It’s one thing to have an idea of who your customers are. But it’s quite another to actually know them. The more companies learn about their target audience — whether through purchase data, reviews, focus groups or other methods — the better they’ll be positioned to unlock growth.

Thanks to AI adoption in marketing and the availability of more industry and consumer-level data than ever before, companies have never been in a better position to know their customers in a way that drives smarter growth and higher profits.

Related: How Understanding Your Customers Can Help You Create Copy That Sells

Provide more personalized customer experiences

The main purpose of knowing your customer is to better understand their needs and why they would make use of your products or services. One of the most obvious examples of this comes from Amazon’s personalized product recommendations, which suggest goods related to an item that a customer is considering. These suggestions are drawn directly from the company’s own data based on what other customers have purchased, as well as the individual’s history.

Amazon’s data-driven model has become a powerful element in driving growth and additional sales among its existing customers. As far back as 2013, “also bought” recommendations accounted for 35% of Amazon’s sales. The success of this model has played a major role in positioning Amazon as the go-to online retailer for so many customers, causing other retailers to attempt to replicate this design.

Understanding your customers can also be applicable in less retail-oriented settings. For example, a report from BuzzRx found that women aged 30-39 filled the most mental health and ADHD prescriptions in the United States out of any demographic.

For healthcare providers, understanding the higher prevalence of these conditions in this age group (as well as which prescriptions are most commonly filled) can lead to higher-quality care. While not necessarily profit-related, this personalized support can help healthcare providers retain patients and provide better care.

Tailor your messaging appropriately

Knowing your customer also enables smarter marketing that is likely to result in higher sales. By understanding customer needs and preferences, marketers can ensure that their campaigns will reach the right people, on the right platforms, with the right type of messaging. If any one of those three factors is off, your marketing budget could go to waste.

Furthermore, by gaining a deep understanding of your target audience, you can adjust your messaging and tactics as needed as circumstances change. For example, during the height of the pandemic, Lowe’s released a commercial highlighting various ways that suburban parents could turn their backyard into a fun place to spend quality time, even as pandemic-related closures limited traditional summer plans like going to the movies or visiting the beach.

By understanding how customers might be feeling when they were spending more time at home, Lowe’s and its rival Home Depot saw significant sales growth during the early days of the pandemic.

Targeted marketing that understands audience pain points can result in a massive lift on your advertising return on investment. In fact, 74% of customers report being more likely to stick with brands that they feel understand them and provide relevant communications. This only happens when you learn more about your customers.

Guide your product development

Finally, businesses that understand customer preferences can use that information to improve their products and services. Savvy businesses take customer feedback very seriously, whether in the form of complaints or even recommendations for a product, service or new features that could meet additional needs.

This can also be true when a product or service doesn’t resonate with your customer base. In an interview with CNN, former Nintendo of America President, Reggie Fils-Aimé, was quick to note that the failure of the company’s Wii U console was a direct contributor to the success of its follow-up — the Nintendo Switch.

Aside from making improvements to the design of the system itself, Fils-Aimé also referenced how the company learned the importance of providing a “crystal clear” value proposition to differentiate the console, as well as a steady flow of games. The lessons learned from what previously did not resonate with customers have led to the Nintendo Switch selling over 150 million units to date.

Whether you are refining an existing product or developing new offerings that will better meet market demands, knowing your customer can drive more innovative and customer-oriented product development. This will, in turn, make your products more desirable to your target audience, creating higher sales potential.

Related: Customers Are Changing – Is Your Business Ready?

Knowing your customers is a competitive advantage

Truly knowing your customers can provide a powerful competitive advantage in any industry. By using your knowledge of your customers to offer more personalized, higher-quality experiences, adjust your marketing and even guide product development, you can build an ecosystem that increases customer satisfaction and loyalty.

Remember, acquiring a new customer can be five to 25 times more expensive than keeping your existing customers. With greater knowledge of your customers, you’ll be able to keep your current base and drive more purchases, while also being able to acquire new customers in a more cost-effective way.

The job market for new graduates has been called tough, bleak, and the worst in years — the unemployment rate for new college grads (ages 22 to 27) was 5.8% as of March, according to data from the Federal Reserve Bank of New York. The national average, meanwhile, was 4.2%.

But it’s not all bad news. Fortunately, jobs with high pay (read: over $100,000) do still exist, but it’s just more important than ever to find ways to stand out in the job search.

