Corona Chronicles: The Shittiest Lay-Off in Corporate History
Sit down. Take a deep breath. This stuff can make you cringe. It’s more on company responses to the corona crisis - this time, an extremely shitty example. Get ready for shocking behavior at work.
Inspired (or frustrated) by various corona crisis responses, I’ve been blogging on how companies handle these times. Earlier posts in this series discussed remote work and how crisis reveals character. This time? Lay-offs.
In 2018, Quartz reported electric scooter company Bird as the fastest startup ever to reach a $1 billion valuation. In October, they raised $270 million in funding, and another $75 million in January this year.
With a billion-dollar valuation, the company is considered a so-called unicorn. But while unicorns can look sweet and magical on the outside, the inside - Bird shows - can be rotten as hell.
Due to the corona virus impact, Bird's leadership team and board of directors felt the need to let go 30% of its staff to 'extend its runway'. 406 employees received a vague invitation to a Zoom conference call on "COVID-19 Update".
When the call started at 10:30 a.m., employees were greeted with a 5-minute silence and a slide saying “COVID-19”. Some thought they were experiencing technical difficulties and left the call. They were unable to get back in.
They missed what goes down as one of the coldest, most unsympathetic company announcements ever. Here’s the recording of the now-infamous conference call, posted by dot.LA:
A suboptimal way
“This is a suboptimal way to deliver such a message. […] COVID-19 has also had a massive impact on our business. One that has forced our leadership team and our board of directors to make many extremely difficult and painful decisions. One of those decisions is to eliminate a number of roles at the company. Unfortunately, your role is impacted by this decision and Friday April 3rd will be your last day with Bird.”
“Thank you for helping build Bird and for making it so very, very, very special. When we come out of the other side […] we hope we can work together again.”
It seems to be a ‘very, very, very special’ company indeed. One that – hopefully – nobody will return to.
What was scheduled for 30 minutes lasted just 120 seconds. Even worse? The message was not spoken by CEO Travis Vanderzanden himself. What utter cowardice.
Disagreement remains about who was the person making the announcement. At first, we wrote it was Vanderzanden's assistant, but another employee (who wasn't fired) denied this. For sure, not many people would have wanted to be in the shoes of the unidentified woman.
This goes into the history books as one of the coldest, most unsympathetic company announcements ever.
Employees who had the day off couldn't get their computers to log in after the announcement, and had no clue as to why. Many found out through the media. In a follow-up memo, the company seemed more worried about getting their laptops back as soon as possible: "IT will send a box with a return shipping label to retrieve company assets (e.g., laptops, chargers, and badges). All items should be put in the box and mailed back to us by April 15."
Trying to care
Afterwards, Vanderzanden analyzed their handling of the situation as “not ideal”. The initial memo read "As you know, we strive to be community-focused at Bird - we always try to care deeply about the people we serve."
Really? If 'trying to care deeply about people' looks like this, you shouldn't be in the position you're in. Get yourself a new job, mate.
This is shocking behaviour considering these unprecedented times. It does seem that growing companies that have a huge amount of funding are not looking after those that have helped them to grow during this time. These will be the companies that lose later down the line as they will be remembered; not for the amazing products they have created, for the way they treated their staff during the pandemic.
In response to Victoria Welsh’s comments - I think it was the late Toni Morrison, US Nobel prize winning writer, who said that we may forget what exactly people say to us but we never forget how they make us feel.
Clearly, losing your job is a very painful experience at the best of times. It’s a challenge for managers to avoid this if at all possible and, if not, to manage it as carefully and sensitively as possible.
Reaching out as a team member of the Chapman & Co. Leadership Institute team, a professional services and consulting organization under Barry-Wehmiller. Wanted to share the recorded interview link for those interested.
The approach Bird took is not surprising. It's the same behaviour and culture that we had at Uber (I tolerated from 2014 - 2016). The Bird Executive team are ex-Uber and were part of the 'OG' (original gangster) Uber culture and ethos. So don't hold your breath and wait for them to wake up and start treating people like people anytime soon.
For a few years I argued that most pioneering firms on our Bucket list move beyond traditional multi-layer hierarchies via organizational models focused primarily on principles of communal sharing or market pricing. But a new round of interviews suggests they use a third model to organize their radically decentralized workforces: namely, a focus on the principle of reciprocity.
Ford's management model became the most influential one in the early 20th century. It embraced the possibilities enabled by the assembly line. This was followed by the General Motors' model (i.e. the multidivisional firm), and later by Toyota's model (i.e. Lean). More recently, electronic technologies (like computers and the Internet) have enabled the rise of the global 'Agile movement' with Spotify's model as the poster child. But now, with more and more IoT technologies, what will become the most influential management model of the future?
Maria Popova writes, “The history of the world is the history of telling others who and what we are—from tribal markings to national flags to family crests to pronoun-specifying email signatures.” How we choose to tell our stories—and what artifacts we choose to highlight—alters the way we hear our past, experience our present, and create our future.