Latest news with #networking
Yahoo
15 hours ago
- Entertainment
- Yahoo
This is the rudest thing you're doing every time you meet someone new — and it causes instant dislike
It's the common question that's an instant connection killer. When meeting someone new, it's not unusual to enquire about what that person does for work — but a body language expert says it's a surefire way to get off on the wrong foot. Vanessa Van Edwards, the author of 'Captivate: The Science of Succeeding with People' made the claim in an interview on The Diary of a CEO podcast, which has resurfaced after being recorded last year. 'Stop asking 'What do you do?'' Van Edwards declared. 'That is telling them their brain can stay on autopilot. Asking someone that question is really asking 'What are you worth?'' Because you may be subtly sizing up your new acquaintance with such a query, the expert asserted that the question is impolite. 'If someone's not defined by what they do, it's actually a rude question,' Van Edwards stated. 'You can replace it with 'Working on anything exciting these days?' or 'Working on anything exciting recently?' She explained that such questions allow people to answer in the way they feel most comfortable, possibly opening up the conversation to create more possibilities for connection. While most may choose to discuss their occupation, others will use the questions as opportunities to speak about an exciting hobby they are working on or a holiday they are planning. 'This is permission connection,' Van Edwards said. 'You ask someone that question, you are giving them permission if they want to tell you about what they do.' Van Edwards has also made headlines for revealing the questions you need to ask a spouse if you're in a struggling marriage. 'Ask, 'What's going on? Are you OK? What are you feeling? I want to be here for it.' Because then you're giving air to whatever that contempt is so that it can be addressed,' the communications maven told The Unplanned Podcast earlier this year.
CNA
a day ago
- Business
- CNA
US Justice Department settles antitrust case for HPE's $14 billion takeover of Juniper
The U.S. Justice Department has settled its lawsuit challenging server maker Hewlett Packard Enterprise's all-cash acquisition of Juniper Networks for $14 billion, according to court filings. The settlement requires the combined company to divest HPE's Instant On wireless networking business and license the source code for Juniper's Mist AI software used in Juniper's WLAN (Wireless Local Area Network) products. The joint settlement, filed late on Friday, requires approval by a judge and would avoid the need for a trial scheduled for July 9. In a joint statement, HPE and Juniper said the agreement resolves the Justice Department's concerns and clears the way for the transaction to close. HPE CEO Antonio Neri said the deal would offer customers a "modern network architecture alternative" tailored for AI workloads. The Justice Department did not immediately respond to a Reuters request for comment outside business hours. The department sued to block the deal in January, arguing that it would stifle competition and lead to only two companies - Cisco Systems and HPE - controlling more than 70 per cent of the U.S. market for networking equipment. In February, Juniper denied the government's allegations, saying in a filing that the complaint did not correctly represent the market dynamics for wireless network solutions and the companies' rationale for the deal.
Yahoo
a day ago
- Business
- Yahoo
HPE and Juniper Networks Reach Settlement With U.S. Department of Justice
HOUSTON & SUNNYVALE, Calif., June 28, 2025--(BUSINESS WIRE)--Hewlett Packard Enterprise (NYSE: HPE) and Juniper Networks, Inc. (NYSE: JNPR) today announced they have reached an agreement with the U.S. Department of Justice ("DOJ") that, subject to court approval, resolves the DOJ's lawsuit challenging HPE's acquisition of Juniper and clears the way for the transaction to close. "Our agreement with the DOJ paves the way to close HPE's acquisition of Juniper Networks and preserves the intended benefits of this deal for our customers and shareholders, while creating greater competition in the global networking market," said Antonio Neri, president and CEO of HPE. "For the first time, customers will now have a modern network architecture alternative that can best support the demands of AI workloads. The combination of HPE Aruba Networking and Juniper Networks will provide customers with a comprehensive portfolio of secure, AI-native networking solutions, and accelerate HPE's ability to grow in the AI data center, service provider and cloud segments." Upon close of the deal, the combined resources of HPE and Juniper are expected to drive faster innovation across networking silicon, systems, and software to meet customers' increasingly complex connectivity needs. This new alternative to legacy incumbent networking solutions positively changes the competitive dynamics in the networking market and provides customers with greater innovation, choice and faster time to value. Combined with the innovation from HPE in hybrid cloud, storage, compute and software, networking customers will now have an even stronger path to accelerate and simplify their AI transformations. "This marks an exciting step forward in delivering on a critical customer need – a complete portfolio of modern, secure networking solutions to connect their organizations and provide essential foundations for