In our increasingly interconnected world, sensors are the unsung heroes, gathering data that drives everything from smart homes to industrial automation. But a common Achilles' heel plagues them: batteries. These power sources are bulky, require periodic replacement, and can be environmentally unfriendly

Learning how to capture monsters in Monster Hunter Wilds is a good way to end a fight quickly, and get more rewards in the process.Its only an option when the monster is nearly dead which just so happens to be when its at its most dangerous. To capture a monster, youll have to prepare with certain traps and bombs.You can also capture small monsters, known as endemic life the little bugs and lizards you see running around to earn some extra Guild Points and to complete certain side quests.Our Monster Hunter Wilds guide will tell you all about capturing monsters large and small, and how to craft the materials youll need for capturing them.When can you capture monsters in Monster Hunter Wilds?Technically, you can capture monsters at any time in Monster Hunter Wilds provided you have the necessary traps see a later section on how to craft these. As soon as you can wear a monster down, and can craft traps and tranq bombs, youre ready. You dont need to formally unlock anything.That said, you wont get an official quest that involves capturing a monster until after the credits roll in the main story and you enter High Rank, though. In that mission, Chapter 4-1 New Ecosystems, youll get the tutorial popup for how to capture.Again, you can still capture large monsters at any time if you prefer to get started ahead of then, as explained below.How to capture monsters in Monster Hunter WildsBefore you can capture a monster, youll need to make sure you have traps like shock traps or pitfall traps and tranq bombs in your item pouch. You dont have to add them to your radial menu(s), but you do have to be able to access them from the item bar.There are two steps to capturing a monster. The first step is to wear a monster down and reduce their health until theyre almost dead. Your palico might say something like, Its looking weak! Almost there! The more reliable clue is when a skull icon appears next to their icon on your minimap.When the monster is weak, its time to trap and capture it. There are a couple more steps now setting traps and hitting it with tranq bombs. If the monster is weak enough, one or the other might knock it out. If its still going strong, you might need to use both.Lay a trap and lead the monster into it. Once its ensnared, run up and drop a few tranq bombs on or near it. When the monster passes out, youll get several rewards for its capture, just like you would if you carved its corpse.How to craft traps and tranq bombsCrafting the items you need for capturing a monster will take a bit of work. For traps, youll need to buy trap tools from the provisioner in any base camp.The items youll need to craft include:Pitfall trap 1 trap tool and 1 net (made from 1 ivy and 1 spider web). You can find ivy in Windward Plains and Scarlet Forest. For spider webs, you need to look someplace where there are spiders. You can find some in Scarlet Forest, Oilwell Basin, and Iceshard Cliffs.Shock trap 1 trap tool and 1 thunderbug capacitor. Youll make thunderbug capacitors by collecting thunderbugs. Youll only find those in Windward Plains.Tranq bomb 1 sleep herb and 1 parashroom. Sleep herbs can be found in Windswept Plains, Scarlet Forest, and Iceshard Cliffs. For parashrooms, all four regions Windward Plains, Scarlet Forest, Oilwell Basin, and Iceshard Cliffs have them.When can you capture endemic life in Monster Hunter Wilds?You cant capture any endemic life in Monster Hunter Wilds until after you attempt to visit Ysais village and get turned away. On your way back to the base camp in Windward Plains, youll meet your first Doshaguma and gather some honey.When you drop off the honey at the provisions shop, hell give you your Essential Items: a portable BBQ grill (for cooking), fishing rod (for fishing), binoculars, capture net, throwing knife, paint pod, and ghillie mantle.The capture net is what youre after. To equip it on your bow caster, hold down L1/LB, hit down on the D-pad, and then move the right thumbstick to the upper right to highlight the net in your Essential Items.How to capture endemic life in Monster Hunter WildsOnce you have the capture net, capturing endemic life is just kind of point and click. When you spot an interesting bug or lizard, you just need to equip your capture net. Aim it at what you want to capture. If its something you can nab, the reticle will turn yellow-orange. Youll fire the capture net with R2/RT.Just make sure you dont fire the hook slinger with circle/B instead. That will collect the creature instead of capturing it.Capturing endemic life this way doesnt get you any materials, but it does earn you Guild Points that youll use for things like building pop-up camps and increasing your hunter rank on your way to High Rank.Our Monster Hunter Wilds guides can outline your progress with our main story walkthrough and monster list ahead of reaching High Rank, help you settle on an armament with our weapons list and best weapons explainers, and show you how to get ores, bones, and monster tails.

