April 2026 Employment Cost Index (Stable-Wages are not the Whole Story)

The most recent wage data released in April 2026 provides insight into current compensation trends. While wages have increased, they have not kept pace with wealth growth at the top of the distribution. This suggests that focusing solely on wage growth may overlook broader opportunities to enhance economic outcomes for the greatest amount of people. 

A more effective approach may involve strengthening underlying drivers of productivity (the economic environment by social and economic exchanges), such as human capital development, operational efficiency, innovation, social sense of purpose, and the strategic use of technology. These factors can expand individual productive capacity and, in turn, support sustainable wage growth (In human motivation and development theory. Needs and Systems) 

The data also highlights variation across industries, with wages rising more notably in sectors such as healthcare and aircraft manufacturing. Although healthcare occupations tend to offer higher pay, the healthcare sector is also associated with rising costs, indicating a complex relationship between compensation and overall affordability. Something should change there from a root foundational level. 

Overall, wage growth appears to be broadly consistent with historical trends rather than significantly above or below them. Nevertheless, there remains an opportunity to improve wage outcomes for the average worker by enhancing organizational performance and efficiency. Strengthening both internal operations and the broader economic environment could increase revenue generation while supporting competitive wages and long-term organizational success. (I was playing with this idea Theory of Transactional Clusters<<<<<feel free to discard not PAC supported. 🙃 )

Relative importance: putting the Employment Cost Index (ECI) into perspective

Employment Cost Index Summary – First Quarter 2026

• Total compensation for civilian workers increased 0.9% (seasonally adjusted) for the 3-month period ending March 2026.
• Wages and salaries rose 0.7%, while benefit costs increased 1.3% for the quarter.
• Over the 12-month period, total compensation increased 3.4%, with wages and salaries up 3.4% and benefits up 3.6%.
• Inflation-adjusted (real) wages increased only 0.1% over the year, indicating limited real wage growth.

U.S. Bureau of Labor Statistics. (2026, April 30). Employment cost index—March 2026. https://www.bls.gov/news.release/eci.nr0.htm

Year	12-Month % Change (Q4)	Trend Summary
2026	3.4% (as of March)	Sustained post-inflation stabilization
2025	3.4%	Return to moderate growth levels
2024	3.6%	Continued cooling of labor costs
2023	4.1%	Gradual decline from historic highs
2022	5.1%	20-year peak (Post-pandemic labor demand)
2021	4.0%	Sharp increase following 2020 lockdowns
2020	2.5%	Initial pandemic-related deceleration
2019	2.7%	Strong late-cycle labor market
2018	3.0%	Tightening labor market expansion
2017	2.6%	Steady, incremental growth
2016	2.2%	Moderate recovery phase
2015	1.9%	Low-inflation environment growth
2014	2.3%	Consistent post-recession recovery
2013	2.0%	Average growth period
2012	1.8%	Lingering sluggishness after financial crisis
2011	2.2%	Marginal recovery from recession lows
2010	2.1%	Stabilization following the crash
2009	1.2%	20-year low (Great Recession impact)
2008	2.4%	Rapid decline during financial onset
2007	3.0%	High pre-recession growth
2006	3.2%	Peak of the mid-2000s cycle

The 20% in Society Who Have Moral Courage (The Allegory of the Clan)

(Illustrative Only)

By standing for what
is right we preserve
our values for the next
generation. It is not
our place to put
distorted values on them
just because it convenient
or gets us the things
we want. The type of
person you are is
defined deeper than
simple lip service
that have little substance.
Support our shared values
and oaths.

We’re continuing the discussion of the philosophical thought experiment, The Allegory of the Clan. This story helps illustrate Enlightenment principles, what happens when systems drift, and how they can improve over time.

In the allegory, change does occur—but not because the system itself is immediately fixed (trust has a decline trend). Instead, it begins with a shift in people’s thinking. Some start to recognize that subjective morality, favoritism, and the misuse of rules are not how a fair system should operate. They return to the original societal starting enlightened idea that everyone has value, and that abusing power or protecting wrongdoing harms both individuals and the broader community. The next generation relies on us doing the right thing in our time and so on and so forth into the future.

The story also shows that while most people want to do the right thing, not everyone acts on it. In life, many claim strong moral beliefs, but only about 20% actually step up when faced with wrongdoing. In other words, many do not walk the talk. That raises an important question: if you saw corruption, dishonesty, or unfair treatment, would you act? Or would you look the other way? It is deeper than a simple yes or no answer. Those who brag about courage and their 'rightness" haven't thought deeply enough about it, lack insight, and likely are not qualified for leadership positions. Their values are blown like a leaf in the wind no longer connected to its roots. 

