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In 2007, a Swiss newspaper asked former Federal Reserve chair Alan Greenspan whom he predicted would be elected president the following year. He dismissed the question out of hand: "It hardly makes any difference who will be the next president. The world is governed by market forces."

It was an odd remark coming from a man appointed by the president of the United States. And yet it contained a remarkable truth.

For more than two decades, a bipartisan collection of politicians, academics, business leaders and policy "experts"-call them the "Uniparty"-devoted much of its energy to fighting for, and later defending, an unquestioning commitment to the free flow of people, goods and capital around the world. So closely synced were the bipartisan coconspirators that their arguments and talking points were virtually indistinguishable. On trading freely and ignoring borders, there was no daylight between Democrats and Republicans, no debate. It hardly mattered who would be president; both nominees desired a world governed by markets, not the people.

As Russia's invasion of Ukraine and China's saber-rattling toward Taiwan make clear, globalization is not simply the natural state of affairs. And in hindsight, the globalist policy program-of free trade with China, open borders to the world and the flow of real investment out of the domestic economy-was disruptive and harmful to the United States. Understanding how the Uniparty pulled the wool over our eyes is critical to ensuring that such a betrayal of American interests does not happen again.

First, Uniparty leaders appealed to American idealism to distract from concerns about the real-world consequences of their proposals. They tapped into post-Cold War optimism and turned it into delusion. With communism defeated, they argued, all nations were poised to embrace American-style capitalism and democracy, and it was America's responsibility to bring them both.

Politicians enlisted trade policy in their campaigns on the belief that free trade and democracy go hand-in-hand. As President George W. Bush argued, "Societies that open to commerce will one day open to liberty." It was an inevitability: the possibility that nations like China might adopt one but not the other was not, therefore, a matter of concern. And besides, argued Clinton treasury secretary Larry Summers, "welcoming China into the global economic system is right for the American economy and for the global economy."

The Uniparty's promise never panned out, and free trade failed to free the world from authoritarianism-look no further than the Chinese Communist Party. But America still paid the price of unfair competition and offshoring.

When not taking credit for the glories of globalization, Uniparty leaders on both sides of the aisle insisted the matter was entirely outside their control. President Bill Clinton insisted "globalization is not something that we can hold off or turn off. It is the economic equivalent of a force of nature." Much like a hurricane, the free flow of capital and goods across borders cared little what the American people thought or how they might be affected. Appealing to democratically elected leaders to pursue a different course was futile.

There were, in fact, plenty of policy decisions to be made. The United States was not forced to trade freely with China. But the Uniparty repeated the mantra coined by Democrat Xavier Becerra-then a California congressman and now Joe Biden's secretary of health and human services-that "globalization is a fact, not a policy option." Feigning powerlessness was convenient for politicians who didn't want to exercise their power to protect American interests-be they domestic industries suffering from unfair competition or American workers left behind by offshoring.

Rather than acknowledge the tradeoffs, the Uniparty relied on economists to spin an argument that would make Pollyanna blush. Americans were promised, in the words of Bill Clinton, that they would "be leveling up, not leveling down." Republican Senator Phil Gramm extolled the "untold benefits to our people" that free trade would bring-"not the least of which are high-paying jobs." The conservative Heritage Foundation's Larry Wortzel promised that "China's eventual accession to the WTO...would mean more jobs and job security for American workers." Not only would free trade create more jobs, the story went, but those new jobs would also be better than the old ones.
Video: Energy Crisis Has Major Geopolitical Implications: FDD's Shaffer (Bloomberg)
Experience would soon expose these as false promises. As factories shuttered due to offshoring, opportunity vanished for more Americans every year. Jobs in the fastest-growing sectors like health care and hospitality paid less than the sectors that dwindled. Dependence on government assistance and opioids became more prevalent. Even the pathway through higher education offered little escape as universities minted new graduates at a faster rate than the economy could create "jobs of the future" that required a degree.

But the Uniparty argued that if Americans suffered, it was not without purpose. Free trade, its leaders maintained, was humanity's greatest anti-poverty program, and adopting their preferred policies would lift billions out of subsistence. "The complete elimination of barriers to trade," the Bush's administration's Trade Representative, Robert Zoellick, promised, "could lift an additional 300 million people...out of poverty." Economic policy was an act of benevolence, not of statecraft.

In some respects, this argument was the one they got right. Alleviating world poverty is an admirable goal, and trade has delivered tremendous benefits to developing nations. But that result alone cannot justify a policy that did grievous harm domestically. Policymakers are elected to serve their own constituents-not those of other nations. A trade negotiation is not a charity auction.

