February 2026 JOLTS: Hiring Slows to Lowest Rate Since 2020 Amid Labor Market Stagnation

(Illustrative Only)

Farmer Jack explains
to young executives
 what broad based
capitalism means and
the importance of starting
their own businesses to
build something for 
themselves and their 
communities. 

He takes them on a hike
down Days River Nature Trail
to expose them to how nature
must rejuvenate and
is much like
small businesses that are
similar to the seedlings of future
companies that
regenerate communities. 

Jack explains.....
A new
plant must grow 
from a seed and as it 
matures it gets big
and then it should wither
away and return to
the soil where it
gives nutrients to
the new. Business
has cycles and so
does life. They
are patterned and
deeply woven
into nature.

Small business plays
a dominant role in adding
nearly 2/3rds of net new
employment rolls over the
 past 25 years as is
more resilient from
economic downturns
(Wilmoth, 2022).

The young executives
also have knowledge
to give and
try to teach Farmer 
Jack that "an App" is
not an acronym for
"appetite" and 
byte isn't mispelled. 

Jack teaches the
essential root
of business life
while the
young executives
teach Jack
new technologies
as a proud display of
the colorful flowering 
of their time
and generation.  
So the cycle continues.
 🙃

The February 2026 Job Openings and Labor Turnover Survey indicates that the hiring rate fell to 3.1%, one of the lowest levels since 2020, reflecting a labor market where workers are neither moving between jobs nor being hired or laid off at significant rates. This stagnation suggests a cautious, “wait-and-see” economic environment, making it important for individuals to update their skills to remain competitive and monitor long-term trends when making career decisions. 

At the same time, sustained economic growth depends on labor market fluidity—where new jobs replace old ones—highlighting the importance of developing human capital and encouraging job creation through startups, small businesses, and side ventures that can boost both employment opportunities and personal income.

Job Openings and Labor Turnover Survey (JOLTS) — February 2026 Summary

• Job openings remained relatively stable at 6.9 million, though they declined in some sectors such as accommodation/food services and mining.
• Hiring weakened significantly, falling to 4.8 million, with the hiring rate dropping to 3.1%, the lowest since April 2020.
• Total separations (quits, layoffs, etc.) were largely unchanged at 5.0 million, indicating overall labor market stability.
• Quits held steady at about 3.0 million, suggesting workers are less willing to leave jobs and may feel less confident about new opportunities.
• Layoffs and discharges remained stable at 1.7 million, showing employers are slowing hiring more than cutting jobs.

U.S. Bureau of Labor Statistics. (2026, March 31). Job openings and labor turnover summary: February 2026. https://www.bls.gov/news.release/jolts.nr0.htm

Wilmoth, D. (2022, April). Small business job creation. U.S. Small Business Administration, Office of Advocacy. https://www.sba.gov/sites/default/files/2022-04/Small-Business-Job-Creation-Fact-Sheet-Apr2022.pdf

(Illustrative Only)

We may want to ensure
the big trees are not
blocking the sun 
for the new trees 
so as to slow
or hinder natural
rejuvenation
and redevelopment.

"Everything flows,
and nothing abides,
everything gives way,
and nothing stays fixed."
--Heraclitus

From Groupthink to Greatness: Designing Teams That Think Critically by Listening to Alternatives When Creating Strategy

(Illustrative Only)

Representing an angry CEO. 
Human nature plays
out in organizations and
history. The very
same root mechanics
are manifested through 
decision making. 
Always seek wise leaders
that can provide a vision, direction, 
and can derive that from 
a variety of sources. 
Ethics and shared
benefit are part of 
that decision making
matrix.
It is natural for
organizations to grow, 
stall, change, and
rejuvenate. It is
built into our thinking.
Experienced leaders
can see changes
 early and 
foster positive adaptatives
by hiring those
most likely to provide
strong input as well
as foster manageable
change. 
Consider SWOTch

Teams should be intentionally built around merit and skill rather than superficial connections to create the greatest long-term value. Majority rule can be effective for generating collective input, especially when supported by leadership that can translate group ideas into clear strategies and actionable steps. However, decision-making suffers when teams fall into false consensus, become overly homogeneous, or discourage individuals from expressing honest perspectives.

