I think this generalizes to: can't be fired, can't be downsized, can't be denied a promotion, etc. Granted, you're biting off many of the standard running-a-business risks, but in return for that you get an outcome curve shaped like running a business.https://twitter.com/paulg/status/1265216265347629056 …
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If you were to draw out the salary bands versus level of personal brand for, I don't know, the New York Times, I predict that there are many somebodies in a part of the curve where anything other than "Here are *all* plums we can offer you" should result in Substack.
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And I can hear an argument sounding like "Well, what about all the work that e.g. the Times put into developing you as a writer, giving you a platform, helping you recruit X0,000 true fans, etc etc? Don't you owe us some loyalty?" It's not an intrinsically silly argument?
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You could probably imagine sophisticated publishing firms dealing with each other have sophisticated operational processes, legal review, etc etc, and I think that will increasingly be a thing as time goes on for talent.
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*scene: salary negotiation* Recruiter: And we have 401-k matching. Candidate: Get the IP lawyer in here; I have a much more important issue. Lawyer: Shoot. Candidate: I want you to understand you are *leasing* my audience not *hiring me* to develop yours. Write that down.
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Legal: Haha what? Candidate: We're going to work together for a few years, happily, and then on my last day I'm going to ask you for an export of my email list. Legal: You mean our email list. Candidate: We are both professional communicators and misspeak very infrequently.
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End of conversation
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