Related: Starbucks Is Hiring a ‘Global Content Creator’ to Travel, Drink Coffee, and Get Paid Six Figures

“Getting a high-paying job as a new grad is possible, but you need to show employers more than just your degree,” said Nathan Soto, career expert at online career platform Resume Genius, in an email. “Highlight the experience, certifications, and strengths that match what the employer says they’re looking for in the job ad.”

That’s why Resume Genius researchers analyzed data from the U.S. Bureau of Labor Statistics (BLS) and a job platform that focuses on new grads to reveal its 2025 High-Paying, New Grads Jobs Report, released this week.

“Internships, class projects, and even side gigs can be really effective at proving you’ve got the skills companies are looking for,” Soto said. “Don’t forget to tailor your resume for each job.”

Here are the 10 highest-paying jobs for new graduates in 2025 (and all are six-figures). For the full list, click here.

Related: New Jobs Report Shows a ‘Steady But Cautious’ Labor Market As Hiring Slows: ‘A Temporary Chill’

1. Product marketing manager

• Median annual salary: $159,660
• Number of jobs (2023): 411,300
• Estimated job growth (2023-2033): 8%

2. Machine learning engineer

• Median annual salary: $140,910
• Number of jobs (2023): 36,600
• Estimated job growth (2023-2033): 26%

3. Avionics systems manager

• Median annual salary: $134,830
• Number of jobs (2023): 68,900
• Estimated job growth (2023-2033): 6%

4. Software developer

• Median annual salary: $131,450
• Number of jobs (2023): 1,897,100
• Estimated job growth (2023-2033): 17%

5. IT security analyst

• Median annual salary: $124,910
• Number of jobs (2023): 180,700
• Estimated job growth (2023-2033): 33%

6. Electrical engineer

• Median annual salary: $118,780
• Number of jobs (2023): 287,800
• Estimated job growth (2023-2033): 9%

7. Mechanical engineer

• Median annual salary: $102,320
• Number of jobs (2023): 291,900
• Estimated job growth: 11%

8. Financial advisor

• Median annual salary: $102,140
• Number of jobs (2023): 321,100
• Estimated job growth (2023-2033): 17%

9. Financial analyst

• Median annual salary: $101,190
• Number of jobs (2023): 404,800
• Estimated job growth (2023-2033): 9%

10. Project manager

• Median annual salary: $100,750
• Number of jobs (2023): 973,600
• Estimated job growth (2023-2033): 7%

In 1965, while the rest of his band was on tour, Brian Wilson, a founding member of the Beach Boys, who died this week at age 82, challenged himself to stay home and create a masterpiece. The results of that challenge, Pet Sounds, has become one of the most revered and influential works of pop music.

“Without Pet Sounds, Sgt. Pepper never would have happened,” recalled longtime Beatles’ producer George Martin in Rolling Stone. “Pepper was an attempt to equal Pet Sounds.”

Paul McCartney agrees, saying, “I’ve often played Pet Sounds and cried.”

In 2017, I became infatuated with Pet Sounds, and I have to admit — that’s a little weird. I’m old enough to have seen the Ramones perform live, but I’m not that old. To me, The Beach Boys was music that just kind of always existed in the background. Something my parents tapped their fingers to on the steering wheel when we were stuck in traffic. Not something that I loved or hated, something that was always there.

But lately, I’ve been giving a lot of thought to things that seem to have always existed — cellphones, Batman, America — and here’s the thing, they didn’t! Someone, or a group of people, created these things out of thin air. They had an idea and got to work.

I’m no music critic, but listening to songs such as “God Only Knows” and “Wouldn’t It Be Nice” with fresh ears, I couldn’t stop thinking, “What made him even think of doing that?” There are not many top hits before or after “Sloop John B” with lyrics about eating all of a shipmate’s corn that I can think of, can you? You start to understand why the “genius” word gets thrown in Brian Wilson’s direction, and why it sticks.

I jumped at the chance to see Brian Wilson in the fall of 2017, alongside Beach Boys co-founder Al Jardine and a tremendous backing band, play the entirety of the groundbreaking album track by track at Radio City Music Hall. (Additional Pet Sounds: The Final Performances Tour dates can be found here.) Hearing these songs live — more than 50 years after the guy sitting at the piano first heard them in his head — was incredible and inspiring. I left the theater not sure that in my lifetime I’ll be able to create something that remains relevant and groundbreaking for half a century, but certain that I am not going to stop trying.

Here are some quotes from Brian Wilson about creativity and the drive to succeed, pulled from great interviews he’s done with Jason Fine for Rolling Stone and Alison Beard for Harvard Business Review.

