Anthony Constantino got a lot of responses after he sent a mass email to his custom printing company’s customers with the subject line “Trump 2024.”

Some recipients applauded the Sticker Mule co-founder’s message, which called for a stop to “insane political hate” toward former president Donald Trump and his supporters, after an attempted assassination of Trump on July 13. Others responded with intense distaste, especially once the memo went viral on social media.

Prior to Constantino’s email, which Sticker Mule also published on social media, the Amsterdam, New York-based company wasn’t particularly known for its political stances. Now, its post on X alone has at least 10.3 million views.

The virality raises a question among leadership experts: During politically fraught moments, do bosses have a responsibility to issue public statements? If you want to maximize your impact, keep your messaging within your company, says Steven Collis, a productive discourse expert and author of the upcoming book, “Habits of a Peacemaker: 10 Habits to Change Our Potentially Toxic Conversations into Healthy Dialogues.”

“You really need to assess how much good do statements like this really do. Do they actually persuade the public on something?” Collis, who teaches at The University of Texas at Austin School of Law, tells CNBC Make It. “The more important question is, could you do something else more valuable that gets less public recognition, but addresses this issue that you’re worried about?”

Emotions ran high on July 13. For Constantino, who co-founded the custom printing services company in 2010, supporting the 45th U.S. president was imperative.

“I don’t care what your political views are but the hate for Trump and his supporters has gone too far,” Constantino wrote. “I support Trump. Many at Sticker Mule do. Many at Sticker Mule also support Biden. The political hate needs to stop.”

“Btw, this week, get 1 shirt for $4 (normally $19). I suggest buying one that shows you support Trump,” he added in his email, which a recipient screenshotted and posted to Reddit. Those two sentences appear to have been removed from the version Sticker Mule posted to social media.

The memo prompted more than 30,000 comments across social media platforms, and hundreds of reaction videos on TikTok. “You have my business for life,” one Instagram user wrote. “Bye Sticker Mule! Seeking a new sticker supplier as we speak. SMH,” commented another.

Some people sent death threats to the company’s customer support team, Constantino tells CNBC Make It. The company “took swift action by issuing a $2500 bonus to all 79 people on our support team to thank them for dealing with the bulls—,” he says.

Constantino stands by his original email, he notes.

“Sticker Mule has an incredible reputation as a generous, caring brand and we are happy to take some heat to educate the world that the extreme hatred directed at Trump and his supporters is wrong,” he says, adding: “We are doing the right thing to make the world happier … Sticker Mule wants max happiness for everyone.”

Sticker Mule joins a growing number of companies that have waded into culture and political wars over the past decade, from controversial commercial ads to race relations campaigns.

Even Disney found itself weighing in, with then-CEO Bob Chapek publicly opposing Florida’s “Don’t Say Gay” law in 2022. The trend shows just how much pressure many CEOs feel to speak out, especially when pressed by employees or customers to do so.

Collis has a few do’s and don’ts for bosses facing these kinds of situations, he says:

• Do a thorough benefits and costs assessment before sending out commentary
• Don’t make hasty public statements without considering ethical implications, including potential legal liabilities and impact on work culture
• Do consider alternative actions, like implementing an employee resource group or donating to a cause you feel passionately about
• Don’t release public commentary just to make yourself look good

“Much of [Sticker Mule’s] communication was focused on the idea of our political rhetoric just being too hateful,” Collis says. This approach is, ironically, unlikely to persuade most people to change their tone, and can “cause more harm than good,” he says.

“Instead of issuing a public statement, perhaps promote roundtable discussions or bring someone in to do training [on] productive discourse,” adds Collis.

If you really have to make a public statement, study JPMorgan Chase CEO Jamie Dimon, Collis says: Dimon sent a staff memo on Sunday urging his employees to engage in “constructive dialogue” following the assassination attempt, without noting his personal feelings on the matter.

“On behalf of our entire leadership team, our thoughts today are with the former President, his family and the families of those who were tragically injured and killed,” Dimon wrote. “We must all stand firmly together against any acts of hate, intimidation or violence.”

“That’s a much better practice,” Collis says. “He’s not taking a strong stance on a particular issue … The benefits of [this message] are much better than issuing a really strong opinion about a current hot topic on which we all have strong opinions.”

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This story is part of CNBC Make It’s The Moment series, where highly successful people reveal the critical moment that changed the trajectory of their lives and careers, discussing what drove them to make the leap into the unknown.

Jay Chaudhry never thought he’d run a business, amass a fortune or help popularize an entire industry. Not growing up in rural India, not upon moving to the U.S. in 1980 to study engineering and marketing, not even after landing jobs at tech giants IBM and Unisys.

