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AI gives rise to the cut and paste employee

Although AI tools can improve productivity, recent studies show that they too often intensify workloads instead of reducing them, in many cases even leading to cognitive overload and burnout. The University of Delaware's Saleem Mistry says this is creating employees who work harder, not smarter. Mistry, an associate professor of management in UD's Lerner College of Business & Economics, says his research confirms findings found in this Feb. 9, 2026 article in the Harvard Business Review. Driven by the misconception that AI is an accurate search engine rather than a predictive text tool, these "cut and paste" employees are using the applications to pump out deliverables in seconds just to keep up with increasing workloads. Mistry notes that this prioritization of speed over accuracy is happening at every level of the organization: • Junior staff: Blast out polished looking but unverified drafts. • Managers: Outsource their ability to deeply learn and critically think in order to summarize data, letting their analytical skills atrophy. • Power users: Build hidden, unapproved systems that bypass company oversight. A management problem, not a tech problem "When discussing this issue, I often hear leaders blame the technology. However, I believe that blaming the tech is missing the point; I see it as a failure of leadership," Mistry said. "When already overburdened employees who are constantly having to do more with less are handed vague mandates to just use AI without any training, they use it to look busy and produce volume-based work. Because many companies still reward the volume of work produced rather than the actual impact, employees naturally use these tools to generate slick but empty deliverables." "I believe that blaming the tech is missing the point; I see it as a failure of leadership. Because many companies still reward the volume of work produced rather than the actual impact, employees naturally use these tools to generate slick but empty deliverables." The real costs to organizations and incoming employees Mistry outlines three risks organizations face if they don’t intervene: 1. The workslop epidemic "These programs allow people to generate massive amounts of workslop, which is low-effort fluff that looks good but lacks substance. It takes seconds to create, but hours for someone else to decipher, fact-check, and fix," Mistry notes. "This drains money (up to $9 million annually for large companies) and destroys morale. As an educator, researcher, and a person brought into organizations to help fix problems, I for one do not want to be on the receiving end of a thoughtless, automated data dump, especially on tasks that require real skill and deep thinking." 2. Legal disaster He also states, "When the cut and paste mentality makes its way into professional submissions, the risks to the organization are real and oftentimes catastrophic. Courts have made it perfectly clear: ignorance is no excuse. If your name is on the document, you own the liability. Recently, attorneys have faced severe sanctions, hefty fines, and case dismissals for blindly submitting fake legal citations made up by computers." Click here for a list of cases. 3. A warning for incoming talent For new graduates entering this environment, Mistry offers a warning: Do not rely on AI to do your deep thinking. "If you simply use AI to blast out polished but unverified drafts, you become a replaceable 'cut and paste' employee," he says. “To truly stand out, new grads must prove they have the discernment to review, tweak, and challenge what the computer writes. The hiring edge is no longer just saying, 'I can do this task,' but 'I know how to leverage and correct AI to help me perform it.'" Four ideas to fix it To survive and indeed thrive with these new tools and avoid the unintended consequences of untrained staff, organizations should: 1. Reinforce the importance of fact-checking and editing: Adopt frameworks that teach employees how to show their work and log how they verified computer-generated facts. 2. Change the incentives: Stop rewarding busy work, useless reports, and massive slide decks. Evaluate employees on accuracy and results. 3. Eradicate superficial work: Don’t use automation to speed up ineffective legacy processes. Instead, use it to identify and eliminate them entirely. 4. Make time for editing: Give yourself and your employees the breathing room to actually review, tweak, and challenge what the computer writes instead of accepting the first draft. Mistry is available to discuss: Why AI is causing an epidemic of corporate "workslop" (and how to spot it). The leadership failure behind the "cut and paste" employee. How to rewrite corporate incentives to measure impact instead of volume in the AI era. Strategies for implementing safe, effective AI policies at work. How new college graduates can avoid the "workslop" trap in their first jobs. To reach Mistry directly and arrange an interview, visit his profile and click on the "contact" button. Interested reporters can also send an email to MediaRelations@udel.edu.

AI In Action Symposium

The AI In Action Symposium, hosted by the LSU E. J. Ourso College of Business, brings together expert voices at the heart of the AI revolution to explore how they have successfully navigated this evolving landscape. The 2026 symposium focuses on the practical implications of AI in business, including hiring AI-ready talent, ensuring responsible and ethical use, and exploring the challenges of implementing AI across both large enterprises and small startups. Speakers Attendees will hear from Louisiana leaders and national AI experts, including… Secretary Bruce Greenstein of the Louisiana Department of Health April Wiley, Senior Vice President at Community Coffee Robert Veit and Julian Tandler from Scale Team Six, a San Francisco-based business accelerator Dr. Tonya Jagneaux, who leads medical analytics at the Franciscan Missionaries of Our Lady Health System (FMOLHS) Hunter Thevis, president and co-founder of Lafayette-based S1 Technology …and many more! Details March 20, 2026, 8:00 a.m. – 1:00 p.m. Registration deadline is March 15. Held on the LSU A&M Campus, in the LSU Student Union Register at lsu.edu/business/ai-symposium Discount available for LSU System employees

Is writing with AI at work undermining your credibility?