“I’m success-oriented. You have to program yourself to be successful. Kick ass at life.”

Wilson talks to engineers and other on-lookers while recording Pet Sounds in 1966 in Los Angeles.

“I still believe in that message — working hard is the way to go. I live by it.”

Brian Wilson and Al Jardine perform Pet Sounds at the Pantages Theatre on May 26, 2017, in Los Angeles.

“If you stick with it, things work out in the end. Not always, but sometimes.”

The Beach Boys pose during a portrait session at Pacific Ocean Park on March 10, 1966 in Los Angeles. Left to right are Dennis Wilson, Carl Wilson, Bruce Johnston, Mike Love, Al Jardine and Brian Wilson.

“The park helps keep me straight. I show up feeling bad, and I leave feeling good. It blows the bad stuff right out of my brains.”

Rolling Stone profile, as featured on Brian Wilson’s official Instagram page.

“Fifty years later, I’m doing a world tour, playing [Pet Sounds] live, and seeing and hearing the audience respond. That makes me very proud. That record brought and continues to bring love to the world, which was my intent when I wrote the music.”

Drumhead for the 2017 tour.

“Sometimes things happen, and sometimes they don’t, but you can’t force it. It’s frustrating, but I keep at it.”

Brian Wilson’s career retrospective Playback: The Brian Wilson Anthology is now available on CD, vinyl and digital.

“Some people are leaders, and everyone contributes in different ways. The Beach Boys were a family — three brothers, a cousin and a friend — which gave us a cohesiveness. But I think the key to our success was respecting one another’s ideas and opinions.”

Carl Wilson, Bruce Johnston, Brian Wilson and Al Jardine sing around a piano in the recording studio circa 1966.

“I’m getting older but I don’t give a goddamn. I can still sing my ass off.”

Singer and mastermind Brian Wilson of The Beach Boys directs from the control room while recording the album Pet Sounds in 1966 in Los Angeles.

“I wanted to be a center fielder for the Yankees. That was my ambition, but I got sidetracked into the music business.”

“To succeed in life, you have to put a little muscle into it — mind muscle.”

Brian Wilson at the San Diego Civic Theatre on May 24, 2017, in San Diego, Calif.

Most kids learn their first business lesson behind a lemonade stand. I learned mine by silently observing everything my Dad did; a true businessman through and through.

My Dad spent his career in finance and leadership, ultimately serving as CEO of an agricultural company doing $1 billion in annual sales and chairing the American Egg Board in Chicago. Another interesting part of his background comes from his two-year volunteer service mission in Argentina, and lead guitarist and singer in a rock band!

He grew up in the 60s and 70s in Long Beach, California, and raised four kids in Orange County, CA, while having business experience all over the U.S. That unique résumé turned our dinner table into the world’s most fascinating MBA program.

Between bites of omelettes (his company sold eggs) and bacon, he’d share business leadership lessons through stories of his experiences at work.

Most importantly, Dad lived every principle he preached. He didn’t only teach business; he modeled high character. When we visited their headquarters with him, we watched him walk through the warehouse and speak Spanish with all the workers there, building relationships and checking on his people. He’d then be able to switch gears and get into a board room for a large acquisition meeting, all without changing who he was.

His example shaped the way I lead and, later, parent my five children. So this Father’s Day, I’m distilling three lessons he modeled so consistently that they’ve become the operating system for my business ventures and, more importantly, my busy family of seven.

Related: My Kids Got Me the Best Father’s Day Present Ever. Here’s How

Lesson #1. Kindness wins

Dad never believed that old saying, “nice guys finish last.” From the farm workers to the C-suite executives, he spoke to everyone with the same steady respect. And that wasn’t a tactic he switched on for business; it’s just who he is.

“You don’t have to be selfish to win and get to the top,” he’d always say. That made me understand that people feel valued, while respect naturally lowers friction in teams and raises results — a simple cause and effect.

I bring the same approach to my companies. We screen for character as carefully as skill, and we track how well teammates help one another, not just how they affect the bottom line. When people know they can raise a concern without blame, we resolve issues before they grow costly.

When business vendors see that we honor every agreement, they call us first when supplies are tight. Treating people well is a life motto that actually leads to business growth, because your people are your greatest assets in business.

At home, the rule stays the same. Our kids thank referees, greet the school custodian, and mail thank-you notes to their grandparents and neighbors. They’re starting to see that genuine courtesy comes back around — in friendships, in opportunities, and in the way they feel about themselves. That’s not charity; that’s how you build a life with a strong foundation.