hybrid cloud and AI," said Juniper Networks CEO Rami Rahim. "We look forward to closing this transaction and turning our shared vision into reality for enterprise, service provider and cloud customers." On January 9, 2024, HPE announced its agreement to acquire Juniper in an all-cash transaction for $40.00 per share, representing an equity value of approximately $14 billion. The agreement satisfies the Department of Justice's concerns while maintaining the overall value of the transaction to HPE customers, partners, and shareholders. As part of the settlement, HPE has agreed to divest its global Instant On campus and branch business. After close, HPE will facilitate limited access to Juniper's advanced Mist AIOps technology. About HPE HPE (NYSE: HPE) is a leader in essential enterprise technology, bringing together the power of AI, cloud, and networking to help organizations achieve more. As pioneers of possibility, our innovation and expertise advance the way people live and work. We empower our customers across industries to optimize operational performance, transform data into foresight, and maximize their impact. Unlock your boldest ambitions with HPE. Discover more at About Juniper Networks Juniper Networks (NYSE: JNPR) is leading the convergence of AI and networking. Mist™, Juniper's AI-native networking platform is purpose-built to run AI workloads and simplify IT operations, assuring exceptional secure user and application experiences—from the edge, to the data center, to the cloud. Additional information can be found at X, LinkedIn and Facebook. Forward-Looking Statements This press release contains forward-looking statements within the meaning of the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. Such statements involve risks, uncertainties and assumptions and are based on HPE's current expectations, estimates, projections, beliefs and assumptions made by HPE, all of which are subject to change. All forward-looking statements by their nature address matters that involve risks and uncertainties, many of which are beyond HPE's control, and are not guarantees of future results. These and other forward-looking statements are not guarantees of future results and are subject to risks, uncertainties and assumptions that could cause actual results to differ materially from those expressed in any forward-looking statements and you should not place undue reliance on any such statements, and caution must be exercised in relying on forward-looking statements. The words "believe", "expect", "anticipate", "guide", "optimistic", "intend", "aim", "will", "estimates", "may", "could", "should" and similar expressions are intended to identify such forward-looking statements. All statements other than statements of historical fact are statements that could be deemed forward-looking statements, including but not limited to any statements related to future actions of HPE under the terms of the settlement with the Department of Justice; the completion of the proposed transaction; the ability of HPE to integrate and implement its plans, forecasts and other expectations with respect to Juniper's business after the completion of the proposed transaction and realize additional opportunities for growth and innovation; HPE's ability to implement its business strategies; and expectations of operational and/or financial performance of the combined company. Risks, uncertainties, and assumptions include those that are described in Hewlett Packard Enterprise's Annual Report on Form 10-K for the fiscal year ended October 31, 2024, subsequent Quarterly Reports on Form 10-Q, Current Reports on Form 8-K, and in other filings made by Hewlett Packard Enterprise from time to time with the Securities and Exchange Commission. HPE does not assume any obligation to publicly provide revisions or updates to any forward-looking statements, whether as a result of new information, future developments or otherwise, should circumstances change, except as otherwise required by securities and other applicable laws. View source version on Contacts Media Contact: Adam Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
a day ago
- Business
- Yahoo
How to become a 'sponsor' at work and help someone's career take off
If you really want to boost your career — and help other people rise — be a sponsor. In today's workplace that mashes up remote and hybrid and shrinking payrolls, it's tricky to find a champion to help you stand out and have your back. In 'The Doors You Can Open: A New Way to Network, Build Trust, and Use Your Influence to Create a More Inclusive Workplace,' Rosalind Chow, a Carnegie Mellon University organizational behavior professor and researcher, explains the value of having someone in your organization who is willing to put their own reputation on the line to help you get noticed — and talks you up to those who don't yet know how awesome you are. Chow's theory is that the path to leadership runs through helping people we respect get noticed and break barriers. It's pushing someone else's career ahead by advocating for raises, promotions, and participation in projects that have a direct impact on an employer's bottom line. By subscribing, you are agreeing to Yahoo's Terms and Privacy Policy I asked Chow to share some insights on how sponsorship works and why it's a two-way street. Here are edited excerpts of our conversation: Kerry Hannon: What is sponsorship vs. mentorship? I've been a mentor and a mentee, but not sure I've ever been a