With over 75% of professionals using AI in their daily work, writing and editing messages with tools like ChatGPT, Gemini, Copilot or Claude has become a commonplace practice. While generative AI tools are seen to make writing easier, are they effective for communicating between managers and employees? A new study of 1,100 professionals reveals a critical paradox in workplace communications: AI tools can make managers’ emails more professional, but regular use can undermine trust between them and their employees. “We see a tension between perceptions of message quality and perceptions of the sender,” said Anthony Coman, Ph.D., a researcher at the University of Florida's Warrington College of Business and study co-author. “Despite positive impressions of professionalism in AI-assisted writing, managers who use AI for routine communication tasks put their trustworthiness at risk when using medium- to high-levels of AI assistance." In the study published in the International Journal of Business Communication, Coman and his co-author, Peter Cardon, Ph.D., of the University of Southern California, surveyed professionals about how they viewed emails that they were told were written with low, medium and high AI assistance. Survey participants were asked to evaluate different AI-written versions of a congratulatory message on both their perception of the message content and their perception of the sender. While AI-assisted writing was generally seen as efficient, effective, and professional, Coman and Cardon found a “perception gap” in messages that were written by managers versus those written by employees. “When people evaluate their own use of AI, they tend to rate their use similarly across low, medium and high levels of assistance,” Coman explained. “However, when rating other’s use, magnitude becomes important. Overall, professionals view their own AI use leniently, yet they are more skeptical of the same levels of assistance when used by supervisors.” While low levels of AI help, like grammar or editing, were generally acceptable, higher levels of assistance triggered negative perceptions. The perception gap is especially significant when employees perceive higher levels of AI writing, bringing into question the authorship, integrity, caring and competency of their manager. The impact on trust was substantial: Only 40% to 52% of employees viewed supervisors as sincere when they used high levels of AI, compared to 83% for low-assistance messages. Similarly, while 95% found low-AI supervisor messages professional, this dropped to 69-73% when supervisors relied heavily on AI tools. The findings reveal employees can often detect AI-generated content and interpret its use as laziness or lack of caring. When supervisors rely heavily on AI for messages like team congratulations or motivational communications, employees perceive them as less sincere and question their leadership abilities. “In some cases, AI-assisted writing can undermine perceptions of traits linked to a supervisor’s trustworthiness,” Coman noted, specifically citing impacts on perceived ability and integrity, both key components of cognitive-based trust. The study suggests managers should carefully consider message type, level of AI assistance and relational context before using AI in their writing. While AI may be appropriate and professionally received for informational or routine communications, like meeting reminders or factual announcements, relationship-oriented messages requiring empathy, praise, congratulations, motivation or personal feedback are better handled with minimal technological intervention.