Related: 5 Reasons Why Kindness Has Become the Key to My Happiness, Both in Business and in Life

Lesson #2. Wife comes first

When my mother was diagnosed with a rare, fast-progressing form of Parkinson’s at the young age of 60, Dad stepped down from day-to-day operations without a second thought. Friends called it “early retirement.”

He called it “loving my bride.” He learned her medication schedule, how to interpret her struggling sentences, adapted their daily schedule to accommodate her needs and still finds ways to take her on dates and occasional trips. Seeing him take care of my mom reinforces how important a strong marriage relationship is. That steady devotion reminds me that success in business is hollow if the person who believed in you first is relegated to second place in your life.

His example redefines life’s priorities for me and my younger sisters. Dad chose Mom over the boardroom; he showed us what strength really looks like: presence, patience and even some humor during the hard times.

That model now guides decisions I make as a husband and as the father of five active kids. Date nights for the following month go on the calendar before I accept business appointments. If my wife calls or texts during work, I’m going to check what she needs and reply. Children are definitely watching. They know my wife and I don’t have a perfect relationship, but they also know it’s our most important relationship. And that makes their world just a little more secure.

Put your spouse first, and you give your kids a living master class in long-term commitment. They’ll carry that lesson into their marriages and workplaces long after the Father’s Day cards are recycled. That’s the legacy my Dad handed me, and it’s the one I’m determined to pass on.

Lesson #3. Be present for your kids

Before he was a well-known CEO, he was simply my Dad. I never wondered whether he’d show up to a game. He’d roar into the driveway still wearing dress shoes, loosen his tie, grab his catcher’s mitt and catch my fastballs until the sun went down.

The next night, he’d be rebounding and passing me shots as I practiced hundreds of free throws and three-pointers on the basketball court. That willingness to invest in my hobbies said, “I’m here, and you matter.” That message still echoes louder than any pep talk he could’ve given me.

Now it’s my turn. We’ve got five kids, each playing one to two sports at a competitive level, and one guiding rule: if they’re competing, I’m in the crowd cheering for them. Client calls and appointments can come anytime, but not during their games. When an email dings while my daughter steps up to the free-throw line, the inbox waits.

Inside my businesses, we mirror the rhythm, family-friendly office hours, outcome goals, and “kids-welcome” during breaks. Most wealth management firms expect 50-60 hours from each employee. Our offices are open 8 am to 3 pm, Monday through Friday.

Yet productivity hasn’t fallen; loyalty and commitment have skyrocketed. People protect a workplace that protects their families and their personal lives. I’m playing the same long game, hoping one day my kids (and employees) will pass it forward — and challenge their teams to do the same.

Related: How Do You Balance Being a Dad and a CEO?

Stitching the values together

Kindness at the office, devotion to my wife, and hands-on parenting aren’t three random slogans to be written in an article or spoken on a stage; they’re gears in the same flywheel. Treat people right at work, and you come home with empathy instead of exhaustion. Guard your marriage, and your mind stays clear enough to bet on bold ideas. Show up for your kids, and you sharpen the patience and time management that make your clients feel seen.

Everyone notices. Business relationships make sure to take great care of us. Teammates show up before work “officially” starts in the morning. My kids and wife know that we carve out family time for meals, vacations and important family events… and that precious time won’t get compromised for any kind of business opportunity.

Passing the torch

Father’s Day lasts a Sunday; fatherhood runs year-round. Even if you didn’t grow up with a dad like mine, you can still run his playbook starting tomorrow morning. Thank the back-office hero nobody sees or acknowledges. Circle a date night with your spouse and defend it like it’s the most important night in the world. Plant yourself on the sidelines or the bleachers and cheer until your voice cracks.

The market may pay for speed and clap for your hustle and grind, but it never forgets character. Neither will your kids. So let’s lead with both and give the next generation a reason to say, “I wish every entrepreneur had a dad like mine.”

Stepping into entrepreneurship and franchise ownership for the first time is both an exciting leap and a bold responsibility. In my experience leading an early education child care franchise, Lightbridge Academy, I’ve seen countless new franchisees discover that strong leadership, along with solid systems, truly drives success. But leadership isn’t about having all the answers; it’s about being willing to grow, listen, and lead with intention.

Whether you’re opening your first location or navigating your first team meeting, your ability to lead effectively will shape not only your business outcomes but also your personal fulfillment. The good news? Great leadership is something you can learn, practice, and strengthen every day. In this article, I’ll share essential leadership strategies from my own career to help first-time franchisees grow into confident, effective leaders.

