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Tesla’s image crisis

Tesla used to be the ultimate status symbol for forward-thinking, eco-conscious drivers. However, a growing number of longtime Tesla owners are now facing a crossroads — not due to the car’s performance, but because of its CEO. With Elon Musk’s political views increasingly aligning with right-wing ideologies, many early adopters are reconsidering what it means to be seen driving a Tesla. Once a mark of innovation, the brand now carries a different implication, resulting in a surprising shift among consumers.In a recent story, The Wall Street Journal explores the ripple effects of Musk’s political stances, from protests at Tesla showrooms to a significant decline in consumer interest. With Tesla’s stock taking a hit and its cultural relevance shifting, what does this mean for the future of the brand?

The messenger in the mountains

Adolfo Gómez Sánchez speaks calmly but urgently — like someone accustomed to solving puzzles others dismiss as impossible. As CEO of Chazki, a logistics company named after the legendary Incan messengers who once traversed the Andes by foot, Gómez Sánchez knows firsthand that moving goods in Latin America involves more than delivery schedules or algorithms. It’s about navigating a region where the modern and the traditional coexist uneasily.Sitting down recently to discuss the peculiarities of Latin America’s market, Gómez Sánchez highlighted a truth often overlooked by global executives: this is not simply one vast marketplace but a mosaic of dozens of cultures, each with their own commerce rhythms and logistical idiosyncrasies. “People think Latin America is homogeneous, but it’s fragmented,” he notes. He describes each market — Peru, Argentina, Mexico, Brazil — as if mapping out separate continents, each demanding its own careful strategy.Gómez Sánchez, who previously honed his analytical rigor at Procter & Gamble, conveys a clear-eyed realism. He speaks less about revolutionizing logistics than about gently coaxing an established order into embracing digital efficiency. “Trust,” he insists, “remains the core issue.” People across Latin America are accustomed to seeing and feeling the goods they buy — relying heavily on neighborhood shops and personal relationships. “E-commerce here isn’t just about convenience,” he says. “It’s about transforming habits that stretch back generations.”His observations illuminate Chazki's challenge: building trust through dependability in regions where infrastructure and cultural preferences create friction for streamlined solutions. The pandemic offered a glimpse into an alternate future, accelerating the adoption of online shopping, yet Gómez Sánchez remains wary of assuming this shift is permanent. “People adapted quickly out of necessity,” he acknowledges, “but maintaining that momentum is our real challenge.”In describing Chazki’s approach, Gómez Sánchez emphasizes adaptation above all else. “You can’t replicate solutions from the U.S. or Europe here,” he stresses. His company’s success hinges on careful local understanding rather than sweeping disruption. He is less interested in flashy transformations than quiet, consistent improvements—an alchemist patiently reshaping everyday life.Ultimately, Gómez Sánchez sees himself and his company as messengers of a quiet evolution. Just as the ancient chaskis once connected distant communities through sheer determination, Chazki seeks to bridge a complex region through technology and patience. “We’re still running,” Gómez Sánchez concludes, “but now we’re delivering more than goods — we’re delivering change.”

How work friends make us better at our jobs

Even with everything else going on in their lives, like taking care of family, spending time with loved ones, and enjoying hobbies, people still spend much time at work. The average American spends at least 34 hours working weekly, and the average retirement age for men and women is 65 and 62, respectively. With so much time devoted to our jobs, it helps to find ways to make work more enjoyable and fulfilling.Having work friends offers benefits beyond having someone to chat with during downtime. Authentic work friendships provide stability and camaraderie that more people have been looking for in recent years, especially with the increase in hybrid and remote work. Let’s see why work friends matter more now and how that impacts the work we do.How Work Friendships Help Us SucceedMost people value meaningful relationships, and for an increasing number of people, this includes their relationships with coworkers. Employees are more engaged in their jobs when they feel connected not just to their work but also to the people around them.Research shows that workers with office friendships are more inclined to practice the following:A productive and harmonious work environment is certainly possible even if coworkers aren’t necessarily friends; however, studies show that the bonds of friendship can drive even greater business outcomes. Harvard Business Review reports, “Researchers at the University of Pennsylvania and University of Minnesota not only confirmed that close friendships increase workplace productivity, but they also found out why — friends are more committed, communicate better, and encourage each other.”But making friends at work isn’t always easy. Sixty-nine percent of workers are unhappy with the opportunities for connection at their workplace, and 52% of employees actively want more connection. Hiring the best people for the job won’t automatically generate genuine friendships. Leaders must present opportunities for authentic connections and champion workplace camaraderie. As Rabbi Alon Goshen-Gottstein has found countless times in his work, “Our lives change when we have a friend.”How Leaders Can Encourage Friendship at WorkJust as leaders develop systems and implement practices that help teams accomplish their individual and team goals, they should also demonstrate the value of work friendships. While teamwork and collaboration are expected in an organization, employees may not know how to approach making friends with coworkers or whether they should prioritize that.Creating opportunities for friendship extends beyond traditional team-building exercises. On- or off-site social events and group activities allow employees to learn more about their coworkers’ interests outside their shared responsibilities. This could be as simple as a weekday team lunch or something more structured, like a golf outing or weekend company cookout.Leaders can also facilitate friendships by structuring the workday so that office friendships can form organically. Could you provide a shared space where coworkers can chat during breaks? For remote and hybrid workers, that common space could be a Slack channel dedicated to sharing fun facts about yourself or what people did over the weekend.Ultimately, a mix of organized and unstructured socializing opportunities allows employees to connect with people they might not regularly interact with and develop meaningful connections that improve their daily work experience.