Good design doesnt necessarily make our world better. We need to elevate our design practice to strategically drive positivechange.Illustration by: Sh8peshifters / Source: https://www.designingtomorrowbook.com/Co-written by Martin Tomitsch and SteveBatyThe world is filled with good design. We have awards for good design. We have museums that mummify good design in display cabinets. We have good design processes, principles, andmethods.Companies that deliver well-designed products are adored, idolised, and copied. Businesses strive for good design to help them flourish in themarket.There is nothing wrong with good design. It can solve problems, give delight, and inspire beautiful thoughts and deeds. But as futurist Bruce Sterlingsays:Good design doesnt necessarily make our worldbetter.Whether you are a designer or work for an organisation that designs things, its time to realise that good design is no longerenough.This is not, of course, a call for bad design. As Sterling goes on to point out, bad design very commonly makes [the world]worse.But good design is not going to solve our planetary crisis.To continue doing good design while the world around us burns is like drinking a glass of champagne and listening to classically trained musicians as the Titanic slides into the freezing ocean. Our planet is heading towards irreversible tipping points akin to the Titanic approaching theiceberg.Design not only has a role to play in changing our course away from planetary ecocide, it has also contributed to the crisis we find ourselves in.As designers, we can no longer afford to ignore the unintended consequences of design decisions that prioritise humans and their needs without accounting for planetary perspectives.How did we gethere?For centuries, organisations have turned to design to help them succeed in the market. Organisations have adopted human-centred design to innovate and deliver products and services that meet the needs of their consumers.If design decisions are based on what people desire, so the mantra goes, the design willsucceed.But what does it mean to succeed in todaysworld?We grab onto metrics and industriously insert our rich data into spreadsheets and presentation slides. Metrics like user satisfaction and customer growth justify time and investment spent on creating more goodthings.It works so well because metrics are facts management can righteously sign off on and use to drive the companys focus for the next quarter. Much of designs role in business is geared towards profit-making and quarterly profit growth, feeding the metricsmachine.If we are able to improve consumer satisfaction, we can grow our users, customers, and sales, leading to more profits. But whats good for the next corporate quarter is not necessarily good for society or ourplanet.The human-centred designdelusionAs designers, we aspire to help people live better lives. The real benefit that we help to create, however, is in the interest of corporations and their shareholders.Are we solving problems for people, or helping fill the pockets of shareholders? (Based on the original diagram for human-centred innovation popularised by Stanford Universitys Hasso Plattner Institute ofDesign)We are deluding ourselves if we still think that companies are investing in human-centred design to make the world a betterplace.We may believe we are acting on behalf of the consumer. But the consumer has become the product and human-centred design a mechanism to monetise them effectively and efficiently.Designers contribute to a game where the goal is growthto make more stuff to sell to morepeople.And the world doesnt need more stuff. According to a study published in Nature, human-made things now outweigh all life on Earth. This includes roads, houses, printing paper, coffee mugs, smartphones, and all the objects that we have produced to support human activity.Every week, we produce new stuff that weighs more than the combined body weight of the worlds human population.Human-made stuff weighs more than all of natural life on Earth (Source: https://www.scientificamerican.com/article/human-made-stuff-now-outweighs-all-life-on-earth/)Theres no PlanetBYou dont need a doctorate in earth sciences to figure out that this kind of growth cannot be sustained. Our planet isnt able to regenerate itself quickly enough to make up for our rapid consumption of resources.Last year, Earth Overshoot Day fell on August 1st. The day marks the date by which we used up all the ecological resources that the planet generates during the entireyear.To sustain our current lifestyle, we need 1.7 Earths. We are using up the resources of future generations. If the whole world population lived like the United States, we would need 5.1 Earths eachyear.If