Effective leaders should actively encourage alternative viewpoints and assign roles such as a devil’s advocate to challenge prevailing assumptions. When teams are composed of individuals with similar backgrounds and ways of thinking, they risk collective delusion—where flawed ideas go unchallenged. Reasonable alternatives ignored. This often appears in organizations that repeatedly rely on the same strategies, normalize unproductive team dynamics, or fail to consider competing perspectives, ultimately weakening long-term performance.

Dominant personalities can further limit effectiveness by suppressing diverse input and controlling discussions. Many teams experience situations where a few individuals dominate conversations, preventing others from contributing valuable insights. To counter this, organizations should emphasize inclusive dialogue and prioritize collective outcomes that align with their mission and values while incorporating diverse, well-reasoned perspectives.

Eventually a course must be charted but in the initial phases one should cast a wider net to catch the right ideas and perspectives.

High-performing organizations elevate their most capable individuals and encourage them to share ideas openly to hedge their insight, enabling more holistic problem-solving and stronger strategic outcomes. Success depends on the ability to gather, process, and apply information effectively, aligning internal capabilities with strategies that outperform competitors. Diverse talent strengthens decision-making and fosters innovation, which is ultimately reflected in organizational performance relative to peers.

Too often, organizations continue along the same path with the same thinking until external and at times internal pressures force change. This underscores the importance of selecting the right leaders and building teams suited to evolving challenges. Governance structures—such as ethics, rules, and norms—should promote independent thinking and create incentives for constructive dissent.

(Illustrative Only)

To chart a proper course

one must research, explore

alternatives, listen to seasoned

sailors, and foster the 

development of the crew.

The best teams will fail 

if they are not on

the right course. 

"He who loves

practice without

theory is like the

sailor who boards

ship without a

rudder and compass."

– Leonardo da Vinci

These principles apply across many contexts. Failures like those seen in Enron illustrate the dangers of suppressing ethical concerns, while other examples—such as the Story of the Clan where corruption was derived from good ol' boy biased decision making that leads to uncorrected social contract violations. Insular leadership groups often create underperforming organizations. In contrast, environments that value diverse perspectives, including in military and strategic settings, often achieve stronger outcomes.

Applying these insights helps organizations develop both their strategy and the human capital that drives it, leading to more resilient, adaptive, and high-performing systems.

Consider the research below,

Title: Majority Decision-Making Works Best Under Conditions of Leadership Ambiguity and Shared Task Representations

• The study examines how teams make decisions and finds that majority decision-making can lead to higher-quality outcomes, especially when teams effectively share and process relevant information.
• Shared task representations—meaning a common understanding of the problem and relevant information—significantly improve the effectiveness of majority-based decisions.
• Leadership ambiguity (when no clear leader is present) can actually enhance decision quality, as it encourages broader participation and information sharing among team members.
• The positive effects of majority decision-making are strongest when both shared understanding and leadership ambiguity are present together.
• The study was based on 81 teams participating in a complex business simulation over seven weeks, providing real-world insight into team performance and decision-making processes.

Schippers, M. C., & Rus, D. C. (2021). Majority decision-making works best under conditions of leadership ambiguity and shared task representations. Frontiers in Psychology, 12, 519295. https://doi.org/10.3389/fpsyg.2021.519295

Small Business & Entrepreneurship Council Indicates Resilient 2025 Encourages Optimistic 2026

(Illustrative Only)

These two are thinking
of starting a new store
focused on dogs and cats
related to custom dog food,
custom treats, and toys
boutique but affordable
on Ludington Street
in Escanaba.

A boutique shop that
caters to locals, attracts 
tourists, and can be 
exported. They
have room to scale locally.

They believe in broad
based capitalism where
micro to medium businesses
are fostered and that
keeps more money in local
communities, redevelops
downtowns, encourages
innovation, hiring goes
up and quality of life
improvements. 