After far too many years, globalization is finally facing a public reckoning. What was once a durable bipartisan consensus now faces bipartisan scrutiny. Between pandemic-ravaged supply chains and the prospect of a long war in Europe, the promise of a rules-based global order, governed by free markets and filled with free people, seems as quixotic as ever.

As policymakers reconsider that global order and America's proper role within it, we must not forget how far political rhetoric led America astray in just a few decades. The Uniparty remains in power today, and the public remains susceptible to its untampered idealism, feigned powerlessness, false promises and misplaced benevolence.

Americans must look past the rhetoric and demand a frank reassessment of our nation's economic policies and a sincere attempt to recover our balance after decades of misguided embrace of globalization.

Today we are suffering the devastating consequences of the Uniparty's radical globalization program. Our industrial strength has atrophied as production has moved offshore. Domestic growth and investment have stagnated as investors send their capital overseas. Meanwhile, the typical American faces poorer job opportunities, greater dependency on government and a lower life expectancy than at any point in nearly two decades.

At least the imported flatscreen TVs are cheaper.
Wells King is the research director at American Compass. The views expressed in this article are the writer's own.
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Globalization: America's Biggest Bipartisan Mistake | Opinion

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In 2007, a Swiss newspaper asked former Federal Reserve chair Alan Greenspan whom he predicted would be elected president the following year. He dismissed the question out of hand: "It hardly makes any difference who will be the next president. The world is governed by market forces."

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When you are promoted into a role where you are managing people, you don't automatically become a leader. There are important distinctions between managing and leading people. Here are nine of the most important differences that set leaders apart:
1. Leaders create a vision, managers create goals.
Leaders paint a picture of what they see as possible and inspire and engage their people in turning that vision into reality. They think beyond what individuals do. They activate people to be part of something bigger. They know that high-functioning teams can accomplish a lot more working together than individuals working autonomously. Managers focus on setting, measuring and achieving goals. They control situations to reach or exceed their objectives.
2. Leaders are change agents, managers maintain the status quo.
Leaders are proud disrupters. Innovation is their mantra. They embrace change and know that even if things are working, there could be a better way forward. And they understand and accept the fact that changes to the system often create waves. Managers stick with what works, refining systems, structures and processes to make them better.
3. Leaders are unique, managers copy.
Leaders are willing to be themselves. They are self-aware and work actively to build their unique and differentiated personal brand. They are comfortable in their own shoes and willing to stand out. They're authentic and transparent. Managers mimic the competencies and behaviors they learn from others and adopt their leadership style rather than defining it.
4. Leaders take risks, managers control risk .
Leaders are willing to try new things even if they may fail miserably. They know that failure is often a step on the path to success. Managers work to minimize risk. They seek to avoid or control problems rather than embracing them.
5. Leaders are in it for the long haul, managers think short-term.
Leaders have intentionality. They do what they say they are going to do and stay motivated toward a big, often very distant goal. They remain motivated without receiving regular rewards. Managers work on shorter-term goals, seeking more regular acknowledgment or accolades.
6. Leaders grow personally, managers rely on existing, proven skills.
Leaders know if they aren't learning something new every day, they aren't standing still, they're falling behind. They remain curious and seek to remain relevant in an ever-changing world of work. They seek out people and information that will expand their thinking. Managers often double down on what made them successful, perfecting existing skills and adopting proven behaviors.
7. Leaders build relationships, managers build systems and processes.
Leaders focus on people - all the stakeholders they need to influence in order to realize their vision. They know who their stakeholders are and spend most of their time with them. They build loyalty and trust by consistently delivering on their promise. Managers focus on the structures necessary to set and achieve goals. They focus on the analytical and ensure systems are in place to attain desired outcomes. They work with individuals and their goals and objectives.
8. Leaders coach, managers direct.
Leaders know that people who work for them have the answers or are able to find them. They see their people as competent and are optimistic about their potential. They resist the temptation to tell their people what to do and how to do it. Managers assign tasks and provide guidance on how to accomplish them.
9. Leaders create fans, managers have employees.
Leaders have people who go beyond following them; their followers become their raving fans and fervent promoters - helping them build their brand and achieve their goals. Their fans help them increase their visibility and credibility. Managers have staff who follow directions and seek to please the boss.

Are you a manager or a leader?

Join me! I'm delivering a special Forbes Webinar with Kimberly Horner: The New Rules for Personal Branding. We'll share everything you need to know so you can build your brand for the digital age. It's on September 12 th at noon EDT. Register here.
William Arruda is the cofounder of CareerBlast and co-creator of The LinkedIn Profile Type Indicator (LPTI) which measures your LinkedIn profile likability and credibility.