Standing up for what’s right comes with risks. People who do so may face criticism, backlash, grotesque misuse of authority. In our allegory as soon as witnesses and victims reported wrongdoing they were retaliated against the the Clan aligned court, along with an embedded extremist-corrupt network, enriched some of the perpetrators who had direct incentives to spread rumors, lie, and put people at risk. Despite the odds, those who do the right thing matter—especially when thinking about the kind of values we pass on to the next generation. Systems improve when individuals choose integrity over convenience.

This is also why it’s important to support and elevate people of strong character into positions of leadership. Choosing individuals based on integrity—not just connections—helps preserve trust and accountability. If it wasn't for the good men and women who serve faithfully all would have been lost.

Ultimately, the allegory ends on a hopeful note. Even imperfect systems can improve when enough people commit to doing what’s right and support others who are trying to do the same. Even if you are not the type to stand in the face of wrongdoing you can be the type who votes your conscious. By encouraging the best and brightest to come forward from the next generation you also raise the moral conscious of leadership and society in general. 

*The Allegory of the Clan is a hypothetical, philsophical, theoretical learning thought experiment so take with a grain of salt and come to whatever conclusion you wish. 

Consider the study below, 

Why People Don’t Stand Up for What’s Right

• Moral courage is rare—only about 20% of people intervene when witnessing wrongdoing, even though many intend to act.
• Acting morally requires a multi-step process (noticing, interpreting, taking responsibility, knowing how to act, and accepting risk), and failure can occur at any stage.
• Situational and psychological barriers—such as fear of backlash, uncertainty, diffusion of responsibility, and lack of confidence—often prevent action.
• Social dynamics like loyalty to peers, concern about reputation, and discomfort with confrontation can override ethical intentions.
• Emotional and cognitive factors (e.g., suppressing anger or not seeing the broader impact) can weaken the motivation to intervene.

Sasse, J. (2024, January 17). What stops people from standing up for what’s right? Greater Good Magazine. https://greatergood.berkeley.edu/article/item/what_stops_people_from_standing_up_for_whats_right

Bought Cheap, Paid in Effort: Life with a Sailboat and a Salty Dog

(Illustrative Only)

Things you learn about
on a boat. 

If you’ve ever owned a sailboat, you already know the truth: you don’t own the boat—the boat owns your weekends.

I actually enjoy the tinkering part. I’ve spent years messing with old cars and boats, so while I’m not exactly a master mechanic, I’ve developed a pretty solid “YouTube-certified with confidence” skill set. As long as it doesn’t require a crane, a PhD, or divine intervention, I can usually figure it out. And if not, I at least know what to tell the real mechanic—so I feel involved.

The boat is a 30' sailboat that I picked up for cheap… which is a polite way of saying “it didn’t run at all.”.  The engine had overheated, the water pump was missing (minor detail), and it clearly had a rough past life with neglect. But after some persistence—and a few moments of questioning my life choices—I got it running again.

Since then, it’s been a steady stream of “small projects.” You know, the kind that start as a 10-minute fix and somehow turn into a full afternoon. I’ve tracked down a corroded connector that stopped it from starting, replaced a jumper cable between solenoids, swapped out hoses, cleaned out some impressively gummed-up fuel, and handled the usual oil changes, checking volts on connections, impeller replacement, and filter cleaning. Every time something works, it feels like a small personal victory.

Right now, the engine sounds great. I’m running it, watching the gauges like a proud parent, and making sure everything behaves the way it should. Next up: adding a couple of extra bow lights so other boaters can actually see me instead of guessing where I might be—which feels like a worthwhile upgrade (Just kidding it has its proper lights but adding another port and starboard light.).

Beyond the engine, I’ve repainted the boat, added teak, put in some cool blinds, and slowly turned it into a pretty great little floating hangout. It’s got a nice deck, a good vibe, and just enough personality to remind you it’s still a boat—and therefore never truly “done.”. At some point surround sound speakers are in the mix.

And yes, a running boat is absolutely worth more than a non-running boat. That’s not just wisdom—that’s survival.

The best part, though, is everything beyond the maintenance. Sailing pulls you into a community. They ask you questions on how to fix their boat and you make something up and you in turn ask them questions on how to fix something and they send you on a wild goose chase. You meet people, get invited onto other boats, and before you know it you’re racing, swapping stories at the marina, and pretending you totally meant to tie that knot that way. The spaghetti knot!

There’s also something genuinely peaceful about being out on the water. It clears your head in a way not much else does. And sailors, in general, tend to be a certain type—independent, a little adventurous, and just the right amount of “yeah, I’ll figure it out.”