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

Mentorship

No matter how prepared you feel, no first-time franchisee has all the answers on day one — and that’s where mentorship becomes invaluable. Finding a mentor, whether it’s another franchisee, a seasoned business owner, or someone on your franchisor’s leadership team, can provide the perspective, encouragement, and real-world strategies you won’t find in any handbook. A good mentor will challenge you, cheer you on, and remind you that growth is a process. Most importantly, they’ll give you honest, constructive feedback and expert insight on areas for improvement.

Equally important is your role in paying that guidance forward. As you gain experience, take time to support those who are just getting started. Leadership isn’t just about what you build, it’s also about who you lift up along the way. Within our franchise system, some of the most successful owners are those who both sought mentorship early and later became a source of insight and inspiration for others. That spirit of mutual support strengthens both individual businesses and the entire brand.

Related: Big Government Changes Are Coming for Small Businesses — What You Need to Know

Know your stuff

Confidence as a leader doesn’t come from pretending to have all the answers, it comes from doing the work to understand your business inside and out. While it’s important to work on your business, before you can lead from that higher level, you have to really understand what’s happening in your business. Knowing how things run day to day, where the pain points are, and what your team actually experiences is what gives your leadership real credibility. But even the most prepared franchisee will encounter situations where they don’t know something, and that’s okay. The best leaders don’t fake it—they face it.

Being honest and transparent about what you don’t know and proactively seeking solutions shows strength, not weakness. It enables you to get the help and information you need to fill the gap and overcome obstacles with speed. Your willingness to be vulnerable sets a powerful example for your team, showing that it’s okay not to have all the answers and that seeking support is a sign of strength. Use the tools and support systems your franchisor provides, lean on your peer network and never hesitate to ask questions.

You can also build expertise by taking courses in areas like finance or management, or by hiring team members who bring specific expertise in areas where you may need strength and support. In our system, we’ve seen new franchisees thrive simply because they were willing to learn quickly, ask for help, and apply what they learned with confidence. Leadership grows with knowledge, and knowledge grows when you stay curious and resourceful.

Related: 3 Steps to Take to Successfully Pivot Your Company and Skyrocket Revenue

Uplift your team

Strong leaders understand that their success is directly tied to the people around them. In a franchise setting, especially one focused on early childhood education, your team is the heart of the business. Taking time to recognize team members for their hard work, creativity, and care goes a long way toward building loyalty and a positive culture. Recognition doesn’t have to be grand to be meaningful — a simple thank-you, a shout-out in a team meeting, or a handwritten note can make someone feel seen and valued. When employees feel appreciated, they show up with more energy, engagement, and pride in their work, which directly impacts the families or customers you serve.

As a new franchisee, one of the smartest leadership moves you can make is to take the time to listen to your team, celebrate their wins, and create space for their voices. It not only boosts morale but also strengthens trust and retention. The more you uplift others, the more your business rises with you.

Stepping into leadership as a new entrepreneur or first-time franchisee is both a challenge and a chance to grow into the best version of yourself. You don’t have to know everything from day one, but you do need to lead with intention, stay open to learning and surround yourself with great people. By embracing mentorship, deepening your knowledge, and recognizing the contributions of your team, you’ll create a strong foundation for long-term success. Leadership isn’t about having all the answers — it’s about showing up with consistency, staying present, and embracing growth. As you build your business, remember: the best leaders lift others while continuing to grow themselves. That’s how real, lasting success takes shape.

Related: Is It Time to Pivot Your Business? 3 Clear Signs You Shouldn’t Ignore

Walmart managers can make hundreds of thousands of dollars a year, with some even taking home mid-six-figure salaries. But there’s another high-paying role at Walmart, one that’s focused on creativity and art.

The retail giant confirmed to USA Today that, besides managers, cake decorators are the highest-paid hourly positions in U.S. Walmart stores. The average pay for a cake decorator at Walmart starts at around $19.25 an hour, according to the outlet.

Related: Walmart Is Raising Prices, According to the Company’s CEO. Here’s When.

And recently, a New Jersey Walmart employee, Melissa Fernandez, has been going viral on TikTok for her cupcake bouquets.

@melimakescakes Another Cupcake Bouquet!!! ???@Walmart #walmartcakes #cakedecorating #walmartcakedecorator #walmart3795 #cupcakes #cupcakebouquet #flowers #buttercreamflowers #walmartbakery #buttercream ♬ luther – Kendrick Lamar & SZA

Fernandez told the AP that she’s been at Walmart for 11 years and makes about $24.40 an hour.