My MBA at 69: Q1 Results Are In. And Nobody Is More Surprised Than Me

When I wrote my first post about starting an MBA at 69, I was running on caffeine, stubbornness, and a mild identity crisis. I was drowning in software platforms, APA formatting, and the humbling reality that open-book quizzes could still make me sweat. Fast forward to today. I am now 25% complete. Even typing that makes me sit up straighter. More surprising? I am maintaining an A average. Yes. An A. Let that land for a moment. Before anyone faints, let me be clear. I am not retiring my original mantra. "Even C's Get Degrees" still lives on a sticky note in my brain. I repeat it whenever the ego starts strutting around like it owns the place. The goal was never perfection. The goal was sustainable progress and full nights of sleep. The A average is delightful. The mantra is protective. My dog Dottie approves of both.  She now perches on the back of the couch while I work, casting supervisory glances in my direction like a very small, very opinionated board member. We are in a much better place emotionally. The household has stabilized. What I did not anticipate was how much this experience would reveal about me. Lesson #1: Experience Is the Assignment Nobody Grades The content is strong. The business frameworks and systems I am learning are elegant. But the real gift has been realizing that my decades of experience give depth to everything I read. When the textbook discusses competitive positioning or industry cycles, I do not see abstract diagrams. I see real businesses. I hear boardroom conversations. I remember decisions that worked beautifully — and others that required creative explanations and, occasionally, some very careful walking back. The theories have texture because I have lived them.  This MBA is not separate from my work. It is sharpening it. Every case study filters through the same question: How does this apply to retirees? I cannot turn that lens off. Frankly, I would not want to. At the same time, not every concept survives intact outside the classroom. We are taught that firms must choose clearly between cost leadership and differentiation. Tidy in theory. Messier in practice, where most organizations stumble through imperfect hybrids while real-world pressures refuse to behave according to the textbook. I learn the models thoroughly. I cite them properly. I demonstrate mastery. And yes, after nearly losing my mind over whether a journal article published in 2019 requires a DOI or a retrieved-from URL, I can now format an APA 7th edition reference in my sleep. Whether I want to is another conversation entirely. But maturity lets me see where the models bend. Lesson #2: Selective Excellence Is Not Laziness. It's Wisdom. One of the biggest lessons this term has been prioritization.  At 29, I wanted to prove myself. At 69, I want to improve myself.  Earlier in life I would have tried to ace everything equally. Today, I allocate energy strategically. Marketing excites me. Strategy energizes me. Organizational behaviour feels like coming home. Those subjects get my full intellectual investment. Accounting gets solid, disciplined, B-minus effort.  I say that proudly. Retirement is also selective excellence. You do not need to be good at everything anymore. You get to double down on what lights you up. Coursework. Careers. Life. All of it.  But growth is not without discomfort. Lesson #3: The Classroom Has No Hallways Anymore My program is entirely virtual. No hallway conversations. No accidental coffee chats that turn into the best part of your week. Everything happens on screens, and group projects test my patience more than any midterm ever could. I even considered removing my photo from my profile to avoid immediate age assumptions.  Then I took a breath and remembered who I am.  If someone sees my age and quietly categorizes me as someone's grandmother, so be it. They have never met Aunt Equity when she puts her purse down.  For the record: I do not own a purse. In one recent group assignment, a teammate gently pointed out that I had used an em dash in a formal case report. A rookie mistake, apparently. Instead of bristling, I thanked them for the compliment. If I am still making rookie mistakes, I am still capable of growth. That exchange meant more to me than the grade. Lesson #4: The Advantage of Having Nothing Left to Prove Age has given me something powerful: detachment. I am not chasing internships. I am not competing for promotions. I am here because I want to be here, and that freedom changes everything. I can question thoughtfully. I can log off at a reasonable hour. I can engage with students young enough to be my grandchildren without an ounce of ego about it. Mostly. And still, whenever I feel the ego creeping back in about that A average, I whisper: "Even C's Get Degrees."  It works every time. Lesson #5: Curiosity Does Not Come With an Expiry Date The deeper curriculum of this MBA has little to do with GPA. It has taught me that humility sharpens thinking. That curiosity does not expire. That stretching intellectually at 69 feels remarkably similar to climbing toward Everest Base Camp at 60. You question your sanity. You adapt. You keep moving. When I look at my latest grades, I do not feel relief. I feel possibility. If I can adapt to new technology, academic writing standards, and Zoom calls at 7 AM, then reinvention is not reserved for youth.  It is available to anyone willing to risk being a beginner again. Are You Putting Your Experience To Work? If you are over 60 and thinking about taking a course, writing a book, starting a business, or learning something that scares you a little — here is the truth: Your experience is not a liability. It is leverage.  Your decades are not dead weight. They are the whole point.  And if you are willing to risk being a beginner again, reinvention will meet you exactly where you are. I am 25% done. Seventy is approaching. The mantra still stands.  Remember, even C's Get Degrees. But when you bring seven decades of lived experience into the classroom, the curve has a way of bending in your favour. Now, if you will excuse me, Dottie has just planted herself directly on my laptop and is staring at me with the quiet authority of someone who has already read the syllabus on Google Scholar. Eighteen courses to go. Multiple pots of extra-strong coffee. A carefully curated cocktail of patience, tolerance, and self-care. The honeymoon is officially over. What lies ahead is a full marathon: War and Peace-length reading lists, spreadsheets that test the limits of human endurance, and enough group projects to make a grown woman question everything she knows about herself. Dottie remains unbothered. She has seen me do hard things. She knows I finish what I start. She also knows the whining, complaining, and pleading will eventually stop. (insert slow, world-weary head shake from a very wise ten-pound dog who has heard it all before). Don’t Retire… ReWire! Sue Want to become an expert on serving the senior demographic? Just message me to be notified about the next opportunity to become a "Certified Equity Advocate" — mastering solution-based advising that transforms how you work with Canada's fastest-growing client segment. Here's the link to sign up.

Target Market: Who Are They, What Do They Value, and Where Are They?