the whole world population lived like the United States, we would need 5.1 Earths each year (Source: https://overshoot.footprintnetwork.org/how-many-earths-or-countries-do-we-need/)We are starting to experience the consequences of human impact: Global warming is more likely than not to reach 1.5 degrees Celsius. The Intergovernmental Panel on Climate Change predicts that rising temperatures caused by human activity will lead to an intensification of multiple and concurrent extreme weatherevents.Its not just physicalstuffIf you are reading this thinking, I dont design physical stuff; Im not contributing to the depletion of Earths resourcesthink again. Even if your work is in the digital sphere or your organisation is providing services with no tangible components, you are almost certainly contributing to the growth of human-made things weighing down ourplanet.The hidden impact of UX design stems from the physical infrastructure that underpins our digital systems and the behavioural patterns driven by design decisions.The website you are designing? It doesnt live in a serene cloud; it sits on a server that is housed in a concrete data centre and requires a significant amount of electricity to keep itrunning.The online shopping service that youve just improved based on user research? It will allow more people to purchase more things more easily, and those things must all be manufactured, stored, shipped, used, maintained, and eventually disposedof.Even digital platforms and services have an impact on the environment and contribute to the stuff weighing down the planet (Source: https://www.designingtomorrowbook.com/)Taking charge of changing thecourseIf the beliefs that underpin current economic thinking and the actions of organisations operating in a liberal market system have set us on this course, we need to shift those beliefs and how organisations operate.For too long, we have designed our world around us ignoring the downstream consequences and the impact of our design decisions on the broader ecosystems.As we are experiencing the effects of our growth-focused economic structures, it almost seems like we have already left it too late to changecourse.Using the metaphor of a bus barrelling towards a cliff, writer Cory Doctorowtweeted:In many ways, its a terrible future. Its too late to build a bridge, or fix the buss brakes, or do anything except yank the wheel. Its gonnahurt.The captain of the Titanic received numerous warnings of ice and icebergs throughout that fateful day. A specific iceberg warning was sent to the ocean liner by another ship exactly two hours before the crash, enough time to change direction and save more than 1,500 lives. By the time the crew spotted the iceberg dead ahead, it was too late to change the direction of the 47,000 tonnes heavyvessel.Leaving the decision to correct our course away from planetary ecocide to the last few minutes risks equally devastating outcomes.As designers working for organisations and clients that steer the ocean liner and influence the trajectory of the bus, we should have started this work decadesago.But we were induced to focus on other issues, distracted by corporations spending millions of dollars fighting the truth, clouding judgement, and influencing leaders so that business-as-usual could continue.A great blessing for corporationsOur attention to helping organisations design things their customers desired has been a great blessing for corporations. Instead of designers holding businesses accountable by uncovering the unintended consequences that their products and services create, they have been kept busy generating customer insights and searching for ways to improve the users experience.Its convenient to have next-day delivery of cheap products and a frictionless online shopping experience. But fast shipping means more delivery vehicles on roads and accelerates greenhouse emissions. To offer products at low costs, they are imported from faraway countries and made from cheap plastics that end up in landfill. What if the team designing Amazons 1-Click feature had considered these unintended consequences 30 yearsago?Our happy ending isnt averting the disaster. Our happy ending is surviving the disaster. writes Doctorow.To survive the disaster, our planet needs designers doing the right thing now, before it is too late to changecourse.We need designers that are like good ancestorsInstead of good designs that win awards we need good designers.Like good ancestors, good designers are able to think long-term and act on behalf of future generations.They are effective collaborators and know how to facilitate the contributions of others and use partnerships to enact positivechange.They are able to envision multiple futures and