“I have no background of entrepreneurship in my family of small-scale farmers. So if you asked me, ‘Did I ever think about becoming an entrepreneur in my childhood [or] early years of my career?’ Not really,” Chaudhry, the billionaire founder and CEO of cloud security company Zscaler, tells CNBC Make It.

It took Silicon Valley’s dot-com boom — the wild success stories of tech startups like Netscape — to get Chaudhry thinking in 1996, “Why shouldn’t I start a company?” He made the rash decision to quit his job as an executive at Atlanta-based tech company IQ Software, and his wife Jyoti quit her job as a systems analyst at telecommunications giant BellSouth.

Together, they plunged their life savings — roughly $500,000 — into SecureIT, a cybersecurity software startup they co-founded in 1997. At the time, “maybe less than 5% of Fortune 500 companies had firewalls,” Chaudhry says. “Within 18 months, we had deployed firewalls in about 50% of [the] Fortune 500.”

His timing was perfect: In 1998, Chaudhry sold SecureIT to VeriSign in an all-stock deal worth nearly $70 million. Over the ensuing decade, the husband-and-wife duo founded two more cybersecurity companies and an e-commerce business, each of which got acquired.

By 2007, they were already wealthy entrepreneurs, and Chaudhry — who gets “bored” without something to work on — decided it was time to launch “one big company and put 200% focus on that,” he says.

That company was Zscaler, which aimed to help companies transition away from outdated firewalls and into the cloud era. The couple invested $50 million of their own money, says Chaudhry. Today, it brings in $1.6 billion in annual revenue and has a market value of roughly $30 billion.

Chaudhry’s own net worth is estimated at $11.5 billion by Forbes.

Here, Chaudhry talks about putting his family’s savings on the line to follow his gut, how his upbringing influenced his relationship with money and the advice he’d give someone who wants to quit their job to start a business.

CNBC Make It: What prompted you to stake your entire life’s savings on a startup idea — in an industry that didn’t really exist yet?

Chaudhry: This thing happened because I love to read and I love technology.

In 1996, Netscape had just launched and gone public, and I was fascinated by it. I said, “If [Netscape co-founder] Marc Andreessen could start a company — he was a young guy [right] out of college — why shouldn’t I start a company?”

My wife and I talked a few times, and the more we thought about it, the more conviction we got around it: [Netscape’s web browser] is the way to access information, and it should become popular. But if every company is connected to the internet, that means there will be security risks.

That was my simple thinking. There was no IDC or Gartner study about the market size. It was largely based on what the gut told us.

A gut feeling is one thing. Betting every dollar to your name is another.

It started out with us saying, “Let’s go get venture capital funding.” I had no experience raising funds, and I realized soon that it wasn’t that easy. This was [1996], Atlanta was not a VC mecca and we kept hearing, “Hey, you don’t have any experience.”

We were disappointed, but our conviction was building, which led to me saying, “Why don’t we put our life-savings on the line?”

I didn’t know anything. So, I really didn’t know how big the risk was. I couldn’t quantify it.

How did you make peace with that risk?

After talking back and forth, we asked each other, “What’s the worst thing that can happen?” The company could shut down, we’d lose all of our savings.

The next question was, “Can we find jobs?” There was lots of confidence that we could.

I never had money in my early childhood, so there was never a notion that I must buy A and B and C. Our lifestyle was pretty simple. Our house in Alpharetta, Georgia, was $200,000 — a nice, typical middle-class house at that time — and we didn’t have any fancy cars or fancy payments.

Our only child at that time was going to a public school. There wasn’t a lot of overhead. We said, “Let’s take a chance.”

When a bet pays off, does that success make you more confident to take on bigger risks? Were any of your other ventures as risky as that first one?

The [financial] risk of SecureIT was, like, 1,000 times more than the risk of Zscaler. The amount I invested in Zscaler was a small fraction of my net worth.

But Zscaler was much harder. I put more money in it than all the others combined. I took bigger bets. I hired people more quickly to solve some very hard problems. I wanted to do something big, something lasting.

We were trying to solve a problem that was futuristic. Will it be successful or not? Will the market take off or not? That was all unknown.

So if you asked me the chances of success of Zscaler, there was a much higher risk. Because, with SecureIT, it was fairly obvious that as you connect to the internet, you need firewalls.

What’s your best advice for someone who’s thinking about quitting their job to start their own business?

First, build conviction by learning more about what you want to do. Don’t just do some of the cursory work.