In last week’s column on Super Bowl ads, I stressed the importance of providing a value proposition when you are advertising or marketing your goods and services. As a reminder, a value proposition is a promise that you make to potential customers that provides them a compelling reason why they should buy your product rather than a product from one of your competitors. Prior to developing a value proposition, you first need to understand who you are trying to sell to and what product characteristics they value. This will ensure that your value proposition will be more likely convince these buyers (your target market) to buy from you. The most effective Super Bowl ads from last week did this important work well. Once the company has a good, valuable proposition, it then needs to communicate that valuable proposition to its target market. Fortunately for companies with Super Bowl ads, just about all target markets are watching the game. However, for pretty much all other advertising and marketing, it must communicate where the target market will see or hear it. In today’s column, I will walk you through how to determine who your target market is, what they value, and finally, where to distribute your marketing messages. You are probably asking yourself, why is a guy who teaches Operations and Supply Chain Management (O&SCM) writing about Marketing? The answer is simple, really. It is the job of the O&SCM function of the company to deliver on the value proposition. So, as marketing develops its value proposition, it must confer with O&SCM to determine if the firm can deliver on that value proposition. If marketing communicates a value proposition it cannot meet, the company will likely be unsuccessful. With that in mind, let us examine the target market/value proposition development process. As a firm begins to identify its target market for a particular product, it must first determine the various potential customers who might buy that product and attempt to partition those customers into groups who value similar things. For instance, looking at the automobile market, there are some customers who value low price most, some who value performance and aesthetics most, and others who value reliability, durability, and consistency. If we are either in the automobile market or thinking about entering the automobile market, we need to find a group that values some characteristics that we think we can provide better than other market entrants. As you can see, the identification of a target market and the development of a value proposition that will appeal to that target market are done concurrently and iteratively. As noted above, the O&SCM function of the company is also brought in during these iterations to determine if the physical good can be manufactured or a service can be delivered in such a way that it can meet the value proposition. One important thing to remember is that in most cases, you are not your target market. What I mean by that is that you are often biased by your own knowledge and taste/preferences, and this may differ significantly from what your target market values. Remember that you are a unique individual whose preferences for a price point and evaluation of other characteristics might differ from your target market. Be sure to develop a value proposition that reflects the buying habits of your target market customers. Once you have developed a strong value proposition that you know your O&SCM can deliver upon, it is time to message that value proposition in places where your target market is present. As noted above, this aspect of our process is like “shooting fish in a barrel” for Super Bowl advertisers because all target markets are typically watching the Super Bowl. It is not so trivial for the rest of us. We need to understand what forms of media our target markets consume (e.g., television, radio, social media), but also, with each of these media, which applications or types of shows do they frequent. While most think social media skews young, and that is true for the most part, Facebook skews older, while Instagram, Snapchat, and TikTok skew much younger. On television, much of network television skew older, but there are shows like “Dancing with the Stars” and The “Bachelor” that do particularly well with younger women. Many mornings when I am getting ready for the day, I listen to “Augusta’s Morning News” on WGAC radio, and it is clear that my fellow listeners are primarily in my age demographic. My advice is to do your homework and find out where your target market is consuming media. All the work above is not very easy, but doing it right will lead to big returns. If you can identify who you want to target, based on what they value, and then be sure they get the marketing message that you have what they value, your business will succeed!

Labubu success demonstrates the benefits of the ‘blind box’ business strategy

Labubu dolls have taken the world by storm. The viral collectable keychains that feature plush monster-like figurines, sold by the Chinese company Pop Mart, have been compared to other toys like Beanie Babies or the more recent Sonny Angels. Labubus come in a variety of colors and outfits, and they are sold in “blind boxes” — so customers never know which collectibles they will get when they buy them. The meteoric ascent of these toys raises the question: What exactly is the appeal of Labubus? According to Tianxin Zou, Ph.D., an assistant professor of marketing in the University of Florida Warrington College of Business, there are a few reasons behind Pop Mart’s success. “It’s a little bit like buying a lottery ticket,” Zou said about the blind box concept. “The uncertainty is giving another layer of enjoyment.” Zou compares the psychological experience of blind boxes to gambling, stating that some customers buy hundreds of boxes for the chance at winning big. Customers aren’t just buying the products; they’re buying the experience. Each Labubu release features 12 figurine designs, as well as a much rarer secret design, so customers are enticed by the possibility of getting that one rare doll. This can also come with monetary value, as Labubus have been resold for thousands of dollars on platforms like eBay. Recently, a first-generation Labubu toy sold for $150,000 in a Labubu-specific auction. The unboxing experience can also trigger social interaction. People often film themselves unboxing the products and posting the experiences online for millions to see, or they gather in person to open boxes with their friends. This brings people together, forming a sense of community and identity around Labubu ownership. “Unboxing the blind box together can become a joyful event,” Zou said. “It makes it so Labubu has a social value and can help form friendships.” The rarity of certain designs is also a key factor in the social aspect of Labubus. Within these communities, especially online, owning rare designs can become a form of social capital. This has contributed to the rise of “Lafufus,” or fake Labubu dolls sold by retailers separate from Pop Mart. The craze has become less about the item itself and more about what it represents socially. Even if a keychain is fake, it still shows that the owner is socially in the know. Pop Mart also aligns itself with well-known franchises, such as Star Wars and Marvel, for branded blind box designs. And celebrity interest has helped the popularity of Labubus skyrocket. The toy first gained momentum after it was seen on the bag of Lisa, a member of the K-pop group Blackpink. Since then, Labubus have been spotted on the bags and belt loops of public figures ranging from Rihanna to Tom Brady. Zou explains that this furthers the social impact of the toys, as people aim to replicate celebrities’ style. “This collaboration with celebrities gives Pop Mart synergy, which gives it this stronger social effect,” Zou said. While the success of Labubus may seem spontaneous, it is actually the result of highly strategic business strategies. However, other retailers are catching on, providing competition for Pop Mart as more companies enter the blind box game. The retailer also faces new challenges, with countries like China and Singapore creating regulations for the sale of blind boxes, especially to children. But for now, the monsters continue to dominate the market, giving the company time to formulate new strategies. And because the company’s strength lies in its research and planning, it likely will not be going into its next phase blind.