sponsor. Rosalind Chow: The key difference is with mentorship, mentors are essentially coaching mentees, giving feedback and encouragement. Sponsorship is not about asking a protégé to be any different than who they are, but to change how other people see that person. Isn't sponsoring just a step further than mentoring someone? Sponsors can start as mentors, but they are not mentors on steroids. It's a different way of supporting people, and you need both. What are the risks and the rewards of being a sponsor? It's like making a stock investment. There is some risk, but high reward potential. Sponsors who bring an amazing protégé to other people's attention — someone who other people were totally unaware of — are going to get a reputational boost. The risk of that is if you sponsor someone, and it turns out that they're not everything that you've hyped them up to be. The difference between sponsorship and mentorship is when your mentee doesn't do well, mentors typically are not seen negatively because their mentee does poorly. Most people just assume that the mentee is the problem. But with sponsorship, if a protégé goes out and does a bad job, it's not only that they look bad, but the sponsor looks bad. You're tying your reputation to somebody else. So when a protégé does well, it means you do well too. But if a protégé does poorly, then you also get taken down. What does a sponsor do? Sponsorship can take many different forms. In general, it's impression management — you are managing other people's impressions of someone. You are shaping a narrative around someone else who may not be known to others in positions of power. Or even if they're already known to other people, you're augmenting that positive perception that other people have of this person. The low-hanging fruit for sponsorship is just paying attention to what people are good at, or what they are interested in, or where they want to go. Then putting in a good word with the right people at the right time. The truth is saying nice things about other people is always the right thing to do anyway. Do you tell someone that you want to be their sponsor? It depends. There are two different lines of thinking. One is being very explicit with the person that you're sponsoring. If you do that, they realize that they're on the hook. For some people that's incredibly motivating and it makes them perform better. But for other people, if they find out about it, they interpret it as having a lot of slack, or latitude, to make mistakes or not have to put as much effort in. And you don't have to sponsor someone who reports to you. You can sponsor a colleague or peer. What's the difference between power and status? Power is typically control over resources. I have something that you need. Status is about respect and admiration. You can get respect and admiration in lots of different ways. What sponsors do is essentially raise the status of the people they know by connecting them and telling these positive stories about them to other people. You write that it's better to show than to tell when you are sponsoring someone — how so? Showing is when you put the protégé in a situation where they basically get to shine and other people draw their own conclusions. I'm not just telling you that this person is good at something. I am going to let them present the project so that it becomes clear that they have this expertise. Telling is when I go into a performance review meeting, and I say: "This person is our expert in this." You're telling the other person what they're supposed to think, and it means, then, that the other person has to trust your judgment. Showing is your big takeaway for your readers? Everyone can be a sponsor, and it is not predicated on being in a position of power — but, rather, your reputation and other people's trust in you. Helping somebody by spending time with them and giving them feedback is great. I am absolutely not saying that they shouldn't do that, but are there people who ought to know one another? Can you do more introducing? Can you say more about the good things that are happening in other people's lives? Sharing other people's good news will help your career and someone else's. You hone your reputation as someone who feels secure in yourself and is in the know and paying attention to what's going on with other people without feeling threatened by their talent. Kerry Hannon is a Senior Columnist at Yahoo Finance. She is a career and retirement strategist and the author of 14 books, including the forthcoming "Retirement Bites: A Gen X Guide to Securing Your Financial Future," "In Control at 50+: How to Succeed in the New World of Work," and "Never Too Old to Get Rich." Follow her on Bluesky. Sign up for the Mind Your Money newsletter Sign in to access your portfolio
Yahoo
a day ago
- Business
- Yahoo
How to become a 'sponsor' at work and help someone's career take off
