented on a smaller scale. We gave our go-to-market team six weeks to craft a plan, design marketing collateral and build any prototypes required to close a deal. At the end of six weeks, they had to present their market signal. We analyzed the results and decided if we wanted to continue with the investment.

It took two, six-week sprints to make a decision to postpone market expansion. Not only was the traction lacking, but the feedback we got from the market indicated that we weren’t going to have the resources to meet their demand.

This approach has fostered a culture of experimentation among my colleagues, allowing us to respond quickly to new opportunities without being overwhelmed by the fear of failure.

The challenges of adopting a new mindset

As with any significant shift in process, adopting the six-week methodology comes with its own set of challenges. For one, working in these short sprints can create pressure. Deadlines are always just around the corner, and the compressed timeline demands that teams make decisions faster than they might be accustomed to. Also, without careful oversight, there’s a risk of becoming too focused on the immediate and losing sight of the broader, long-term vision.

It also requires a cultural shift. Teams that are used to long development cycles and backlogs may find it difficult to adjust to the new pace and focus. It requires buy-in from leadership and commitment at every level of the company to truly embrace this way of thinking.

But importantly, by taking small, calculated risks and continuously refining your process, you’ll be able to build a team that thrives on agility. Rather than being weighed down by extensive planning, pointless standups or development backlogs, you’re always moving, always testing and always improving.

Related: Why Slowing Down Will Get You Farther

A new framework for growth and innovation

In the end, successful startups aren’t determined by who has the most resources or the grandest plans. It’s about who can adapt the fastest, respond to changing market conditions and deliver consistent value. The six-week startup methodology provides a framework that allows companies to remain nimble in an increasingly competitive environment.

I believe this approach is the future of business growth and innovation. It challenges the traditional long-term development cycles and emphasizes the importance of quick, iterative progress. While it requires a significant mindset shift, the rewards are substantial: faster iteration, smarter resource use and, ultimately, greater success in a market that’s always changing.

As we head into February 2025, it may come as no surprise that many who set out with ambitious resolutions have already fallen short. In fact, according to a recent USA Today article, “Quitters Day” (January 10) which is less than two weeks from the start of the year has already long passed. So why do so many fall short so quickly?

Frequently, people tend to come up with vague, audacious goals — lose weight, become an entrepreneur, start a new business, etc.. The problem with this type of goal setting is that the goals are daunting and nebulous, so people give up. So what’s the solution? I bet you already have some ideas.

I’m not reinventing the wheel here — suggesting you break big goals down into digestible chunks is nothing new. However, knowing what those small steps should be may feel a little muddled. If your goal for this year is to move closer to becoming an entrepreneur, then you may be motivated by the rewards of business ownership. I call these the Four Horsemen motivators: Autonomy, Time Freedom, Purpose and Financial Freedom.

These life goals are pipe dreams without actions attached, so I’ve compiled a list of four things you can do this year that don’t require a lot of time or money, but can get you in the right frame of mind to figure out if entrepreneurship is the right fit for you.

Related: Considering franchise ownership? Get started now to find your personalized list of franchises that match your lifestyle, interests and budget.

Read a book about entrepreneurship

Before I started my own business, I read. And read. And read. It may not be sexy, but reading is valuable. Before I jumped into the world of franchising, I had three toddlers at home and a to-do list about a mile long. I found that early morning reading while the kids were asleep was my time to explore entrepreneurship. It was in these early morning reading sessions that I researched business opportunities, learned how to create a website, publish a book and so much more that has been invaluable during my journey.

Good news for you? In the years since I started, technology has improved enabling easier access to this information. Consider getting a Kindle Unlimited subscription or buying a few books on Audible, or even listening for free on Spotify. Find books that speak to you — search for books on side hustles, franchising, starting a business, etc. Listening to this content is convenient and can be done while completing other tasks.

Related: Here’s how we determined the annual Franchise 500 ranking — and what we learned from the data.

Speak with someone you admire

If your goal is to change your circumstances, you have to put yourself in the way of those who are on a similar path to our goals. Seek out business owners who are living the lifestyle you want to emulate and pick their brain. Meet them for coffee, ask about their journey, take notes and start to think about how some of their big “ah-ha” moments and points of transition could be mapped onto your life.

How do you find these people? Network with other parents at your kid’s school or sports team. Attend city events and chamber of commerce meetings. If you have friends who are professionals – especially attorneys, bankers and accountants — then they are all working with entrepreneurs. Take them out to lunch and ask them about clients they have and their success stories — find a common thread.

Another option is to visit a business you already frequent and ask to speak with the owner. Most every small business owner is going to be willing to talk with a customer. Additionally, you may find it valuable to get in contact with someone like a consultant who specializes in the transition into entrepreneurship.

Related: The One Factor the Top Franchises of 2025 Have in Common

Use social media

This one is easy to do – it’s research, but it’s lightweight. If you follow sports or other passive topics on social media, then you’re already doing this. Next time you’re scrolling, direct your social media to follow entrepreneurs.

As a franchise consultant, I’ve come to learn that many candidates I have worked with started out as people who followed my content – often for years. My content gave them the courage to take the next step. Follow the content — it’s going to give you confidence and important know-how.

Related: Explore the full 2025 Franchise 500 list, complete with category rankings.

Adjust your mindset

Misery loves company — don’t fall into becoming a complainer or someone who “life happens to.” That’s a scarcity mindset talking, and you need to shut that kind of thinking down NOW. Focus your efforts on shifting to an abundance mindset. Adopt the mantra “if there is a will there’s a way.” Read the philosophy of the Stoics — you can’t control your environment but you can always control your response. Every perceived obstacle can be an opportunity.