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9 Differences Between Being A Leader And A Manager

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When you are promoted into a role where you are managing people, you don't automatically become a leader. There are important distinctions between managing and leading people. Here are nine of the most important differences that set leaders apart: 1. Leaders create a vision, managers create goals.

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What is Human Resource Management?

Human Resource Management (HRM) is a collective term for all the formal systems created to help in managing employees and other within a company. Human resource management is tasked with three main functions, namely, the recruitment and of employees, and designating work. Ideally, the role of HRM is to find the best way to increase the productivity of an organization through its employees. Despite the ever-increasing rate of change in the corporate world, the HRM role is not likely to change in a significant way.

Until recently, a company's HR department was categorized in the lower rungs. This is surprising considering the crucial role that this department plays in replenishing and nourishing an organization's resources.

Principles of Human Resource Management

The HR department has transformed significantly from the task-oriented nature of administration it used to be in the 1980s. It is now viewed as a strategy-focused extension of every firm. The HR department thrives on specific principles, as highlighted below:

1. Commitment

One aspect that the HR department tries to deal with is job security. To guarantee job security, many employees know that they need to show commitment to the company and their job duties. The HR management comes in to put measures in place that ensure that staffing levels correspond to the company's needs and that, in the process, assure employees of their long-term positions within the organization. The firm demonstrates its long-term commitment to the workers by providing regular training, performance evaluations, and goal-setting activities Team Building .

2. Competence

Competence is one of the core principles that supports a company's growth and development. It is also an aspect that affects employees' job satisfaction and how the company benefits society. The success of a firm depends on the competency of its employees. The HRM department tries to sustain workforce competency by providing training opportunities. It also schedules orientation programs, which provide avenues to enlighten new employees on a company's and objectives.

Training and orientation are essential in improving employees' skills, knowledge, and competency. The benefit of having a competent workforce is that it leads to the production of safe and reliable products and services that consumers can rely on. In the absence of a high level of competence, a company will be susceptible to lawsuits and legal claims resulting from the products and services that it renders.

Main Functions of Human Resource Management

1. Employee Recruitment

Recruitment is the process of identifying talent gaps in a company and finding the right people to fill the roles. There are four stages in the employee recruitment process:

Job analysis - This involves defining the various aspects of a job through job description and specification. Through job description, the HRM department identifies the tasks required for a specific job while the latter defines the requirements an individual needs to fulfill that job.

Sourcing - This encompasses the different techniques a company employs to attract potential candidates to fill a given position. This can be achieved through internal and external advertisements.

Screening and selection - This is the process of evaluating the candidates who apply for the job. The evaluation is performed to determine the skills, qualifications, competency, and job-related experience that potential candidates bring to the table.

Selection of the right candidates - Once the best candidate has been selected, the next process that follows is onboarding. This is simply helping the new recruits become productive members of the company.

2. Employee Orientation

Another core function of human resource management is employee orientation. Also known as onboarding, it is the process of teaching new recruits the necessary skills, knowledge, and behaviors so that they can transition to the new company effectively.

Employee orientation is a broad process conducted by the HR department, and it's done through different methods, including lectures, meetings, videos, mentoring, and team-building exercises. The main objective of the orientation is to provide new recruits with adequate information regarding the company's targets, rules, policies, and activities.

3. Employee Development

Employee development refers to all the efforts for improving personal, team, and organizational effectiveness. One aspect the human resource department tackles is talent development. This involves aligning the employees' skills with the company's needs. In addition to hiring, training, and orienting employees, HRM should also improve their career opportunities.

Essentially, it is more economical to improve a company's current workforce than to hire new employees in the future. So, employee development is a trade-off through which human resource management saves money by avoiding the potential costs of hiring new employees.

Summary

Human resource management refers to the process of recruiting and developing a company's workforce. The HR department is concerned with identifying talent gaps in a company, advertising for positions, evaluating potential candidates, and hiring top talent.

Human resource management does not just handle the recruitment of new employees; it also oversees redundancy for companies that want to downsize. HR management also oversees orientation programs to introduce new employees to the company's goals, objectives, and policies. Overall, human resource management guarantees the smooth running of employees within a company.

Related Readings

CFI is the official provider of the global Financial Modeling & Valuation Analyst (FMVA)™ Become a Certified Financial Modeling & Valuation Analyst (FMVA)® certification program, designed to help anyone become a world-class financial analyst. To keep learning and advancing your career, the additional CFI resources below will be useful:

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