Need a tourism expert? Connect with Florida Atlantic today

Tourism is a cornerstone of both Florida’s and America’s economy. In Florida alone, visitor spending exceeds $100 billion annually and supports roughly one in every ten jobs statewide, making it one of the state’s largest industries. The ripple effect extends far beyond hotels and attractions, fueling restaurants, retail, transportation, construction, real estate, and public tax revenues that help fund infrastructure and services. Nationally, tourism contributes hundreds of billions to U.S. GDP each year and serves as a key indicator of consumer confidence and economic momentum. When travel demand rises or falls, it signals broader shifts in spending behavior, business investment, and workforce stability , which is why tourism remains a critical economic beat for journalists. Peter Ricci is Clinical Associate Professor & Director, Hospitality Management Programs at Florida Atlantic University. He is a hospitality industry veteran with over 20 years of managerial experience in segments including: food service, lodging, incentive travel, and destination marketing and is considered an expert in food service, lodging, incentive travel, and destination marketing. View his profile Peter offers research-based insight into visitor trends, workforce dynamics, and destination strategy. His expertise helps media connect travel patterns to economic impact, providing clear analysis of how tourism shapes Florida’s economy and influences broader industry trends across the United States. Recent media coverage: South Florida Sun Sentinel Peter Ricci, director of the hospitality and tourism management program at Florida Atlantic University’s College of Business, cited the openings of the 801-room Omni Hotel next to the county convention center in Fort Lauderdale, the revamped Pier Sixty-Six Resort nearby and a variety of high-profile events as reasons for promising visitor traffic this year. “South Florida should expect to have a relatively strong 2026 with major events in the area [PGA Tournament, Formula 1, et al] and the Southern White House of Mar-a-Lago enhancing higher average daily rates in The Palm Beaches,” he said by email. “Broward is perfectly positioned to capture demand both to its south and north and I expect that hotels and restaurants will have a good year ahead,” he added. Newsweek "The tariffs, staffing shortage, perception of it being difficult to emigrate to the USA, and any possible anti-USA sentiment all go into the 'ingredients of the soup' as I call it," Peter Ricci, Director of Florida Atlantic University's Hospitality and Tourism program, told Newsweek. South Florida Sun Sentinel This is actually a complicated process behind the scenes, said Peter Ricci, director of the hospitality and tourism management program at Florida Atlantic University in Boca Raton. “Restaurant profit margins are slim, so training and development are often not a part of the process,” he said. “Also, one must recognize that restaurant front-of-house roles are somewhat high-turnover compared to other industries. With higher turnover, there is less likelihood for development of training, knowledge of all the systems (which can lead to dissatisfaction among guests), and a ‘new face’ every time regular guests return to the venue.” The Daytona Beach News-Journal When asked if Florida is experiencing a "restaurant apocalypse," Ricci said, "I don't see that as the case. I don't see it like a disaster, but I have seen more (restaurant) closures the past six months. The reasons include operating costs that are higher than ever in an industry with low (profit) margins to begin with." "Closures are being driven by rising rent, rising costs of labor, rising costs of goods (food, glassware, supplies, cleaning services, deep cleaning surcharges, et al.), and changing consumer habits." Orlando Sentinel Peter Ricci, director of the hospitality and management program at Florida Atlantic University’s College of Business, said he has not heard of hoteliers suddenly losing foreign nationals from their staff. But it’s the confusion that is perplexing many. “I hear frustration and confusion of what changes will occur on a regular basis for owners, operators and managers,” Ricci said. “It’s more of the unknown that’s disconcerting than, ‘I’m now worried about losing workers in my hotel or restaurant.’”

