Bryant
“What’s Broken and How To Fix It
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I spent nearly twenty years in Fortune 50 companies working in marketing and brand management. I appreciated the stability in those organizations and learned to navigate the Byzantine bureaucracy to make things happen, launch products, and promote disruptive ideas. However, I eventually grew weary of overseeing declines. Therefore, when the opportunity arose to work in the cannabis sector, it was exhilarating because, as a marketer, there is no greater challenge than establishing oneself in a new industry. There wasn’t much noteworthy professional brand-building. So, I began working at what I considered to be one of the better-run companies in the field. Initially, it was fantastic. It was incredibly exciting. Transitioning from a Fortune 50 to a start-up was wild. The industry is chaotic, but it’s a type of chaos that I enjoy.
When you’re working with a start-up and the company founder, chemistry and personality are crucial. In a Fortune 50 company, if you don’t like or get along with the CEO, it’s irrelevant because you don’t have as much direct exposure to the leadership in your daily routine. Not so with a start-up. One thing I quickly recognized was that the CEO was not battle-tested. When things went wrong or the board asked tough questions, he didn’t know how to handle them. There was also a level of unspoken trust among the leaders, which created a really strange situation; even though I was on the leadership team, I realized I would never be part of that inner circle, which eventually became problematic.
The last six months I spent there were a terrible experience. I was miserable. I was hired for a specific job—to build the brand—but many of the company’s activities hindered my ability to do that. I faced a choice: I could either put my head down and tough it out for the next year or so, but that would mean another year without anything to show for my efforts in the organization or the industry. That might have been acceptable if I were twenty-two, but I wasn’t; in marketing, you’re only as good as what you did last week. Even with a great track record of success, they’ll look at you and say, “So what have you done lately? What have you accomplished recently?” Marketing changes so quickly and is constantly evolving. I knew I couldn’t afford to take that time from my career and sit on my hands. So, I negotiated my exit with the CEO.
I chose to leave that position for several reasons. I was tired of my unproductive relationship with the CEO and felt excluded from the inner circle. I could have managed these two issues if I had the runway to achieve my objectives. But if I’d stayed, I would not only have continued to face hostility from the CEO and others, but I also wouldn’t have had anything to show for it, nor would I have been able to reach my goals. In my conversation with my boss as I was leaving, I said, “If you believe we can change, then I would love to stay and help build the company with you. Otherwise, we can amicably part ways.” It took a lot of courage to have such a frank conversation, not knowing whether I would leave after being fired or whether there would be an opportunity for a constructive discussion. It became clear to me that there was no winning in that conversation. It became an easy decision to say, “Okay, if that’s the case, let’s just discuss the numbers on what it will take for me to leave.”
It was about having the clarity to understand what was broken and what it would take to fix it. People encounter various issues in their jobs for different reasons, such as a bad boss or feeling stuck. Sometimes, there’s a sense of malaise without understanding why, thinking, “Why am I unhappy?” This can make it difficult to address any problems. However, I believe the first step is to ask, “What’s broken? And if it can be fixed, what can I do to help fix it?” Some people work for a career, while others work for a paycheck. We’ve all experienced that and gone through different phases in our careers when we think, “I just need to focus on earning a paycheck right now.”
If you have stayed at a job where you felt miserable for three and a half years, the most important question to ask yourself is, “Why am I feeling miserable, and can I do anything to change that now?” If one of the factors you can’t change lies within the organization, can you make a change externally? Can you take on a side gig? Can you find the fulfillment you’re seeking elsewhere? Address the issues connected to what is broken.
I’ve conducted layoffs firsthand, and I understand what this process looks and feels like. There are two important points for supporting someone going through a layoff. First, it’s tough to help the other person feel better about losing their job. Honestly, nothing you say will truly comfort them. It’s a difficult situation, and everyone recognizes that. The longer you prolong the conversation, the worse it becomes. Stick to the facts and answer questions briefly. People don’t want to discuss this topic after it’s happened; it carries feelings of betrayal and shock. I represent the company, which has decided it no longer needs you. Very little you say can ease this feeling. So, focus on the essential facts. Understand that the other party isn’t seeking a lengthy discussion, but still approach it with empathy.
It’s not about overdoing it, but about understanding, feeling it, and reading the room during this conversation. Some people may want to get up and walk out, while others prefer to sit and process the information. You have to give people what they want and need at that moment. Empathy is crucial. Since this has happened to most of us, you know how bad it feels. So channel that understanding and recognize what they are experiencing.
Even with my experiences on both sides, when someone tells me they were laid off, I still feel unsure whether to have a career conversation and ask, “What are you looking for?” or if I should engage in an empathetic conversation and ask, “How are you feeling about it?” It depends on what the person wants to discuss; sometimes, they may not want to talk at all. I try to take my cues and guidance from them.
Providing people with language enables them— and you—to discuss a layoff. Here are my suggestions that may help someone navigate the layoff journey. You can ask these questions:
• “How can I help?” (Avoid asking if they’re financially strapped, as that can make them feel even worse.)
• “What are you looking for?”
• “Can I connect you with someone?”
• “Would you like to talk about it?”
Offering some questions fosters a safe conversation and can be very helpful. We need to consider how we communicate with those laid off, the questions we ask, and the language we choose, while ensuring we don’t make assumptions. Everyone is different and will cope with being laid off in their own way.
Where are they now?
After working with various cannabis startups, Bryant decided to shift his career and broaden his experience by moving to the agency side. In 2021, he became a Managing Director and Partner at a marketing strategy and advertising agency based in Boulder, CO. In his role, he leads the agency’s health and wellness initiatives and has secured several notable clients in cannabis and wellness. Recently, he was named CMO, which means that in addition to his client work, he oversees the agency’s marketing strategy. Reflecting on his experience, he said, “Every organization has its challenges and flaws—it’s just the ones you can manage that keep you motivated. I have loved my time on the agency side—I have learned so much, and I would recommend the leap for anyone looking to truly expand their skill set.”