The average hourly wage for Walmart’s “U.S. frontline associates” is “close to $18,” according to Walmart.

USA Today reports that there are at least 6,000 cake decorators employed by Walmart at press time.

According to Walmart’s career website, there are more than 50 cake decorator roles open across the country.

Walmart had around 1.6 million U.S. employees at the end of fiscal year 2024, though the company announced in May that it was cutting 1,500 corporate employees.

Related: Walmart Is Laying Off 1,500 Corporate Employees: ‘Reshaping Our Structure’

A trailblazing new partnership will bring AI power to bestselling toys.

Mattel announced on Thursday that it had signed a deal with OpenAI to bring ChatGPT to its “iconic” toys. The toymaker is the company behind popular items, including Barbie, Hot Wheels, UNO, and more.

“We’re pleased to work with Mattel as it moves to introduce thoughtful AI-powered experiences and products into its iconic brands, while also providing its employees the benefits of ChatGPT,” OpenAI Chief Operating Officer Brad Lightcap said in a press release.

^{Barbie dolls. Photo by Tom Starkweather/Bloomberg via Getty Images}

According to TechCrunch, the deal is the first-of-its-kind for OpenAI, which has signed deals with companies like Reddit and Google but never with a toymaker. Mattel had not yet signed any deals with any AI companies. The move will also see Mattel incorporate ChatGPT Enterprise into its business operations, so staff can use the chatbot on the job to help design new products.

Related: ‘Our Mission Remains the Same’: OpenAI Reverses Course, Says Its Nonprofit Will Remain in Control of the Business

The partnership is in its early stage, with its first product expected to be announced later this year. Lightcap and Mattel’s Chief Franchise Officer Josh Silverman told Bloomberg that Mattel could use AI to create digital assistants based on characters like Polly Pocket or to enhance games like UNO.

“It’s really across the spectrum of physical products and some experiences,” Silverman told the outlet, while also noting that Mattel isn’t licensing its intellectual property to OpenAI, and it retains full ownership of the products being created.

Mattel is pushing into digital gaming and intends to launch its first self-published game next year.

Related: OpenAI CEO Sam Altman Says AI Agents Are Like a Team of ‘Junior Employees’

Meanwhile, OpenAI is planning a broader push into physical products.

Last month, the ChatGPT-maker announced its biggest deal yet with its plans to acquire io, a startup created by former Apple designer Jony Ive, for $6.4 billion. The deal brings Ive and his 55-person team over to OpenAI to work on hardware embedded with ChatGPT, which could include headphones and devices with cameras, according to a Wall Street Journal report.

OpenAI is worth $300 billion after a record fundraising round in April. Mattel had a market cap of $6.23 billion at the time of writing.

Entrepreneurs are faced with multiple decisions every day — sometimes dozens before lunch. Too often, the people asking for them think they’re doing you a favor by framing them as “either/or.”

One of my employees and I even joke about it. She’ll ask, “Do you want to go with X or Y?” And I always reply, “There are more options than that” or “Why not both?”

This lighthearted exchange highlights how to improve your outcomes by substituting binary thinking with what I call “multiple-choice thinking.”

Related: 7 Tips for Making Quality Business Decisions

The trap of limiting your choices 

We live in a world that assumes people want simple choices: Coke or Pepsi, PC or Mac, Republican or Democrat. And who can blame us for wanting these limited options?

The average U.S. consumer is faced with making 35,000 decisions a day.  In theory, limiting options should make things simpler. But in business, defaulting to two options is a “binary trap.”

Either/or thinking is convenient but rarely leads to the best solution.  If we limit ourselves to two options, we miss out on creative solutions and opportunities for growth.  

The power of “and” and “what else?” 

Business decisions rarely include only true-or-false options. They’re more like multiple-choice questions. So, the next time you face an important decision, reframe it like this:

What choice will get you the outcome you want?

A. One choice

B. Another choice

C. Both A and B (for example, your next car may not use only gas or electric; it might be a hybrid)

D. Other, please specify

That “please specify” in answer D is crucial. You’ll want to come up with one more option to consider. It can even be something “outside the box.” Of course, you don’t want to drown in options — decision paralysis is real, especially for analytical thinkers. 

Note well: “Other, please specify” does not mean “None of the above.” The world is moving faster than ever, so standing still is rarely a good business option. The status quo is usually someone else’s preference, but it’s not a solution to your problem.

