Last week news broke that Taboola initiated a 5% workforce reduction. The story in itself is not remarkable. Everybody knows that the businesses of media and technology (among others) are undergoing dramatic structural changes that force serious introspection regarding skillset and market position. We also know that artificial intelligence tools can blah blah automate, blah blah enhance. What strikes me about this news is that this particular reduction in force was preceded by a new leader at the company as Chief Business Officer. I do not know the new CBO, who by many accounts, has a fine reputation after roles in numerous high-level positions and prestigious assignments at world renowned companies. I’m sure he does great charitable work, is a snappy dresser and helps little old ladies cross the street. However, it seems that upon taking this new job, his first order of business was to perform the old standby that new leaders often do: take a big job, built on the backs of hundreds of people who made it possible for you to join and then, fire scores of those very same people. Sadly, newly hired big shots need a signal that they’re the new sheriff in town and will prove it by making a big move in reducing the workforce. I disagree with this tactic.
Tale as old as time and lazy leadership indeed. Besides the folks who built the business and get dumped without a fair shot or assessment by new leadership, I also think about the employees (many times more junior folks) who remain, and how, from the jump, they have this experience. Does it teach them that this is how it's done once they climb the ladder? It feels like a vicious cycle! Appreciate this post and appreciate your leadership all these years later. Aside from learning and adapting to the inherited team members, you also have a knack for spotting potential in others when they don't yet see it for themselves :)
Love this Jason. Agree 100%. And love your newsletter.
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Tale as old as time and lazy leadership indeed. Besides the folks who built the business and get dumped without a fair shot or assessment by new leadership, I also think about the employees (many times more junior folks) who remain, and how, from the jump, they have this experience. Does it teach them that this is how it's done once they climb the ladder? It feels like a vicious cycle! Appreciate this post and appreciate your leadership all these years later. Aside from learning and adapting to the inherited team members, you also have a knack for spotting potential in others when they don't yet see it for themselves :)
Such leadership theater is insecurity. Not something you have to worry about.