What "Super Agers" Are Teaching Us About Growing Older

When I think about aging well, I don't see a number on a birthday cake. I see capacity. The ability to think clearly. To move with confidence. To stay curious. To laugh easily. To remember where I put my keys. (Okay, that last one is still aspirational.) That's why I teach 4 fitness classes a week and pay close attention to how I fuel my body. Not because I'm chasing youth, but because I've learned, both personally and professionally, that the way we move, eat, sleep, and cope influences how we feel... and how we show up for the people we care about. I don't want to live forever. I just want to live well while I'm here. Like many Boomers, I've been interested in the growing research on longevity. And let's be honest: Boomers have never been good at accepting "no" for an answer. Why would we start now, just because it's mortality asking? We're the generation that refused to compromise. Retirement? Optional. Slowing down? Negotiable. Death? We'd like to speak to the manager. This leads us to a fascinating group of scientists known as "Super Agers." Who Are Super Agers, Really? In research terms, Super Agers are adults over 80 whose cognitive abilities, especially memory, perform at levels expected of people in their 50s or 60s (Rogalski et al., 2013). But here's what I love most: they aren't superhuman. They're not top athletes. They're not biohackers living on kale foam and cold plunges at dawn. (Though if that's your thing, carry on.).  They're everyday people who never disconnected from life. A striking Canadian example is Morry Kernerman, a Toronto violinist who kept on learning, hiking, and performing well into the ripe age of 101. His story embodies the spirit of Super Aging: it's not about dodging age, it's about refusing to stop living. In a CBC interview, Maury Kernerman doesn't sound like someone "trying to live longer." He talks like someone who's still interested in living, fascinated by the world, hungry for learning, and unwilling to stand still just because he might do something imperfectly. He also admits something that matters to a lot of readers: he wasn't always an exercise person. He started taking it seriously later in life and describes it as a "rear guard action" that hasn't stopped aging, but has helped him keep his capacity. One of the most poignant lessons: when we're afraid of doing the wrong thing, afraid of failing or being embarrassed, we stop.  And standing still is what really costs us. Haven't you heard? Sitting is the new Smoking!! What the Science Is Showing Us Canadian and U.S. researchers, at Western University and Northwestern University, are discovering something significant. Not a pill. Not a quick fix. A system. Angela Roberts (Western University) explained that the Canadian arm of the research isn't relying only on lab snapshots. Participants are sent home with wearable devices so researchers can monitor real-world activity patterns continuously (24 hours a day) over multi-week periods (CBC News, 2024 - https://www.cbc.ca/news/health/superager-centenarians-brain-second-opinion-9.7049411). That design matters because it turns "healthy aging" from a vague concept into measurable behaviours: how much movement you get, how intense it is, how consistent it is, and how it fits into the rhythm of normal life. Super Agers typically stay active, remain mentally sharp, maintain close relationships, handle stress effectively, sleep well, and keep a generally positive attitude (Rogalski et al., 2013 - https://doi.org/10.1162/jocn_a_00300; Sun et al., 2016 - https://doi.org/10.1523/JNEUROSCI.1492-16.2016) Their brains display thicker cortical areas linked to attention and memory, experience slower atrophy rates, have fewer Alzheimer's markers, and show stronger neuronal connections (Gefen et al., 2015 - https://doi.org/10.1523/JNEUROSCI.2998-14.2015; Harrison et al., 2012 - https://doi.org/10.1017/S1355617712000847) A Data Point Worth Remembering When It Comes to Longevity From the wearables, the research study observed that many 80-year-olds in the study, both "super agers" and the control group, were averaging about 25 to 30 minutes of exercise a day (roughly aligned with Canadian movement guidelines). The difference wasn't that super agers moved a little more.  The study showed that they got about 30% more of the kind of movement that raises heart rate, what researchers call moderate-to-vigorous physical activity In plain language: it's not just steps. It's getting your engine up into that slightly breathy zone on purpose, most days. There's no single longevity switch. It's a belt-and-suspenders approach: multiple protective habits working together over decades. Let's Talk About Weight (Without Losing Our Minds) People often ask: Should Super Agers be skinny? Or a little plump? The research answer is surprisingly dull (and comforting): Neither. Super Agers come in all sizes. There is no evidence that they share a specific body weight or BMI. What matters much more than the scale is stability, strength, and body composition (Stenholm et al., 2008). Obesity Shows Up Consistently in the Research Midlife obesity is associated with an increased risk of dementia later in life. Several large studies indicate that obesity (BMI ≥30) during midlife raises dementia risk by 33 to 91% compared to individuals of normal weight (Kivipelto et al., 2005; Qizilbash et al., 2015) However, in older age, unintentional weight loss often signals frailty or illness. Weight loss in later life is linked to faster cognitive decline and higher risk of death (Diehr et al., 2008) Being underweight increases the risk of death. Studies consistently indicate that underweight older adults (BMI <20) have 2 to 3 times the all-cause mortality risk compared to those with a normal weight, with one study reporting a 34% higher risk of dementia (Diehr et al., 2008). A slightly higher BMI in later life may actually be protective, especially if muscle mass is maintained. The "obesity paradox" demonstrates that overweight and mild obesity in older adults (ages 65+) are often linked to a lower risk of mortality, particularly from non-cardiovascular diseases (Natale et al., 2023). So, the prescription is clear: avoid extremes. Not so skinny you could use a Cheerio as a hula hoop, and not so plump that tying your shoes feels like a full-contact sport. Here's What Truly Matters: Muscle Mass Strength defends the brain, maintains balance, boosts metabolism, and offers resilience during illness or stress (Peterson & Gordon, 2011) "Skinny-fat", low muscle, higher fat, is actually worse for aging than carrying a bit more weight with muscle beneath (Prado et al., 2012). Super Aging isn't about shrinking yourself. It's about supporting the structure you live in. Sleep: The Quiet Superpower If movement is the main act, sleep is the stage crew ensuring the entire show runs smoothly. Sleep isn't just one thing. It's a cycle (Walker, 2017). The Stages of Sleep (a quick, non-boring tour) Light sleep: The warm-up. Easy to wake from. Necessary, but not enough by itself. Deep sleep: The body's main repair mode. This is where physical repair occurs: muscle recovery, immune support, hormone regulation (Scullin & Bliwise, 2015) (Walker, 2017). REM sleep: The brain's spa. Memory consolidation, emotional regulation, creativity, and learning all occur here (Scullin & Bliwise, 2015) (Walker, 2017). Missing deep sleep leaves your body feeling exhausted. Missing REM causes your brain to become fragile and foggy (Mander et al., 2017). Super Agers tend to guard their sleep, though not perfectly, deliberately (Mander et al., 2016). Consistent bedtimes, morning sunlight, daily activity, and relaxing evenings appear repeatedly. For some people, slow-release melatonin or magnesium can help improve sleep maintenance (Ferracioli-Oda et al., 2013). However, the greatest benefits often come from simple routines: consistency, darkness, cooler rooms, and avoiding phone use at 10 p.m. Sleep isn't a luxury. It's essential brain maintenance (Mander et al., 2017). Stress: The Real Villain Chronic stress is like kryptonite for cognitive health (McEwen & Sapolsky, 1995). The main source of stress is not accepting what is. We argue with reality, and we lose every time. We revisit conversations. We resist change. We attempt to control others. Super Agers appear more accepting, not resignation, but realism (Sun et al., 2016) Here are some practical strategies to consider: Let them. (Thank you, Mel Robbins.) People will be people. You don't need to manage them. Save your energy for what truly matters. And remember: what people think of you... is none of your business. Calm isn't passive. Calm is protective. Gratitude also plays a role. Many Super Agers exhibit a distinct emotional tone: more grateful, less gripeful (Hill & Allemand, 2011) Life wasn't simpler; they simply didn't let bitterness steer the way. Relationships and Quality of Life: The Real Gold Standard Super Agers don't have more friends; they have deeper ones. Strong relationships are linked to better emotional regulation and preserved brain regions. (Cacioppo & Cacioppo, 2014) (Holt-Lunstad et al., 2010) And this isn't about extending life. It's about quality of life: cognitive, physical, and emotional well-being. Because no one wants a farewell-to-life party where nobody shows up because you've been miserable, bitter, or exhausting to be around (thank you, BR). Strong body. Clear mind. Warm relationships. A sense of humour that endures gravity. That's the win. 3 Practical Takeaways to Steal this Week If you want the super-ager approach without turning your life into a science experiment, here are three low-drama moves: Add intensity, not just activity. Keep your regular walk, but pick one segment to walk faster, take a hill, or add short brisk bursts. Your heart rate is the clue. Keep a learning thread running. Music, audiobooks, a class, a museum habit, a book club, anything that keeps your mind taxed in a good way and makes you feel curious again. Make "don't stand still" a rule. If you're avoiding something because you might look silly (a dance class, a new hobby, a new friend group), that's exactly the place to lean in, gently, but on purpose. Super Agers aren't chasing youth. (No one needs to see me in low-rise jeans again.) They're cultivating engagement. (Do you want to dance?) They move. They learn. They sleep well. They stay positive. They accept what is. They remain connected. They rely on the belt and suspenders. And most importantly, they don't wait for permission to live life to the fullest at any age. Yes, biology will win eventually. None of us gets out of this alive. But the real victory isn't in defeating what we can't control. It's in mastering what we can, for as long as we can, and living fully right up until biology takes its final bow. Don't Retire...ReWire! Sue Want more of this? Subscribe for weekly doses of retirement reality—no golf-cart clichés, no sunset stock photos, just straight talk about staying Hip, Fit & Financially Free.