Second, start by putting in your own money. That actually is part of testing your conviction. If you really have conviction, you’ll take a chance on yourself. That also means you’ve done some serious homework, you’re ready, you’re committed.

You can also make decisions the way you want to make decisions. If Zscaler was largely owned by VCs, they probably could have shut it down. It took us a few years to really start getting traction in the market, and VCs can write you off and move on. They say, “It’s one of my 20 investments.”

When you put in your own money, this is the only business you have.

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How do you instantly gain someone’s trust? Whether it’s a new friend, a colleague, or a romantic prospect, genuinely connecting and building strong bonds might seem daunting, but emotional intelligence is absolutely an ability that you can learn.

I’m a Harvard-trained emotional intelligence researcher and the founder of Mind Brain Emotion, a company that makes card games, like 52 Essential Relationship Skills, to help people build the “human skills” that can help them thrive in social settings, from coping to critical thinking. 

I’ve spent much of my career exploring the ways that the most successful and effective communicators develop relationships. Here are three things people with high emotional intelligence always do when talking to others:

DON’T MISS: The ultimate guide to becoming a master communicator and public speaker

The most emotionally intelligent people have an exceptional ability to weave questions into any conversation to spark and sustain interest. 

Often, their initial questions are focused on getting to know your experiences, thoughts, and feelings. They ask intentional, open-ended queries like:

• “How did you get into … ?”
• “What are your thoughts on … ”
• “How do you feel about … ?”

They have a rhythmic way of sprinkling follow-up questions about you throughout the interaction. Their ability to demonstrate social awareness and empathy — hallmarks of emotional intelligence — enables them to appear authentic, rather than nosy.

They connect on both intellectual and emotional levels. They may ask about your passions, happy places and pain points. This genuine interest drives their desire to help and others to reciprocate.

The result is that everyone leaves the interaction feeling seen, heard and valued.

When a stranger feels instantly familiar and relatable to you, it might be because they are mirroring you. That’s the practice of subtly mimicking the behaviors, speech patterns and body language of others.

Highly emotionally intelligent people are skilled at reading social cues and mirror the people they speak with to deepen a connection. 

They pay close attention to tone, pace, and choice of words, and reflect these back in their responses. If you’re speaking slowly or excitedly, they might adjust their tempo to match your emotions. Similarly, if you lean in or make a gesture, they might do the same.

Mirroring is not about copying, replicating or manipulating. Rather, it’s about aligning with the other person’s communication style to build trust and show respect.

This behavior is the external manifestation of an internal desire to empathize and connect on a deeper level.

People with high emotional intelligence openly share their setbacks. They are not afraid to reveal their fears and failures. They see vulnerability as a strength and a means to build deeper connections.

They understand that their mistakes do not define them and that their job is not to please everyone. People with high EQ possess the emotional security and courage to be disliked.

They also have an uncanny ability to turn negativity into productivity. They observe how others react to their setbacks and use this information to filter out supporters from detractors.

They focus on what they can learn from their setbacks. That’s a hallmark of self-management and resilience, two key traits of emotional intelligence.

By sharing both their positive and negative experiences, highly emotionally intelligent people encourage those around them to share, learn, and grow together.

Dr. Jenny Woo is a Harvard-trained educator, EQ researcher, and founder/CEO of Mind Brain Emotion. She created a series of educational card games and mental health tools to help kids and adults develop human skills in the age of AI. Her award-winning card games, the 52 Essential Coping Skills, 52 Essential Critical Thinking, and 52 Essential Conversations are used in 50+ countries. Follow her on LinkedIn, YouTube, and Instagram.

Want to be a successful, confident communicator? Take CNBC’s new online course Become an Effective Communicator: Master Public Speaking. We’ll teach you how to speak clearly and confidently, calm your nerves, what to say and not say, and body language techniques to make a great first impression. Get started today.

This story is part of CNBC Make It’s Millennial Money series, which details how people around the world earn, spend and save their money.

After graduating from Syracuse University in 2017 and spending three years working corporate jobs in both advertising and marketing in New York City, Vienna Hintze wanted a change.

In 2020, the then 24-year-old struck out on her own and created her own digital marketing agency. In September 2022, she moved to Los Angeles while running her agency from her apartment, but still found herself longing for something more.

“I was kind of losing the why behind what I was doing,” she tells CNBC Make It. “I had moved out to L.A. and something just wasn’t working anymore. I had changed everything about my life except my agency.”

That restless feeling led to a talk with her therapist, who advised her to create a list of what she wanted from her ideal job. Hintze listed out that she wanted to work with her hands, be outside interacting with people and that she’d love to own an old pickup truck.

About a week later, she came up with the idea to start her own flower truck business, Main Street Flower Truck.