If broad enough it can
influence decision making
by leaders as small 
business needs become
factored into their stakeholder
conception.  Reorienting
to communities and local
wealth generation can change
some of the dynamics.

A report from the Small Business and Entrepreneurship Council indicates a relatively strong sense of optimism among small business owners. Compared to other surveys that show more mixed results, this report suggests that many businesses believe their prospects are improving, with expectations of financial strength, stability, or growth in 2026. Many owners are engaging in business planning, adopting technology, and positioning themselves for continued success.

At the same time, the report notes ongoing concerns about inflation and tax policy. These factors continue to influence decision-making and long-term planning, even among otherwise optimistic business owners. While confidence is high, it is balanced by awareness of economic pressures that could impact future performance.

The discussion also emphasizes the broader role of small businesses in the economy. Policymakers often focus on larger organizations due to their scale and access, but small businesses are typically more adaptable, innovative, and responsive to market changes. They also play a key role in job creation and economic momentum over the long term. This is why their needs should be significant part of policy development.

Maintaining a healthy balance between small and large businesses is essential for a resilient and dynamic economy. Overall, based on this survey, small business owners may feel encouraged about their outlook for the year, even though current emerging global and domestic issues are not fully accounted for in the findings.

Resilient Small Business Performance in 2025 Fuels Momentum for 2026

• 71% of small businesses reported improved financial performance in 2025 compared to 2024, indicating strong year-over-year growth.
• 84% met or exceeded expectations, reflecting overall stability and effective business planning.
• 92% of businesses describe their current condition as stable or growing, showing widespread resilience.
• Key success drivers included revenue focus (51%), adoption of new technologies like AI (38%), cost-cutting, and expansion into new markets or capacity.
• 2026 outlook is optimistic: 81% expect a positive financial year, and 90% anticipate stable or improving conditions in the near term.
• Inflation, economic uncertainty, and tariffs remain top concerns, though some pressures—especially inflation—are beginning to ease.
• Tax relief and policy incentives improved cash flow for many businesses, supporting investment and competitiveness heading into 2026.

Small Business & Entrepreneurship Council. (2026, February 24). New “Check Up” survey: Resilient small business performance in 2025 fuels momentum for 2026. https://sbecouncil.org/2026/02/24/new-check-up-survey-resilient-2025-small-business-performance-fuels-momentum-for-2026/

Personal Finances and Budgeting Realities: Survey Says 1/3 of People Believe Improved or Worsened Financial Situation

Managing personal finances can be challenging, as most people don’t have enough resources to afford everything they want. Need and want become highlighted here as something to differentiate. As a result, individuals typically face two main options: increasing income or reducing expenses—or ideally, a combination of both.

On the income side, people can explore opportunities such as starting a small business, taking on a side job, working part-time, or monetizing hobbies. These efforts not only provide additional income but may also grow into more sustainable ventures over time. Good ideas start small.

At the same time, reducing expenses is equally important. Carefully reviewing spending habits often reveals areas where money is being wasted without delivering meaningful value or satisfaction. Identifying these areas allows individuals to prioritize what truly matters and allocate resources more effectively.

(Illustrative Only)

Grandma Sally discusses
the benefits of stashing a little
cash in the cupboards
while granddaughter 
Judith discusses 
interest bearing accounts.
Each has their own strategy
because a little cash on 
hand reserves helps with
unexpected costs no
matter which way you
do it. 

Eitherway the groceries
go up and they 
still need to be bought. 🤷

Survey data suggests a mixed outlook on financial well-being. About a third of respondents believe their financial situation will improve, about a third expect it to worsen. Many Americans report struggling with their budgets, prompting increased efforts to create and follow spending plans. Cutting back on unnecessary expenses is a common strategy.

Interestingly, those who anticipate higher income tend to spend more, reflecting a tendency toward increased consumption with optimism. Additionally, younger individuals generally express more confidence in their financial future than older individuals—likely due to a combination of longer time horizons and youthful optimism.

Overall, financial stability requires both awareness and intentional decision-making, balancing income growth with disciplined spending. 