Covering the Economy? FAU has the ideal expert to help with your questions and stories

The economy isn’t just a headline, it’s the story behind nearly every headline. From grocery bills and mortgage rates to job growth, small business confidence, and federal policy decisions, economic forces shape daily life for Americans in ways that are immediate and deeply personal. For journalists, that makes the economy a constant, high-stakes beat. Audiences want clear answers: Why are prices rising? Are we headed for a slowdown? What does the Fed’s next move mean for my community? The challenge is cutting through jargon and partisan spin to deliver insight that’s accurate, grounded, and understandable. That’s where William Luther, Ph.D., stands out. A respected economist and Associate Professor at Florida Atlantic University, Luther brings serious academic credibility, but explains economic trends in plain language that resonates beyond the classroom. His expertise in monetary policy, inflation, unemployment, cryptocurrency, and economic growth makes him a valuable resource for breaking news, enterprise stories, and long-form analysis alike. Whether reporters are covering Florida’s housing market, national interest rate decisions, or the future of digital currency, Luther offers thoughtful, balanced analysis that helps audiences understand not just what’s happening, but why it matters. William Luther, Ph.D., is an expert in monetary economics and macroeconomics. He is an associate professor of economics at Florida Atlantic University, director of the American Institute for Economic Research’s Sound Money Project, and an adjunct scholar with the Cato Institute’s Center for Monetary and Financial Alternatives. The Social Science Research Network currently ranks him in the top five percent of business authors.  View his profile Recent media coverage: ABC News Others downplayed the likelihood of a meaningful loss of Fed independence, since news of the DOJ investigation of Powell drew a rare degree of Republican opposition. Powell holds only a single vote on the 12-member board responsible for setting interest rates, they said. “Anytime we’re changing institutions, we should have some concern,” William Luther, a professor of economics at Florida Atlantic University, told ABC News. “At the same time, we should recognize the institutional safeguards we have are pretty strong.” Newsweek William Luther, associate professor of economics at Florida Atlantic University, said that the immediate net financial loss to those in Florida, and all Americans, appears to be "very, very large." Luther added Florida should expect a short-term "sharp contraction" in real estate and tourism, both vital sectors for the state's economy. NPR At the moment, the economy is performing very well. It wasn't performing very well not too long ago, both because of the pandemic, which reduced our ability to produce goods and services quite significantly, and then, as a result of some of the policy responses to that pandemic, we had very high inflation. NBC Will Luther, an economics associate professor at Florida Atlantic University, acknowledged the concerns among students. "Absolutely, there are students very much concerned with whether or not they will be able to get a job when they finish here. The good news is that they will. The bad news is it's a little harder right now than it was, say, two years ago," Luther said. Fox Nation FAU's William Luther joins Fox Nation's Deep Dive, hosted by the Wall Street Journal's Mary Anastasia O'Grady, to discuss the economic impact of cryptocurrencies. Video courtesy of Fox Nation's Deep Dive.