form networks to advocate for the actions that need to be taken now to stop the bus from plunging into thecanyon.Being a good designer means challenging the status quo and bringing diverse perspectives into the design and decision-making process.To achieve this, we need to expand our tool kits and mindsets, which includes a shift from human-centred to life-centred thinking and a reduction in dominant western perceptions towards plurality.Taking a long-distance perspective to shift our approach to making design decisions (Source: https://www.designingtomorrowbook.com)Making small changes to generate a cumulative impactTaking urgent action is not a revolution; for it to be effective it has to be an evolution. This is not about yanking the wheel. Its about making small changes now to generate a cumulative impact overtime.As a consumer, we have the ability to change our own behaviour. With some luck, we can convince a few others within our circle of influence, like our family and friends, to adopt more sustainable ways ofliving.The actions of designers and decision-makers, however, are amplified, built into thousands or millions of products and interactions. How those products and interactions are designed has knock-on effects on resource consumption, supply chains, consumer behaviours, and corporate agendas.As designers, we have the power to influence the front-row occupants that determine the trajectory of the bus barrelling towards the canyon. We have the tools to gather diverse perspectives and visualise multiple future scenarios and the far-reaching impacts they mayhave.The Titanic was a human-made masterpiece, a celebration of engineering feats and design brilliance. The first-class decks offered a luxurious experience with a spacious restaurant and Turkish baths. It was precisely this focus on perfecting the first-class travel experience that led to short-sighted decisions like reducing the number of lifeboats.The short-sighted decisions organisations around the world continue to make today have an indisputable global-scale impact on the environment, communities, and future generations.To strategically drive change in organisations, we have to realise that our role as designers must go beyond merely designing things.What we help to create has the power to influence the impact organisations bequeath theplanet.How to start practising and thinking like a gooddesignerTo elevate the impact of our design work and drive positive change within organisations, we need to adopt a strategic and holistic viewwhich is what underpins the practice of strategic design.Strategic design, at its core, is committed to the long-term perspectivethe where to go partwhich requires futures thinking and using tools like scenario planning and backcasting to identify potential futures and the initiatives needed to deliberately shift towards those futurestates.We can employ the impact ripple canvas to look for positive and negative big picture impacts, develop a more complete depiction of the entities affected by those impacts with an actant map, and use systems mapping to understand the second- and third-order effects of design decisions.Instead of a business model canvas that solely prioritises the value proposition for customers, we can turn to the triple layered business model canvas to bring social and environmental perspectives into the designprocess.Most importantly, we need to startsmall.In the current global climate, trying to affect any kind of positive change may seem like an insurmountable task. But we can achieve a significant impact over time through implementing small steps, one percent at atime.As designers, we can achieve a significant impact through implementing small change that has a compounding effect overtimeMuch of our design work is directed towards small changes. Yes, a radical transformation is needed to cut emissions and stop the depletion of ecological resources. But transformation starts with small change that compounds and grows exponentially overtime.This is the opportunity for designers and decision-makers to make a difference.This article is adapted from the first chapter of the book Designing Tomorrow.The limits of good design was originally published in UX Collective on Medium, where people are continuing the conversation by highlighting and responding to this story.

Perspective from a Canadian UXerContinue reading on UX Collective

The Samsung Galaxy S26 Ultra has been tipped to come with even smaller bezels than the Galaxy S25 Ultra, which is already near enough all screen that extra shrinkage could mean a 7-inch Galaxy display is on the way.

A bad employee onboarding experience could be costing US businesses more than they realize thanks to broader knock-on effects.