Since launching in August 2023, the business has brought in around $44,000 in revenue, plus an additional $4,500 in cash, Hintze estimates.

In May 2024, the now 29-year-old’s business brought in around $16,000 that month alone.

“If you’re living with your happiness, the money will follow,” she says.

Hintze grew up in Long Island, New York, and her father used to commute to his job as a firefighter in a pickup truck. Her mom held many different jobs but her love of gardening was a mainstay, Hintze says. So both the vehicle and the bouquets were familiar to her.

“Growing up, she had the entire backyard blossoming and blooming constantly,” Hintze says. “And some of my favorite memories with my dad was driving around in his little pickup truck.”

She decided to name her company after the street where she grew up, Main Street. But before she could move forward, she needed to obtain a key element: the vehicle.

Since she was still running her digital marketing agency full-time, she had only looked at, and taken test drives in, a few potential trucks. Eventually, by accident, she stumbled upon the perfect one.

When her parents came to visit her and her sister in Los Angeles last May, they decided to drive to Ojai, a small town in Ventura County about two hours outside of the city. While cruising along a back road, she spotted a bright green pickup truck with a for-sale sign in the window that looked similar to the one she drove while in high school.

“This felt very meant to be,” she says.

After the family pulled over to inspect the truck, Hintze wrote down the number on the for-sale sign. She called the owner that same day to ask if she could take it for a test drive. The seller agreed and told her that she had just replaced the engine and the transmission.

“I put my hands on the hood of the truck and just had this thought to the universe saying, ‘Please, if this is meant to be, please give me a sign.’”

The universe delivered: The owner told Hintze that the truck’s name is “Fiona.”

“My name is Vienna and every time I have introduced myself to someone in L.A., only in L.A., they’ve all asked me if I just said ‘Fiona’,” she says. “So that was my sign that, absolutely, I need to buy this truck.”

Two weeks later, she purchased Fiona for around $10,000 using money from her personal savings. Although she felt nervous about whether the flower truck would be successful, she was confident in her ability to run her own business.

“As scary as it was to pull the trigger on the flower truck, I already knew that I was the type of person to be all or nothing on whatever I do,” she says. “I was going to be 100% dedicated to it, and anything it takes to make it work I was going to definitely do.”

In August, Hintze began selling flowers from her pickup truck on the side while running her digital marketing agency. But as business began to pick up for her flower truck, clocking in for her marketing job got harder.

“It was like pulling teeth to get me to log in every day,” she says.

She knew she had a decision to make: Should she focus on running the flower truck full time, or her marketing agency? By February, she made the choice to pour all of her time and energy into growing her flower truck business.

Hintze decided to put her advertising and social media marketing skills to work for her own brand, and saw the results of her efforts pay off a few months later in April.

“I had some content start to go viral which felt incredible because, for the first time, I was marketing my own brand and it was the most authentic thing I had ever done,” she says.

That’s not to say Hintze hasn’t faced unexpected challenges. Since she spends thousands purchasing flowers, she used trial and error to figure out how much she should charge in order for her business to be profitable, for example.

″[At] the very first pop-up, I was selling huge bouquets for $7 and lot of that was just to prove to myself people will buy these bouquets, keep going,” she says. “I definitely lost money that day, but that’s OK.”

Her flower truck business brings in money in three ways, Hintze says: through pop-up events, corporate bookings and video shoots.

At pop-up events, she drives her truck full of freshly picked flowers that she’s arranged into bouquets to various locations around Los Angeles. She sells them for anywhere between $10 for a mini bouquet to up to $75 for larger custom arrangements made right on the spot.

“It’s always really fun to hear about whoever’s receiving the bouquet because then I customize it based on what they might like and their personality,” she says.

In between pop-ups, she books corporate events, parties and weddings. So far, she’s worked with a number of companies, including Lululemon, Free People and Universal Music Group.

For these events, the company or person can choose to rent the truck without flowers; rent the truck with flowers that can be sold to attendees; or rent the truck and pay for the flowers up-front to be given out to attendees for free. For these events, she charges based on how long they’re booking the truck and how many flowers they’d like to purchase.

Since flowers are seasonal, she earns more money in some months than others. Sales tend to fluctuate around holidays like Valentine’s Day and Mother’s Day, she says.

In general, Hintze aims to book at least three events each month, which she says generates enough money to cover her living expenses. However, she tries to keep her personal expenses low so that she doesn’t outspend her earnings.

In May, however, Hintze had the most bookings since she began her flower truck business. She booked 10 events and brought in a little over $16,000 in revenue.