Op-Ed: Crypto innovation needs stability, not shortcuts

After months of bipartisan negotiations, Congress continues to debate crypto market structure legislation, though questions remain whether common sense investor protections will be included in a new federal framework for digital assets. These proposals address fundamental questions aimed at providing needed clarity for digital asset markets, including around agency jurisdiction, and trust and confidence for mainstream adoption of modern markets. At times, the negotiations fractured over stablecoin yields, while provisions addressing decentralized finance and developer liability and the importance of investor safeguards have proven similarly divisive. The GENIUS Act prohibits stablecoin issuers from paying interest, recognizing such payments transform digital tokens into bank deposits requiring regulatory oversight. Platforms opposing restrictions on stablecoin yields prioritize business models generating revenue by offering deposit-like products without deposit-like regulation – an unfair regulatory arbitrage that disadvantages prudentially supervised banks, drains funding from local lending and introduces systemic risk without corresponding accountability. While these complex issues require careful calibration, there is no substitute for keeping investor-first reforms at the center of market structure legislation and prioritizing clear rules and robust investor safeguards that ensure digital assets benefit everyday investors and that America strengthens its economic competitiveness and leads the next era of financial innovation. Such impasses reflect a pattern where narrow interests prevail over broader economic considerations. Platforms opposing restrictions on stablecoin yields prioritize business models generating revenue by offering deposit-like products without deposit-like regulation. Banking institutions recognize that unregulated competition operating under lower-cost structures will drain funding from local lending. Both positions are economically rational for the parties involved. Neither serves the public interest in financial stability. Likewise, opponents argue that regulation stifles innovation, especially in decentralized finance. But this conflates innovation with regulatory arbitrage. Genuine technological progress creates value by improving efficiency or reducing costs. Regulatory arbitrage extracts value by exploiting gaps between economically equivalent activities subject to different rules. The alternative claim – that existing securities laws suffice – ignores that those frameworks were designed for different market structures. Securities laws assume centralized issuers. Commodity regulations assume physical delivery. Digital assets often fit neither category cleanly, creating uncertainty that inhibits legitimate activity while failing to prevent abuse. The choice is not between perfect legislation and the status quo but between establishing clear rules now or waiting for the next crisis. Financial regulation written in crisis tends toward overcorrection that stifles markets for years. Regulation developed deliberately better balances stability with innovation. Both House and Senate committee versions share core elements providing needed clarity on agency jurisdiction, registration requirements and disclosure standards. International considerations reinforce urgency. The European Union's Markets in Crypto-Assets regulation provides comprehensive frameworks for issuers and service providers. Continued U.S. regulatory ambiguity cedes leadership to jurisdictions that may not share American economic interests. More immediately, delay allows risks to accumulate as digital assets become interconnected with traditional finance through retirement plans and institutional portfolios. Recent market failures demonstrate why regulatory clarity and investor safeguards matter. The 2022 collapse of crypto exchange FTX revealed an $8 billion dollar deficit in customer accounts, spreading losses to pension funds and individual retirement accounts. Investigators identified conflicts of interest and leverage that standard regulation would have prevented. When Silicon Valley Bank failed, one major stablecoin had 8% of reserves tied to that institution. The crisis resolved only because uninsured depositors received public support. These episodes reveal a pattern where institutions operating outside prudential supervision accumulate risks requiring public intervention. Markets function best when rules are clear, consistently enforced and apply equally to all participants. This principle applies whether the market involves energy commodities, agricultural credit or digital assets. Louisiana's economy depends on community banks that understand local conditions and maintain lending relationships through economic cycles. When regulatory gaps allow deposit flight to lightly supervised alternatives, these institutions lose capacity to serve small businesses and agricultural operations. Congress has made meaningful progress on consensus-driven legislation. Completing that work would provide clarity allowing legitimate innovation while preventing regulatory arbitrage that creates systemic risk. The alternative is waiting for the next crisis to demonstrate why such frameworks were necessary.