At some point, I may even go for a captain’s license—just to make it official that I’ve spent this much time fixing a boat and occasionally sailing it in the right direction. I'm not sure when you will be a salty dog or "Old Salt".

The real Salty
Dog Chewy!

He likes to watch the ducks.

The science behind how sailing improves your mental and physical health

• Sailing promotes relaxation and reduces stress through exposure to water, often explained by Blue Mind Theory.
• It provides a full-body workout that improves cardiovascular health, strength, balance, and coordination.
• Time on the water enhances mental well-being by increasing focus, mindfulness, and emotional clarity
• Sailing develops cognitive and social skills such as problem-solving, decision-making, teamwork, and communication

U.S. Sailing. (2024). The science behind how sailing improves your mental and physical health. https://www.ussailing.org/news/the-science-behind-how-sailing-improves-your-mental-and-physical-health/

The Difficulties of Reducing Partisanship and the Advantages of a Third Party (hypothetical Feather Party)

(Illustrative Only)

Could an independent third
party reduce partisanship
and improve decision making
by creating cognitive
fluidity? Cognitive Fluidity
and Decision Making

How would this impact
retention of strong
employees, merit based 
selection, strategic information
evaluation, and stronger connection
to the average person? 
There is no right answer.

The hypothetical Feather Party
is a philosophical discussion
on ways to enhance democracy.
One can come to any conclusion
they desire. 

Partisanship is increasingly seen as a barrier to decision-making, limiting the ability to explore diverse perspectives and find common ground. Individuals often align with political narratives shaped by selective attention, personal values, media consumption, and social circles. While many people may identify as moderate, the structure of party politics does not always reflect that reality. Affiliation with a political party often requires adherence to a defined set of values, which are frequently shaped from the top down and influenced by funding sources such as political action committees (PACs). (As a trend as PACS rose over the 20 years metrics of trust declined.). 

This dynamic creates tension within a democratic system, where power is ideally expected to flow from the public upward. At the same time, freedom of speech is meant to protect the exchange of ideas so that the most effective solutions can emerge. However, individuals who are skilled at balancing competing perspectives and governing pragmatically sometimes struggle to gain traction in politics. Without clear alignment to a specific party identity, they may lack the financial backing and institutional support needed to advance, even if their approaches are strong and outcomes promising.

This raises the question of whether a third party could play a meaningful role. From a philosophical standpoint, such a party might emphasize independence-specifically independent of thought- allowing representatives to evaluate issues without strict party-line constraints. This could create more flexibility in how ideas are considered and implemented, potentially improving decision-making by incorporating insights from across the political spectrum, as well as from experts and researchers.

Research suggests that reducing political hostility is difficult and that its effects are deeply embedded in how society functions—from decision-making processes to institutional dynamics and group identity. Expanding the range of ideas under consideration, and then narrowing them down to the most viable options, may strengthen strategic outcomes. A third party or an increase in independent candidates could, in theory, serve as a conduit for this broader exchange of ideas.

Ultimately, this invites reflection on how to improve bipartisanship and decision-making. One possible approach is to focus less on party affiliation and campaign funding, and more on the quality, originality, and practicality of individual ideas.

Research Shows There Are No Easy Fixes to Political Hatred

• A large meta-analysis of 25 studies (77 interventions) found that common efforts to reduce partisan hostility—such as correcting misperceptions or encouraging dialogue—produce only small improvements (about 5.3%) in attitudes toward opposing parties.
• Any gains are short-lived: roughly 75% of reduced hostility disappears within one week, and effects nearly vanish within two weeks.
• More intensive strategies, like combining multiple interventions (“stacking”) or repeating them over time (“booster shots”), do not significantly improve or extend results.
• Lasting reductions in political hatred likely require systemic, top-down and bottom-up changes, including shifts in political/media incentives and stronger civic engagement skills among citizens.

Dartmouth College. (2025, September 23). Research shows there are no easy fixes to political hatred. https://home.dartmouth.edu/news/2025/09/research-shows-there-are-no-easy-fixes-political-hatred

April 2026 ISM Manufacturing PMI Report Indicates Continue Growth but Weakening Labor Market

(Illustrative Only)

Cindy is in manufacturing
and builds ships and 
ship products. This
relies on a supply chain. 
She thinks places
like Escanaba could
find their place on the
ship building supply 
chain. Hiring skilled
and qualified employees
in the right location,
with the right investment,
with the right market
makes a difference.

Strong economic health, development, and growth depend on fostering innovation, creating new products and services, and producing goods that can compete globally by delivering greater value than alternatives. The Purchasing Managers’ Index (PMI) is a key indicator of manufacturing activity and, by extension, overall economic health, making it an important report to monitor as it is released.