Look, chances are that just because you’ve been bitten by the entrepreneurial bug doesn’t mean your friends and family will be as excited at the prospect. After all, people who care about you won’t want to see you get hurt. Having a support system is a great thing, but make sure you aren’t surrounding yourself with people who are only bringing doubts to the conversation.

It can sound a little “woo-woo” but trust me, I’ve seen time and time again candidates who surprise me and achieve great things when they surround themselves with positive voices. Mindset is fundamental for entrepreneurship. Even if it feels cheesy – put positivity in the way of your routine.

Entrepreneurship isn’t easy. If you aren’t willing to invest a little time upfront to even determine whether entrepreneurship is the right fit, then you have your answer. If, on the other hand, you are eager to get started, block some time on your schedule and plan to take one small action each week to move closer to your goal. These small gains will snowball quickly.

Related: After Decades of Hard Work, This Couple Is Living the Entrepreneurial Dream. Here’s How They Achieved Generational Wealth

Meta has started performance-based layoffs affecting 5% of its 72,000-person workforce or around 3,600 global employees.

Laid-off U.S.-based Meta employees were notified on Monday, February 10 at 5 a.m. PT via an email sent to their work and personal email addresses. Employees in Europe and Asia were notified the day prior.

The Information reports that laid-off employees lost access to Meta’s internal systems within an hour and learned about their severance packages via email. Two sources told Business Insider that U.S. workers received a severance package that includes 16 weeks of pay, plus two weeks for each year at the company. The package is identical to the one received by Google employees in January 2023 when Google eliminated 12,000 positions.

Related: Meta Informs Staff that Layoffs Will Begin Monday Morning in a Now-Leaked Internal Memo

How Does Meta Identify ‘Low Performers’

Meta CEO Mark Zuckerberg announced the layoffs through an internal memo in January, stating that the cuts would target “low performers.”

Meta’s layoffs target employees who received low scores in their performance reviews after only meeting some or none of their job goals. BI reports that Meta managers have to give 12% to 15% of their team lower rankings and, in some cases, are forced to place team members into lower categories to meet the target.

It’s unclear who was laid off and from which departments.

“Mark is creating fear,” one Meta employee told BI. “He’s creating a culture where you have to be loyal to him or else.”

One Meta employee told BI that labeling the layoffs performance-based could damage the reputations of affected employees.

“Now people have to go back out into the job market with a label that is incredibly unfair,” they stated.

Related: Meta Reminds Staff of Its Strict No-Leaks Policy — That Has Since Been Leaked to the Press

One employee impacted by the layoffs, Brittney Ball, took to X to share the news. She explained that she was let go after five years at Meta and outlined six reasons why companies should hire her, including that she had helped over 3,000 people break into tech.

Justin Allen, a senior user experience designer at Oculus Studios, posted on LinkedIn on Monday that he was impacted by the layoffs while Meta technical recruiter Carl Wheatley posted on the same platform that he knew recruiters and product designers who were let go too.

Unfortunately, after 5 years, I was impacted by the Meta layoffs today. However, here are some reasons why you should hire me:

– Helped over 3,000 individuals break into tech
– Organized the Black Tech Gala with over ten Bay Area tech companies, attracting over 3,500… pic.twitter.com/08jg6OXNaK

— Brii (she/her) ????✊??? (@Brii_toe_knee) February 10, 2025

Airbnb announced a Live and Work Anywhere remote work policy in April 2022, which allows the company’s global employees to work from home from any location — as long as they meet up in person regularly for team gatherings.

Now Airbnb CEO Brian Chesky is clarifying for the first time what he means by “regular” meetups.

“I have a simple rule: we basically ask people to come to San Francisco one week a month,” Chesky told host Bob Safian on a recent episode of the Masters of Scale Rapid Response podcast. “Some people come for just two or three days. Some people come for the full week.”

^{Brian Chesky. Photo by Kimberly White/Getty Images for WIRED}

Chesky calls the return-to-office week a “gathering week” when Airbnb coordinates everyone being together in San Francisco. The focus is on collaboration, not on getting people to work harder by having them show up to the office, he says.

“I have not found a huge value in people being in the office all the time,” Chesky said, adding, “What I want is, for the most part, people coming to the San Francisco office, but I can’t get everyone to move here to San Francisco, and I can’t get them to fly here every week.”

Most Airbnb employees are based in San Francisco, Chesky says. Airbnb flies out-of-state or out-of-country employees to the San Francisco office once a month for in-person meetups. Chesky says that the cost is worth it and more affordable than thousands of people coming to work in person five days per week. Even if it was more expensive, he says it would still be worth it.

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“I think the output for us is superior,” Chesky said.

Since Airbnb introduced its Live and Work Anywhere, about 20% of employees have relocated to states within the U.S. or abroad. According to Forbes, Airbnb has 6,907 employees.

Chesky also stated in the interview that the way to make a team work harder wasn’t by forcing them to work in person from the office but by setting rigorous milestones.

“If you want a team to work harder, don’t make them come to the office, give them a crazy deadline and check on their progress every week,” Chesky said. “That’s how you get them to work harder, not by being in the office.”

Related: Airbnb Side Hustlers Are Making Thousands of Dollars Every Month. Here Are 10 Things to Know to Turn Your Extra Space Into Cash.

Several large companies have issued return-to-office mandates recently. JPMorgan, for example, announced a mandate last month directing its 300,000-person workforce to work from the office every weekday beginning in March. Gap stated a goal earlier this month of having its corporate employees back in the office five days a week by the fall.