Gallup recently released newdataon employee engagement, and the results are dismal. Just 3 out of every 10 employees are actively engagedwhich is the lowest percentage in a decade. But despite decades of effort and investment in tackling disengagement, this persistent issue endures.If you conduct an Amazon search for books on employee engagement, youll get thousands of results. There are also dozens of apps and platforms that promise to unleash human potential and help people transform, not to mention countless, self-described coaches offering services related to re-engaging the workforce. Weve seen the rise and fall of perks culture, added opportunities forhybridandflexible work, and wage increases averaging 39% over the last 10 yearsall in an attempt to fix this seemingly systemic issue.And yet, nothings moved the needle on engagement. Why?Despite all these efforts, weve missed something fundamental: Engagement doesnt come from where or when we work or what we get for doing it. It comes from what weexperiencewhile working.Work is relationshipsWe construct our work experience through our interpersonal relationships. The psychologist David Blustein captured this reality when hewrotethe following in theJournal Of Vocational Behavior, . . . each decision, experience, and interaction with the working world is understood, influenced, and shaped by relationships.Gallups latest data reveals that only 39% of employees think someone cares about them as people at work. Less than half say that their bosses and colleagues treat them with respect, and just 30% say their place of work encourages potential and development. Other studies from the last five years show that 30% of people feel invisible at work, 65% feel underappreciated, and close to 82% of workers say theyve feltlonely, as reported by SHRM.This paints a clear picture: Were not facing a disengagement crisiswere facing amattering deficit, and more apps, surveys, perks, or pay increases wont fix this. Only people can.People wont care if they dont feel cared forMatteringis the experience of feeling significant that comes from being seen, heard, and valued.Its also a prerequisite for engagement. And engagement is when employees care about what theyre doing, how theyre doing it, and who theyre doing it with. Itis the experience of feeling significant that comes from being seen, heard, and valued.But we cant expect people to care if they dont first feel cared for. According to theJournal of Organizational Psychology,there are three psychological states thatpredictengagement: psychological meaningfulness (I and what I do matter), psychological safety (I can show my true self without fear of consequences), and psychological availability (I have the physical and psychological resources I need to do my work).You can cultivate relationships to make people feel seen, supported, and valued. This is why organizations need to shift their focus from merely measuring engagement to equipping leaders with the skills to cultivate its leading indicator: mattering.Re-skill leaders so that they careBuilding on almost a half-decade of research on what creates a sense ofmattering, psychologistIsaac Prilleltenskydistinguished two ingredients necessary to feel significant. When we feel that others value us and we know how we add value to their lives. Feeling valued and adding value have a reinforcing relationship. The more we feel valued, the more we add value.When leaders value the people they lead, those people can contribute, create, and innovate, because they know someone sees them, hears them, and has their back. Relationships in which we feel cared for reinforce our worth and ability, forging our confidence to add value.When people feel like they matter to someone, they act like they matter, they engage. A mistake many leaders subconsciously make is to assume that people only deserve value once they add value, but the opposite is true: People need to feel valued to add value.Money, perks, programs, awards, and platforms cant value someone. Theyre inanimate objects. They can be symbols of value, but only people can value people. Thats why re-engagement begins with re-skilling leaders to care, truly see and hear others, and help them understand the difference they make every day.The essential skills to create a culture of significanceSo, where do we start? In research for my new book, The Power of Mattering, my team and I uncovered three critical skill sets of leaders that cultivate a sense of mattering:Noticing:This is the skill of truly seeing and hearing others.Seeingothers requires you to acknowledge them and paying attention to the details, ebbs, and flows of their lives and work while offering actions to show them youre paying attention.Hearingsomeone means demonstrating a real interest in the meaning and feeling behind someones words and inviting out their experiences and perspectives within a climate of psychological safety.Affirming:The skills of knowing, naming, and nurturing peoples gifts, showing how they and their work make a difference, giving meaningful gratitude, and providing affirming critical feedback.Needing:The skills of showing people how they and their work are indispensable and non-disposable.The good news is that mattering happens in small interactions, not grand initiatives. Addressing disengagement requires a commitment to re-learning and scaling these essential human skills.Leaders can start by making sure that they take the time to make the next person they interact with feel noticed, affirmed, and needed.