Recent data shows the PMI at 52.7 percent, indicating that U.S. manufacturing has expanded for the fourth consecutive month. New orders are increasing, signaling continued demand; however, employment trends present a mixed picture, with hiring stagnating or even contracting in some areas. This reflects the broader pattern of uneven economic signals observed over the past year, likely driven by a combination of complex and overlapping factors.

Human capital development remains critical in this context. Advances in technology may partly explain slower employment growth, as automation can reduce labor demand in certain roles. At the same time, technology can also drive job creation when industries expand and innovate. Ultimately, sustaining long-term economic strength requires a skilled, educated, and adaptable workforce capable of supporting continued growth and competitiveness.

April 2026 ISM Manufacturing PMI Report Summary

• The Institute for Supply Management reported a Manufacturing PMI of 52.7, indicating continued expansion in U.S. manufacturing for the fourth consecutive month (values above 50 signal growth).
• The New Orders Index rose to approximately 54.1, reflecting stronger demand and signs of inventory stockpiling, while production remained in expansion at a moderate pace.
• The Prices Index surged to around 84.6, the highest level since April 2022, highlighting significant inflationary pressure driven by rising raw material costs and supply chain disruptions.
• Employment and backlog indicators weakened, with factory employment continuing to contract and unfilled orders declining, signaling mixed underlying conditions despite overall growth.

Institute for Supply Management. (2026, May). Manufacturing PMI® Report on Business® — April 2026. Retrieved from https://www.ismworld.org/supply-management-news-and-reports/reports/ism-pmi-reports/pmi/april/

Using the Purchasing Managers’ Index to Assess the Economy’s Strength and the Likely Direction of Monetary Policy

• The Purchasing Managers’ Index (PMI) is a timely and reliable indicator of economic activity, particularly in manufacturing, with values above key thresholds signaling expansion in manufacturing and overall GDP growth.
• PMI provides predictive insight beyond traditional data (employment, retail sales, industrial production), helping forecast trends in output growth and capturing shifts in economic momentum earlier than many official statistics.
• The index is strongly correlated with Federal Reserve monetary policy decisions, with higher PMI readings often associated with rising interest rates and tighter policy as economic conditions strengthen.

Koenig, E. F. (2002). Using the purchasing managers’ index to assess the economy’s strength and the likely direction of monetary policy. Economic and Financial Policy Review, 1(6), Federal Reserve Bank of Dallas. https://www.dallasfed.org/~/media/documents/research/efpr/v01n06a01.pdf

Poll Shows Most People Trust Military Veterans and Their Leadership Capacity in Candidate Selection

The military continues to offer a pathway for personal and professional development that many institutions no longer consistently provide. It instills teamwork, unity, leadership, resilience, and self-confidence—qualities that are widely recognized and valued. While military service is not the only route to developing these traits, for many individuals it creates opportunities they might not have otherwise had, particularly among those who didn't have all the doors open.

Veterans have a meaningful influence on society, and public trust in them tends to be high. This trust is rooted in the perception that they are shaped by a strong set of values—duty, integrity, and service to others. Although these values are not universally practiced or emphasized across society, military culture reinforces them through both formal codes of conduct and lived experience, including a commitment to protecting and supporting others.

In this context, leadership is often defined less by status or financial success and more by a willingness to serve, take responsibility, and stand firm during difficult times. That emphasis on accountability and sacrifice is part of what distinguishes many veterans as leaders.

For organizations looking to hire, veterans can be a strong talent pool. Connecting with veterans’ organizations or networks can help identify candidates who bring discipline, adaptability, and mission-focused thinking—benefiting both the organization and the individuals transitioning into civilian roles. 

You may want to look at this poll below, 

Military Experience Tops Candidate Credentials

• A majority of Americans (55%) say they are more likely to vote for a candidate with prior military experience, compared with only 7% who say it makes them less likely.
• Military service is viewed more favorably than other common credentials such as government or business experience, giving it the strongest net positive impact.
• Veterans are widely perceived as strong leaders, with about 83% of Americans agreeing they possess strong leadership qualities.
• Large majorities believe veterans put the country ahead of personal or partisan interests (78%), work well with diverse groups (77%), and understand global security challenges (75%).
• Americans express higher trust in veterans for roles such as disaster response, foreign policy advising, and community leadership.
• Overall, military experience signals integrity, leadership, and public service, giving veterans a measurable advantage in political candidacy and leadership roles.

Jones, J. M. (2025, October 2). Military experience tops candidate credentials. Gallup. https://news.gallup.com/poll/695648/military-experience-tops-candidate-credentials.aspx