Beyond making the best decisions, multiple-choice thinking reduces the risk of regret (or buyer’s remorse). If it’s a team decision, greater buy-in and ownership are  other positive outcomes.

Related: How to Make Powerful Business Decisions Without Guilt, Shame or Regret

Real-world examples 

Entrepreneurs can apply this mindset everywhere:

• Suppliers: Don’t wait for a supply chain problem to put your business into an emergency situation. Beyond choosing between local or overseas suppliers, consider other options. Co-ops, direct sourcing and digital marketplaces can be viable solutions.

• Marketing: The next time a vendor approaches, don’t settle for what they’re trying to sell you. Ask about how partnerships, events or referral programs will generate more exposure for your business. Consider making a counterproposal that works better for you.

• Workplace: The debate over remote versus in-office work is a classic binary trap. You can have a flexible mix of both based on everyone’s needs. You can also require the people who need to collaborate to work in an office setting and allow the other staffers to work remotely.

My most recent personal experience with multiple-choice thinking came up when we were interviewing candidates for an open position in the company. The team presented me with two finalists.

One candidate looked great on paper. Their psychometric assessment results indicated they would be a good fit with their potential manager and my company. But during the interview, it became clear that this candidate lacked the critical and specific hands-on experience we needed.

The other finalist appeared to have the experience we needed, but their fit with our organization wasn’t quite right.

At this point, some business owners would hire the candidate with the best fit or make an offer to the experienced candidate.

We couldn’t decide between Answer A and Answer B. Both candidates wanted full-time work with benefits, and we didn’t have the budget to hire both, so that ruled out Answer C. I’ve learned the hard way to never settle when making a hiring decision, so I looked for an Answer D.

First, we considered other options: calling in more candidates, using contractors, offering internships or using AI to automate the job. Ultimately, we chose a third candidate that we overlooked initially. We rewrote the job description to fit their strengths and to also resolve another problem we had. That turned out to be our best choice after all. 

Related: How to Make Better Decisions to Move Your Business Forward

Actionable tips for business owners 

Here’s how to put multiple-choice thinking to work for you:

• Challenge assumptions: If you catch yourself thinking in binaries, ask, “Why are these the only options?”

• Question urgency: When presented with two choices, take the time to brainstorm at least one more. It’s better to make the best decision than a fast one. 

Your mission is to make the best decision with the information available at the time and move on. Once the decision has been made, the time for debate is over. Everyone must be on board and execute.

The next time someone asks, “Do you want to go with this or that?” don’t take the bait. There’s almost always a third and fourth option. In business, the best path forward is often the one nobody’s mentioned yet. 

Franchise leaders from around the globe are uniting today for the inaugural World Franchise Day, a new global initiative aimed at raising awareness of franchising’s critical economic impact and celebrating the local business owners behind the brands.

The idea came to Sherry McNeil, president and CEO of the Canadian Franchise Association, in the middle of the night. “I woke up at 3 a.m. and I thought, Oh my gosh, why don’t we have some sort of franchise day? There’s a national chocolate cake day, a national potato chip day, etc. So I started to do some research, and I couldn’t find anything on Google about an actual celebration of franchising.”

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

Together with Kirk Allen, co-founder of Reshift Media, and in collaboration with the World Franchise Council (which represents over 40 countries), McNeil helped establish today, June 11 — and subsequent second Wednesdays in June — as World Franchise Day. The goal? To spotlight franchisees as the small business owners they truly are.

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“People often think franchising is just big business,” McNeil says. “But franchisees are your neighbors. They hire locally, pay local taxes and support their communities. They are the definition of shopping local.”

From mobile dog grooming to home services and fitness studios, franchising is expanding into new sectors worldwide. According to the Canadian Franchise Association, franchising now spans over 660 distinct business categories — far beyond fast food and retail. At the same time, franchise service providers and consultants are also growing fast, with many firms bundling services like digital marketing, PR and lead generation to support brands and franchisees alike.

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For prospective franchisees, both McNeil and Allen emphasized due diligence — understanding total startup costs, expected lifestyle changes and the importance of aligning with ethical brands. “Look for the logo,” McNeil says, referencing organizations like the CFA and International Franchise Association, which vet members for responsible franchising.

Ultimately, the hope is that World Franchise Day serves as both a celebration and a rallying cry. “Every franchise brand should do something — put a poster in the window, share a franchisee’s story, give away a coffee,” Allen says. “Because franchising deserves to be recognized globally.”

Related: I Walked Away From a Corporate Career to Start My Own Small Business — Here’s Why You Should Do the Same

Every basketball player dreams of making it to the NBA — but for most, that dream goes unrealized.