In todays high-stakes business environment, stress isnt just an individual challengeits a force that shapes careers and organizations. The U.S. Department of Labor finds that 83% of workers suffer from work-related stress, and 54% say that work stress affects their home lives.In my coaching work with hundreds of professionals annually, Ive witnessed firsthand how impossible it is to separate stress from career trajectories; they are intertwined, each influencing and shaping the other. Stress can derail even the most carefully planned career paths, yet we often treat career decisions as purely rational, despite the fact that our psychological state profoundly influences the choices we make. Ive practically tested these insights with individuals and leadership teams.Here are five key theories that can help us make better decisions at workand how leaders can set up their teams for success:1. Cognitive Load TheoryIts well known that when stress increases, it causes our mental bandwidth to shrink dramatically, and its harder to weigh risks and rewards objectively. According to the American Psychological Associations 2024 Work in America survey, 77% of U.S. workers experience work-related stress, with 36% reporting cognitive fatigue. Ive seen that cognitive overload can be a recurrent theme in high-stakes professions like healthcare, finance, and emergency services.Muscle memory cant necessarily be depended on, as each case demands fresh analysis rather than routine responses. That results in errors with vast consequences, including profound ones like death. It can also be a trend with early-career professionals who must juggle skill acquisition with performance expectations and show higher rates of burnout and worsened mental health.Example: A high-performing individual contributor, overwhelmed by multiple deadlines and an unexpected project, starts working longer hours, missing crucial meetings, and making uncharacteristic errors in financial reports, as their mental resources are depleted.What leaders can do: Think of managing cognitive load like tending a garden by creating space for growth, pruning unnecessary meetings, and protecting blocks of time for deep work. Task prioritization tools can also reduce decision fatigue and encourage breaks, allowing minds to refresh and ideas to flourish. Remember, a well-rested team will outperform an exhausted one every time.2. Dual-Process TheoryCognitive psychologists Peter Wason and Jonathan St. B. T. Evans suggested the dual-process theory in 1974. The theory identifies two distinct thinking systems: fast, intuitive reactions and slower, analytical reasoning. Under stress, we are more likely to default to the quick-response system, bypassing careful analysis and consideration. Being mindful of stress levels helps prevent impulsive career decisions that may not align with long-term goals.Example: After receiving tough feedback during a performance review, a team leader immediately volunteers for three high-visibility projects and begins working weekends, making reactive decisions that further compound their stress.What leaders can do: If you work in a fast-growing startup with demanding client relationships or a company in volatile markets, your cultural environment may be problematic for dual-process thinking. When characterized by rapid decision cycles and high-stakes outcomes, these environments can push professionals into reactive thinking patterns.In our rush to make decisions, we often forget the power of pause. Take a look at the past quarters major decisions to see if you can spot patterns of reactive thinking. It can also be a good idea to help foster mentor relationships that offer fresh perspectives and openly share your journey from reactive to responsive decision-making. If teams see thoughtful choices modeled, it helps them trust their analytical minds over their impulses.3. Affect HeuristicThis psychological principle demonstrates how emotional states act as mental shortcuts in decision-making. Under stress, our emotional filters become increasingly dominant, often distorting our professional judgment.I frequently observe how bias impacts how we make decisions when fatigued and how it manifests in the daily activities of leaders. For instance, one tech leader admitted to me that they had recently realized they had been hiring people who reminded them of themselves. Tired brains naturally gravitate toward what is familiar and comfortable, yet stress-induced emotional decisions often amplify biases, leading to overlooked talent and missed opportunities.Example: A product manager, experiencing pressure from stakeholders, makes sweeping product changes based on a single negative customer review, disrupting the product roadmap and team morale.What leaders can do: Start each week with a gentle emotional temperature check of your team. Ask each person to share one word that captures their current mindset. When doing so, watch for red flags like short, clipped responses, unusual irritability, or typically vocal team members falling silent.You can also use open-ended simple questions that reveal hidden work-related stress, such as Whats taking up the most space in your mind right now? or Is there anywhere that you feel stuck? When team members default to fine or okay, go beyond surface-level responses and gently probe deeper with questions like What does fine look like for you today?If you notice patterns of responses hinting at exhaustion or hear words like overwhelmed or drained from multiple team members, be mindful of making major decisions. This quick emotional weather report allows you to read your teams emotional state, meaning you get better at spotting when someone is frustrated, overwhelmed, or excitedeven when its not explicitly stated, preventing teams from making unsound choices.4. Self-Determination TheoryThe self-determination theory