'We have dealt with recessions before': Jamie Dimon says geopolitics is the world's biggest risk | Taylor Swift's Surprise Super Bowl Show Tops NFL's Wish List | Executive Mistakes in Departure Announcements | Levi's CEO Regrets Slow Firing

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'We have dealt with recessions before': Jamie Dimon says geopolitics is the world's biggest risk - CNBC

JPMorgan Chase CEO Jamie Dimon says geopolitics after Russia's invasion in Ukraine is the biggest risk, larger than high inflation or a U.S. recession.

Global markets have taken a hit over the past week, as the U.S. Federal Reserve signaled that interest rates will likely remain higher for longer, in order to bring inflation sustainably back down to its 2% target.

Speaking to CNBC TV-18 in India on Tuesday, Dimon said people should "be prepared for higher oil and gas prices, higher rates, as a matter of just being prepared," but that the U.S. economy will likely get through any turbulence. However, the war in Ukraine has polarized global powers and shows no sign of abating.

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The NFL may have wanted Taylor Swift for the Super Bowl halftime show. What they got instead was even better - Fortune

Taylor Swift reportedly turned down the opportunity to play the 2023 Super Bowl halftime show, but she just did them one better. Her rumored love life is vaulting two of the biggest brands in America into the stratosphere—her own and that of the National Football League.

The pop superstar was spotted in Kansas City on Monday, cheering on the Chiefs and tight end Travis Kelce, who sparked rumors in July that the two were dating on the podcast he cohosts with his brother, Philadelphia Eagles star Jason Kelce. The rumors went into overdrive as fans realized Swift was sitting in the family box alongside the Kelces’ mother.

Swift’s in-person presence has already boosted Travis Kelce’s jersey sales by nearly 400%, according to one of the biggest sports retailers, and the NFL itself has made clear it’s grateful for the attention. The league edited its bio on X, the social media platform formerly known as Twitter, to read “NFL (Taylor’s Version)” and changed its banner photo to one of Swift clad in Chiefs gear at Sunday night’s game.

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3 Mistakes Executives Make When Telling People That They’re Leaving - Harvard Business Review

When it comes to resigning, otherwise astute executives often make fundamental mistakes that cast a cloud over their leaving and damage their reputations. In a national survey we recently conducted of more than 700 senior executives, only 16% reported that they would have done nothing differently the last time they voluntarily resigned. Here are their top three regrets: 1) Being unprepared for the worst-case scenario. 2) Neglecting to rehearse. 3) Failing to foresee the fallout.

Senior leaders in Silicon Valley are among the best-educated, most sophisticated, and savviest executives you’ll find anywhere. Yet over the course of placing senior high-tech leaders in new positions over the past 14 years, I’ve seen far too many make fundamental mistakes that cast a cloud over their leaving their old employers. The consequences range from the distasteful to the disastrous: hurt feelings, lasting resentment from former colleagues, blame for harming the company, and — worst of all — a reputation for thoughtlessness that can damage a career. It’s painful to witness, and it begs the question: If they can’t get it right, who can?

Other than the admonition to resign diplomatically, little detailed advice has been available about how to leave one’s current company the right way. Even less research has been done on leaving well. To close that gap, my firm undertook a national survey of more than 700 senior executives and human resources officers. Only 16% of the senior executives reported that they would have done nothing differently the last time they voluntarily resigned. Here are their top three regrets and what you can do to avoid their mistakes:

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Levi's Strauss CEO says his biggest mistake was not firing the wrong people fast enough - CNBC

The CEO of the world's most famous denim jeans company said he knew from his second day on the job that the best way to turn around the company was to fire more than half of his executives.

"The easiest way to change the culture is to change the people. I had 11 direct reports, and in the first 18 months, nine of them were gone," Charles Bergh, CEO of Levi's Strauss, said.

Still, Bergh told CNBC's Christine Tan that his biggest regret was not firing the wrong people fast enough.

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