“When you stop playing, a part of your identity as a basketball player fades,” says Scotty Weaver, a former college hooper turned basketball content creator. “It’s always that feeling of never making it.”

While playing overseas or in semi-pro leagues is still an option, it rarely comes with the recognition that the NBA offers. With The Next Chapter, Weaver is aiming to change that.

Co-founded with fellow basketball creator D’Vonte Friga, The Next Chapter (TNC) is a premier 1v1 basketball league spotlighting some of the most dynamic streetballers in the game. Players go head-to-head for cash prizes in a format reminiscent of cage fighting.

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The prologue

Weaver was in the streetball content world long before TNC, starting out working with BallisLife doing content with their East Coast squad, where he met standout player Isaiah Hodge, aka Slim Reaper. They left Ballislife and started making their own street ball content with a group called The Wild Hunt. Weaver would bring his Wild Hunt team to local parks and film five-on-five basketball videos.

“We had a bunch of guys who were characters,” Weaver says. “Slam dunkers, guys doing creative dribbling, big talkers. Everyone brought their own personality and energy.”

The five-on-five format helped draw big crowds, but it made it tough for Weaver to pay the players involved consistently.

“To help pay the team, we asked after the event if they wanted to run some one-on-ones with people at the park,” he explains. “When that video comes out, we’ll post it as the next chapter — and whatever it generates will be how we pay you. So your ability to earn is directly tied to your performance in the video.”

That model incentivized players to talk trash, play flashy and stand out, turning the games into even better content.

They started featuring one of their players, Lah Moon, in a one-on-one after every park run, challenging the best and bravest from the crowd. After a string of undefeated performances, Moon finally met his match in former college hooper Nasir Core, whose dominant showing made him a standout in the community.

Sensing they were onto something, Weaver brought Core in as another featured one-on-one player, laying the groundwork for what would eventually become The Next Chapter. Season One featured seven players, each compensated based on how well their videos performed. They shot all seven episodes in a single day and posted them over several months.

“Season one did great,” Weaver says. “Players started to see how much money they could make on this.”

What began as a way for players to make some extra money has unexpectedly evolved into a potential career path for streetball creators.

“We just paid attention to what people wanted to watch,” Weaver says. “What we’re building is a basketball league — whether it’s one-on-ones, two-on-twos, three-on-threes, or five-on-fives. Right now, we’re focused on ones because they’re far more marketable. But we never want to close ourselves off to the idea of doing it all.”

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The ‘UFC’ of hoops

TNC’s marketing strategy channels the spirit of Vince McMahon and Dana White, building stars by spotlighting unique personalities and skill sets. YouTube phenom Devonte Friga knows this process well, having grown his personal channel to over a million followers.

“We’re trying to build the UFC of one-on-one basketball,” Friga says.

He points to one of TNC’s standout players, J Lew, whom the marketing team cleverly labeled “the internet’s shiftiest hooper.”

“There are so many players like that — each with small, unique parts of their game that define who they are. Take NAS, for example. Online, he’s dominant. He doesn’t just win — he wins big — and makes sure everyone knows it. Then there’s Moon, whose unorthodox one-on-one style is so distinctive that NBA 2K flew him out to capture his crossover move, even though he’s not an NBA player. It’s those little things — the way a player stands out — that turn them into a star.”

The next chapter for The Next Chapter

Although most TNC players are streetballers, the league is experimenting with a new format on June 6: a one-on-one showdown between former NBA players Lance Stephenson and Michael Beasley, with $100,000 at stake.

The matchup will serve as the finale of Season 2, which featured 20 episodes of the two pros coaching opposing squads, building anticipation for their long-awaited faceoff. The event will be available via pay-per-view, a bold move for a league whose audience is accustomed to free content.

Still, Weaver is confident fans will see the value.

“I think it’s about proving to your audience that when you ask them to spend their money, there has to be a clear sense of value — like, wow, I actually got something great in return — rather than, this just feels like the same thing I was getting for free, but now I have to pay for it.”

While some details are still being finalized, Weaver estimates that moving forward, about 95% of TNC content will remain free, with roughly 5% behind a paywall.

While others — like former NBA star Tracy McGrady with his OBL league — have explored the 1v1 basketball space, The Next Chapter is carving its path from the ground up.

“Unlike Tracy’s league, we don’t need to be something big right away,” says Friga. “What we’re building is completely different, and I believe it has the potential to become a billion-dollar industry.”