U.S. Consumer Spending and Budgeting Trends in 2026

• 34% of U.S. adults expect their financial situation to improve in 2026, while 28% expect it to worsen.
• 53% of Americans report having a budget in 2026, up from 46% in 2025.
• Rising costs of living, especially groceries, housing, and utilities, remain central concerns.
• Among those expecting financial decline, 66% plan to cut spending on dining out and similar discretionary expenses.
• Consumers expecting improvement are more likely to increase discretionary spending, such as travel and holidays.
• Younger individuals tend to be more optimistic about their financial future compared to older groups.

YouGov. (2026, March 2). U.S. consumer spending and budgeting trends in 2026. https://yougov.com/en-us/articles/54197-us-consumer-spending-and-budgeting-trends-in-2026

A Few Paintings You May Want to Ponder or Purchase

 You may be interested in a few of these art pieces. While it’s a hobby, it offers a unique perspective and deeper appreciation of nature. Art is often associated with enhancing creativity, fluid thinking, strategic thinking, and overall perception.

Although I’m not a professional artist, you may still find something you like. You can view listed prices on eBay below, or feel free to send an offer for the piece that interests you. Acrylic on canvas board that is good for easy framing.

If you wish you can purchase at a set price on EBay

Beach Piper

11X14"

Seagulls on the Beach

11"X14"

Ducks on a Lake

11"X14"

Orange Sunset

8"X11"

Orange Lighthouse

8X11"

Justice, Integrity, and the Path to Systemic Improvement (The Story of the Clan)

(Illustrative Only)
Representing that all societies
have basic assumptions
and roots of existence. 
If systems align to them,
they grow and flourish. 
If they misalign, slice,
or divide the society
declines. Research
seems to support how
corruption, hate and division
eventually push decline
while doing the opposite
fosters growth and 
flourishing. 
Lawyers can argue
the easy to manipulate
technicalities of law
but they struggle
with understanding the 
purpose and thus the roots
of the authority of
such laws.
A type of blindness. 
In our learning example
as members of the court
initially encouraged
targetings and promoted
illegal behaviors with 
intentional weak checks
and balances.

Integrity in the justice system is essential, and we should consistently engage in thoughtful, fair discussions about right and wrong, moral conscience, the Constitution, and the oaths that uphold these principles. While most people strive to do the right thing and the system generally functions, there is always room for improvement. Any system that claims otherwise risks stagnation or long-term decline; effective institutions must remain adaptive, continually aligning more closely with shared values while improving efficiency and fairness.

The “Story of the Clan,” as a philosophical thought experiment, explores how injustice can take root when individuals dehumanize others for personal, ideological, racial, religious, or financial gain. It highlights patterns of rumor-spreading, dishonesty, misuse of authority, and entrenched “good old boy” networks that enable corruption. In such environments, victims suffer, while those who report wrongdoing may face retaliation and reputational harm. When misconduct persists unchecked—especially when tied to prejudice—it not only implicates individuals but also underscores the need for systemic improvement to prevent future abuses of power.

A constructive response is to push systems to improve and realign with their foundational values. When individuals within institutions fail or drift, those failures must be addressed—beginning with acknowledging and repairing the harm caused. Failing to do so reflects a lack of accountability, particularly when civil and human rights violations appear to be involved, even in a hypothetical context. Laws are not tools for mistreatment, and judges should not act as partisan actors. When decisions are shaped by political bias or the manipulation of core values, it becomes necessary to reflect on broader societal goals and responsibilities. Quick to harm and slow to correct should not be a sharable value or slogan. 

Ultimately, this is not about punishment or politics; it is about restoring alignment with the core purpose of justice: fairness, accountability, and respect for all individuals. When systems uphold these principles, trust is strengthened; when they do not, trust erodes and broader societal challenges emerge. It is important to recognize and support the vast majority of individuals who act with integrity while continuing to create pathways for improvement where needed. Sound decision-making, including civic participation, plays an important role in maintaining these standards.

