EditorialChief executives have long studied how to deliver good news and bad news. They’ve trained themselves to pitch big ideas and shoot down middling ones. Now they have a new skill to learn: the art of being vulnerable. (Jim Stoten/The New York Times)
EditorialPeople shopping for funeral or cremation services may be particularly vulnerable to overpaying or being swindled, which is why experts say it’s important to be cautious when making those decisions. (Till Lauer/The New York Times)
EditorialBig Tech got bigger-er and stronger in 2021. But it also appeared more vulnerable than ever to the forces of regulation, competition, a complicated public mood and perhaps hubris. (James Kerr/Scorpion Dagger/The New York Times)
EditorialLatrice Brooks, a crisis interventionist, at work alone in the SafeHaven office in Fort Worth, Texas, on May 5, 2020. (Christopher Lee/The New York Times)
EditorialLike much of corporate America, restaurant chains had spent a large chunk of their money in recent years on buying back their own stock, a practice aimed at bolstering its price. (The Heads of State/The New York Times)