“I’m hoping to keep that momentum up for the rest of the year,” she says.

Here’s a look at the Main Street Flower Truck’s expenses for May 2024:

Hintze’s largest expense is flowers, which totaled about $2,304 in May.

Before a pop-up or other type of event, she swings by her local flower district to choose which flowers looks the freshest and brightest, she says.

“I always gravitate toward wild flowers and things that look very whimsical and fairy-like,” she says. “I think it makes it the most fun-looking setup for the truck.”

She then brings those home and begins prepping them for sale by removing leaves, thorns and cutting stems. Finally, she arranges the flowers into bouquets and places them into various vessels, such as antique milk jugs and vintage buckets.

Her other expenses come from gas and maintaining her pickup truck. While the truck hasn’t needed any expensive repairs since she bought it, occasionally, she’s had to learn how to fix mechanical issues on the fly.

“One of the biggest issues having an older truck is the amount that it breaks down and having to randomly jump start it the morning of a pop-up when you’re set to be there at a certain time,” she says.

Moving forward, Hintze plans on continuing to grow Main Street Flower Truck and help companies and individuals bring their floral dreams to life. But she isn’t thinking about expanding her one-woman business yet.

“People ask me a lot if I’m going to franchise the truck and have a fleet of flower trucks, and I don’t see that being the plan for maybe ever, but definitely for a while,” she says. “My goal is to have the flower truck be as successful as it can as its own standalone, and see how far that can go.”

She hopes that the truck can be featured in TV shows or movies one day. “In the future, I’m hoping that Fiona will have her red carpet moment,” she says.

Hintze plans to continue to enjoying the freedom and work-life balance she’s gained by starting Main Street Flower Truck.

“I’m excited to keep exploring the creativity that I have that was pushed away for so long and really develop a routine out here that keeps my peace of mind at the forefront,” she says.

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Bridgit Mendler’s path from Disney Channel star to space startup CEO started with — quite literally — an accident.

The 31-year-old is the CEO and co-founder of Northwood Space, a company based in El Segundo, California that aims to mass-produce ground stations — otherwise known as the antennae that communicate with space satellites. It’s a far cry from her youth spent as a child actor and recording artist, known for roles in Disney Channel shows and films like “Good Luck Charlie” and “Lemonade Mouth.”

“While everybody else was making their sourdough starters [during the Covid-19 pandemic], we were building antennas out of random crap we could find at Home Depot … and receiving data from [National Oceanic and Atmospheric Administration] satellites,” Mendler told CNBC on Monday while announcing her startup.

Mendler was still acting on screen as recently as 2019 — but her new career path began more than a decade ago, when she unintentionally marked a box on her University of Southern California college application.

“I’m studying anthropology,” Mendler told ABC’s “Jimmy Kimmel Live” in 2015. “But it was an accident … I was doing the application all on my own. I think I didn’t really understand how it worked. I put down like five different things that I would potentially want to be in as a major, and I got my acceptance letter, and it’s like, ‘You’re in anthropology.’”

The educational field resonated with her: Despite dropping out of USC in 2016, she later pursued a master’s degree in humanity and technology from the Massachusetts Institute of Technology, according to her LinkedIn profile.

She’s now working to complete PhD and juris doctor programs, she wrote in a post on social media platform X on March 7, after this story was first published. According to her LinkedIn profile, those programs are respectively at the MIT Media Lab and Harvard Law School, where she said she served as co-president of the Harvard Space Law Society between 2022 and 2023.

“I have two engineer parents,” Mendler said at an Atlantic Live event in 2018. “My mom’s an architect and my dad designs car engines. So there was a lot of math-y science-y talk when I was a kid.”

Her off-screen experiences lend credence to Northwood, which she co-founded with her husband, CTO Griffin Cleverly, and head of software Shaurya Luthra — whom she referred to as her “two favorite ground nerds” in a LinkedIn post.

The startup is already on the radar of several venture capital investors, raking in $6.3 million in initial funding from firms like Founders Fund, Andreessen Horowitz, Also Capital and Humba Ventures.

Some of Northwood’s early employees have track records at Elon Musk’s SpaceX, Peter Thiel’s Palantir Technologies and aerospace technology company Northrop Grumman, Mendler noted in her LinkedIn post.

“At Northwood, we’re rethinking infrastructure for satellite backhaul from the ground up. We have our sights on building a data highway between earth and space,” she wrote, adding: “We have a lot of work ahead of us but that’s the fun part.

Correction: This story has been updated to reflect that Mendler dropped out of USC in 2016, and include her statement on social media platform X that she has not yet completed her PhD or juris doctor studies.

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