The value of thought experiments lies in their ability to explore root causes and examine how and why failures occur. They also allow us to consider broader impacts on economic and social development, as well as the potential outcomes of restoring balance with shared societal values. By reimagining outcomes, we can envision systems that demonstrate growth, accountability, and high performance—reflected in stronger communities, increased trust, improved retention, and reduced harm. That could impact higher economic development, greater social interaction, and lower crime rates. While perspectives may differ, these exercises often lead back to the same guiding principles. Can you figure out what those priciples are?

The study below indicates there is some room for improvement and good people recognize that and seek to find ways to improve. 

Title: Improving Accountability and Independence in Federal Judicial Oversight

• Federal judiciary policies for handling fraud, waste, and abuse do not fully align with leading investigative standards, particularly in documentation and consistency across court units.
• Existing processes often lack required written procedures, increasing the risk of inconsistent handling of allegations and reduced transparency.
• Investigations may lack independence because allegations are frequently referred back to the same court units where the issues originated, creating potential conflicts of interest.
• Data on allegations is not consistently analyzed for patterns or trends, limiting the judiciary’s ability to identify systemic issues and improve oversight.
• GAO recommends establishing a more independent investigative structure and improving data tracking and analysis to strengthen accountability and public trust.

U.S. Government Accountability Office. (2022). U.S. courts: The judiciary should improve its policies on fraud, waste, and abuse investigations (GAO-23-105942). https://www.gao.gov/products/gao-23-105942

Seeing the Intersection: How Better Questions Lead to Better Strategy

(Illustrative Only)

Tikaani knows a lot about
being an executive and
strategic decision making. 
He has learned much
from fishing. 
If you want to catch more
fish you need to research 
the lake, fish, environment,
contour, depth, current,
bait, etc. and once 
he understands and
discoveres the right fishing hole
he fills his quota.

We learn from the natural, 
theoretical, and practical.

Strategy is more than guesswork or reacting to what seems popular in the moment. Complex problems require careful understanding, and rushing to conclusions without fully grasping the issue often leads to costly mistakes—especially in organizations or large systems like communities or countries, where the impact compounds over time.

From an organizational perspective, markets constantly shift—consumer preferences evolve, competitors adapt, and trends emerge. While it may feel safe to follow the herd or mirror what other companies are doing, lasting success often comes from differentiation. Innovation, when paired with thoughtful strategy, creates opportunities that competitors may overlook.

A strong strategic approach begins with asking the right questions. This includes analyzing competitors, reviewing relevant research, and considering broader factors such as market conditions and consumer sentiment. When these elements are examined together, patterns begin to emerge. Each data point suggests a direction, and where those directions intersect is often where the most effective strategic decisions can be made.

Organizations that fail to fully analyze these dimensions risk becoming misaligned. This creates opportunities for others to gain a strategic advantage by taking a broader view and thoughtfully comparing alternative perspectives. Entering a situation with assumed answers instead of informed questions can lead to poor decisions—affecting performance, investor confidence, returns, and employee well-being.

Consider this study, 

(Illustrative Only)

Looks like the investment
strategy might be 
pointed toward Delta 
County. 

A Strategic Mindset: An Orientation Toward Strategic Behavior During Goal Pursuit

• A “strategic mindset” refers to a person’s tendency to ask themselves questions like “What can I do differently?” or “Is there a better way?”, which helps trigger effective problem-solving strategies.
• Individuals with a stronger strategic mindset are more likely to use metacognitive strategies such as planning, monitoring progress, and adjusting their approach.
• These strategies are linked to improved outcomes, including higher academic performance, better goal progress in areas like health and career, and improved task performance.
• A strategic mindset is distinct from traits like grit, self-control, or general intelligence—it uniquely predicts how people approach challenges and apply strategies.
• The research shows that a strategic mindset can be developed or induced, meaning people can be trained to think more strategically and improve goal achievement.

Chen, P., Powers, J. T., Katragadda, K. R., Cohen, G. L., & Dweck, C. S. (2020). A strategic mindset: An orientation toward strategic behavior during goal pursuit. Proceedings of the National Academy of Sciences, 117(25), 14066–14072. https://doi.org/10.1073/pnas.2002529117