The exact moment that Jason Whitlock stopped mattering

Of course.

But things get rebranded or renamed all the time. BankAmericard. Mastercharge.

Dodge Trucks made perfect sense until it didn't.

 

Grantland may have been a vanity project, but to the extent it was Simmons' vanity, I have no idea. This Month in the New York Times Wedding Section does not strike me as Simmons' wheelhouse.

I think he got ahold of a lot of money then the cool literary kids (Eggers, etc) caught on and Simmons didn't say no much. Then when he left/was fired, he was replaced by someone far (far) more accomplished in terms of culture journalism, and the staff writers wanted no part of that guy's leadership. Then some of them went to MTV and tried the same thing, and MTV killed it in about a year.

 

Things that don't work get re-branded.

"30 for 30" is a recognized brand on that network. Even people who loathe the network now for being too "woke" will say, "only thing good on there anymore are the 30 for 30's anyways."

 

This reminds me to a certain extent of a book I read about a year ago on the history of the Wall Street Journal i.e. Peter Kann, his wife Karen House and Norman Pearlstine.

 

The ECHL does, as well.

 

Seen this way too many times. People are great reporters — or copy editors — but they have no management or budgeting experience, so things sink quickly once they become the boss.

 

Word salad.

 

I was an example of the Peter Principle early in my career. Adequate as a manager, but not as good as I should have been. I learned and improved at another place, in large part by observing others as leaders, when given management duties and have tried to maintain that progress when in similar situations now. I wasn't as good of a mentor as I should have been, and I regret that for the reporters I didn't help.

 

I had a similar experience. I was/am very unstructured. If initially supervised a group of nine. I think that I could overcome that with a small group because I could develop a relationship with each employee. But then I got bumped up to supervising forty-five employees and had to try to manager through layers and that was a lot harder for me because I only basically knew the names of most of my first employees. I needed to apply more structure to that office and I struggled. In the organizations where I worked I saw that many times. The superstar of the small group fell on his ass when he was given a large unit.

 

feerliss

 

The problem with The National wasn't quality, it was distribution - the editorial product was great.