If you really want to boost your career — and help other people rise — be a sponsor. In today's workplace that mashes up remote and hybrid and shrinking payrolls, it's tricky to find a champion to help you stand out and have your back. In 'The Doors You Can Open: A New Way to Network, Build Trust, and Use Your Influence to Create a More Inclusive Workplace,' Rosalind Chow, a Carnegie Mellon University organizational behavior professor and researcher, explains the value of having someone in your organization who is willing to put their own reputation on the line to help you get noticed — and talks you up to those who don't yet know how awesome you are. Chow's theory is that the path to leadership runs through helping people we respect get noticed and break barriers. It's pushing someone else's career ahead by advocating for raises, promotions, and participation in projects that have a direct impact on an employer's bottom line. By subscribing, you are agreeing to Yahoo's Terms and Privacy Policy I asked Chow to share some insights on how sponsorship works and why it's a two-way street. Here are edited excerpts of our conversation: Kerry Hannon: What is sponsorship vs. mentorship? I've been a mentor and a mentee, but not sure I've ever been a sponsor. Rosalind Chow: The key difference is with mentorship, mentors are essentially coaching mentees, giving feedback and encouragement. Sponsorship is not about asking a protégé to be any different than who they are, but to change how other people see that person. Isn't sponsoring just a step further than mentoring someone? Sponsors can start as mentors, but they are not mentors on steroids. It's a different way of supporting people, and you need both. What are the risks and the rewards of being a sponsor? It's like making a stock investment. There is some risk, but high reward potential. Sponsors who bring an amazing protégé to other people's attention — someone who other people were totally unaware of — are going to get a reputational boost. The risk of that is if you sponsor someone, and it turns out that they're not everything that you've hyped them up to be. The difference between sponsorship and mentorship is when your mentee doesn't do well, mentors typically are not seen negatively because their mentee does poorly. Most people just assume that the mentee is the problem. But with sponsorship, if a protégé goes out and does a bad job, it's not only that they look bad, but the sponsor looks bad. You're tying your reputation to somebody else. So when a protégé does well, it means you do well too. But if a protégé does poorly, then you also get taken down. What does a sponsor do? Sponsorship can take many different forms. In general, it's impression management — you are managing other people's impressions of someone. You are shaping a narrative around someone else who may not be known to others in positions of power. Or even if they're already known to other people, you're augmenting that positive perception that other people have of this person. The low-hanging fruit for sponsorship is just paying attention to what people are good at, or what they are interested in, or where they want to go. Then putting in a good word with the right people at the right time. The truth is saying nice things about other people is always the right thing to do anyway. Do you tell someone that you want to be their sponsor? It depends. There are two different lines of thinking. One is being very explicit with the person that you're sponsoring. If you do that, they realize that they're on the hook. For some people that's incredibly motivating and it makes them perform better. But for other people, if they find out about it, they interpret it as having a lot of slack, or latitude, to make mistakes or not have to put as much effort in. And you don't have to sponsor someone who reports to you. You can sponsor a colleague or peer. What's the difference between power and status? Power is typically control over resources. I have something that you need. Status is about respect and admiration. You can get respect and admiration in lots of different ways. What sponsors do is essentially raise the status of the people they know by connecting them and telling these positive stories about them to other people. You write that it's better to show than to tell when you are sponsoring someone — how so? Showing is when you put the protégé in a situation where they basically get to shine and other people draw their own conclusions. I'm not just telling you that this person is good at something. I am going to let them present the project so that it becomes clear that they have this expertise. Telling is when I go into a performance review meeting, and I say: "This person is our expert in this." You're telling the other person what they're supposed to think, and it means, then, that the other person has to trust your judgment. Showing is your big takeaway for your readers? Everyone can be a sponsor, and it is not predicated on being in a position of power — but, rather, your reputation and other people's trust in you. Helping somebody by spending time with them and giving them feedback is great. I am absolutely not saying that they shouldn't do that, but are there people who ought to know one another? Can you do more introducing? Can you say more about the good things that are happening in other people's lives? Sharing other people's good news will help your career and someone else's. You hone your reputation as someone who feels secure in yourself and is in the know and paying attention to what's going on with other people without feeling threatened by their talent. Kerry Hannon is a Senior Columnist at Yahoo Finance. She is a career and retirement strategist and the author of 14 books, including the forthcoming "Retirement Bites: A Gen X Guide to Securing Your Financial Future," "In Control at 50+: How to Succeed in the New World of Work," and "Never Too Old to Get Rich." Follow her on Bluesky. Sign up for the Mind Your Money newsletter Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
