For genuinely secure individuals, hateful comments are not a source of pain but a source of energy. They view the negativity as a signal they are making an impact and use it as motivation. Haters would be demoralized if they understood their attacks were actually strengthening their target's resolve.
Stop bucketing employees by generation. An individual's desire for remote or in-office work is dictated by their personality (e.g., extroverts needing social energy), life circumstances, and learning style, not their birth year. Ascribing preferences to "Gen Z" or "Boomers" is a flawed and divisive heuristic.
For an influencer moving to a corporate role, the key is finding a hiring manager who doesn't look at resumes. The influencer must clearly articulate the skills and desires they have for the new role (e.g., operations, sales) and not be defined by their past as a "content person." The challenge is finding the right audience, not changing the pitch.
Local service businesses can create a nationally shippable product (like a vase for a florist) to justify a presence on live shopping platforms. This broadens their audience, allowing them to capture local customers who discover them through the national broadcast while also selling the shippable item.
Even with a geographically-limited service, live streaming to a national audience is valuable. It leverages the "small world" effect; a viewer in another state might have a relative in your service area. This creates an opportunity for free, highly-trusted word-of-mouth referrals that traditional local advertising can't replicate.
When choosing between a higher-paying office job and a lower-paying remote one, base the decision on your primary source of energy. If you thrive on human interaction, the in-office environment is more valuable than the pay differential because it fuels your soul and performance. For some, the environment is non-negotiable.
Building a culture where teams hold each other accountable isn't complex. It requires a leader to be a "dictator" in setting clear expectations—literally saying "I want you all to be accountable"—and then being willing to deliver the verdict on consequences when people fail to meet those standards. The problem is often leader avoidance, not team inability.