includes three fundamental psychological needs: autonomy, competence, and relatedness. When stress compromises these core needs, decision-making becomes reactive and short-sighted. Ive witnessed this being especially critical in modern hybrid and remote work environments, where traditional support structures take on virtual forms.Example: Feeling isolated and disconnected, a remote worker begins to disengage from team projects, miss key deadlines, and secretly apply to competitors without making an attempt to resolve their frustrations about their current job.What leaders can do: While building a rewarding career requires self-motivation on behalf of the employee, as a leader, picture yourself as an architect of autonomy, designing spaces where people shape their work while staying connected to the larger mission. If youre not already creating opportunities for meaningful connection in both virtual and physical realms, now is the time to do so. When people feel genuinely supported, they thrive.5. Career Construction TheoryAn employees professional identity is the story they tell about themselves at work, whether theyre the Excel wizard or the one who always gets things done. When organizations undergo significant changes, like switching to entirely new software systems, reorganizations, or new management, these identities can suddenly feel shaky or irrelevant to your team members.Stress can also fragment these personal narratives, making maintaining a coherent career vision challenging. When youre stressed, its harder to articulate your thoughts and sell yourself, a product, or an idea. Couple that with productivity anxiety, and you can see why theres an organizational need to support the skill of building a personal brand.Example: During organizational restructuring, an early-career professional becomes fixated on worst-case scenarios, exhibits less diverse thinking, and finds it hard to articulate the impact of their work.What leaders can do: Research from Deloitte indicates that 40% of Gen Z employees report feeling stressed most of the time, which impacts decision-making, confidence in their career narratives, and the time and energy to upskill in their career. Yet, every career tells a story, and helping shape the narratives of those at high risk of burnout is perhaps leaderships most subtle art.Suppose your team isnt surpassing its potential, engagement is dipping, and you cant name two to three of your employees non-work-related strengths. Bring in support to holistically bolster employee brands (and the companies, too).By understanding these frameworks and taking action, you can help create environments that support rational decision-making and emotional well-being. The future belongs to organizations that recognize stress management isnt just about individual coping mechanismsits about building systems that help people think clearly and choose wisely.

Reverse charging your earbuds case with compatible smartphones (mainly flagships) is nothing surprising. However, your earbuds case doubling as a wireless power bank for charging the phone is unheard of. Thats why the HMD Amped earbuds are so special. Revealed at the Mobile World Congress 2025, these pair of wireless earbuds bring unprecedented functionality to the world of wireless gadgets.The Finnish smartphone maker claims them to be the worlds first wireless earbuds with a charging case that wirelessly charges up any compatible phone. On that note, we totally agree, as we have not seen any such gadget so far, not in the concept world too. Any smartphone that supports Qi2 wireless charging can be charged with the Amped earbuds case as it houses a 1,600mAh battery in its slim design. A magnetic wireless compatible phone will hold the earbuds case in place just like a power bank which is useful functionality when you need the most.Designer: HMD GlobalTo give you a fair idea, any earbud case with a good battery capacity can charge your earbuds several times over to last a day or more. Each of the earbuds can typically have a 40mAh battery that lasts around 8-9 hours (with ANC off) before requiring a recharge. Amped earbuds are at a Boss level in that respect as they can stretch for almost 95 hours with charge cycles inside the case. That means you are good for a few days of music listening, even with the occasional phone reverse-charging during that stint. The case is IPX4 rated for dust and water resistance while the buds come with the typical ANC, transparency, and call wind noise reduction modes. The IP54-rated earbuds are spring-loaded into the case and come with a hinged design to go straight into the housing.From the design perspective of the buds, we are not too sure how comfortable they are going to be given their flat stems. That said, the oval ear tip shape should make the buds more comfortable minus an occlusion. The case weighs just 80 and is 14mm thick which is impressive given the battery it houses inside. Given the stellar specifications and functionality of the buds with a 10mm driver, 3 microphones on each bud, environmental noise cancellation for call quality, touch control operation, Google Gemini AI assistant support, Find My Device on Android, and Snapdragon Sound tech they should be good for daily use.HMD has gone with the modern color options for the earbuds to make them appealing to the Gen-Z crowd. Both the case and the buds come in color-matching cyan, black or pink variants. Amped earbuds are priced at 199 (approximately $210) keeping them in close proximity to the flagship earbuds. Theyll be up for purchase in April in the European market with no confirmed time frame for the US market.The post HMD Amped earbuds can wirelessly charge your phone, yet offer few days of non-stop music first appeared on Yanko Design.

Nick Stat explains how he made the eerie, atmospheric environment for the sci-fi horrors of Alien: Romulus.