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Linus Media Group CEO Terren Tong also responded via email, saying he was “shocked at the allegations and the company described” in Reeve’s posts. He went on to note that “as part of this process, beyond an internal review we will also be hiring an outside investigator to look into the allegations and will commit to publish the findings and implementing any corrective actions that may arise because of this.”

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[-] unscholarly_source@lemmy.ca 333 points 1 year ago* (last edited 1 year ago)

Wow quick and decisive action by CEO to call in external investigation. Reading Linus' response, it doesn't even appear that he would consider external investigation. He states that HR would conduct a thorough review. I'll be frank, I don't trust Colton to run the HR review.

I bet once this issue is resolved, we might see Terren bring in external subject matter experts to completely overhaul LMG business operations. HR consultants, Operations and Logistics consultants, Finance, etc. Up until now, LMG was/is run by a self-taught/self-made/learning-on-the-job crew. Can't do that when you're now a corp.

Edit: I would love to sub to a channel called TBT (Terren Business Tips) 😂

[-] MotoAsh@lemmy.world 137 points 1 year ago

It is HIGHLY silly to even imply these woes are from a, "learn-on-the-job" crew/etc.

Many of the allegations are about basic factual information being wrong and a terrible work environment.

Those DO NOT naturally show up in any ol' little work environment. They show up when there's a lack of professionalism and basic respect for fellow humans.

[-] galloog1@lemmy.world 92 points 1 year ago

That culture comes from a lack of process and experience of large organizations. The second that a team grows beyond 7 people it has grown beyond the direct control of any one person and the culture takes on a life of it's own. If not addressed early in growth, issues typically spiral and are either not caught or are allowed to exist out of a perceived necessity.

Small organizations are nimble so they do not need to formalize cultural and HR processes in the same way that large organizations do. If the leader sees something they don't like, they address it. It isn't just about basic respect. We all bring our own cultural issues to an organization. A lack of professionalism comes hand in hand with smaller creative organizations. That's what makes them entertaining. It also enables the toxic tendencies of some people as they are allowed to slip in and as the pressure builds. Don't confuse professionalism with respect.

These things don't happen immediately either. It happens over time as people get tired and impatient so they are not on their best behavior. We all go through a storming process. That's when toxic culture can set in if good lower level leadership doesn't catch and address it. That takes training and a formal approach to organizational structure, not just production processes.

I am one of those outside consultants.

[-] Crashumbc@lemmy.world 20 points 1 year ago

Toxic environments can also be brought in by toxic leadership. Like a VP that intentionally pissed workers off because "they work harder"

[-] squaresinger@feddit.de 5 points 1 year ago

My sister once worked for a guy who's management strategy was "Employees should be so unhappy that they are close to quitting but just content enough to not quit."

He thought, that way he'd get the most value out of the employees.

Needless to say, his business wasn't going well because all employees were pissed all the time and that's not a good thing when they all have to work with customers. Also, the turnover was really high. But the boss didn't really notice.

[-] galloog1@lemmy.world 1 points 1 year ago

Absolutely! The training I bring up is for the leadership at all levels. The fun challenge as a consultant is to make changes to the people who are paying you without being fired. It can be frustrating but also really rewarding when it works out.

[-] unscholarly_source@lemmy.ca 2 points 1 year ago* (last edited 1 year ago)

I need to learn how you do it... I'm not in a position or authority to bring in people of your expertise to my leadership, so trying to make changes in my org without getting fired..

[-] galloog1@lemmy.world 2 points 1 year ago

Honestly, you fail a lot before you learn where the line is. You frame the training as industry best practice with a certification that they can sell. You frame them going to the training as leading the organization through it and from the front. You then let them learn and put their own spin on it during the instruction.

The real trick is getting them to think it was their idea. Start with a quantified problem statement. Your recommendations to address the problem should come with multiple courses of action that they can choose from. It helps if these COAs are framed as beneficial to the organization outside of addressing the issue. As long as they accept that the problem exists, they should address it. If your preferred COA has other organizational benefits, they'll pick it and align behind their decision with resources.

Go look up some industry certifications and congrats, you can now be a (lower level) consultant. Congrats

[-] unscholarly_source@lemmy.ca 2 points 1 year ago

Post saved. Thank you

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this post was submitted on 16 Aug 2023
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