Hey Reader -

You have to give it to the new brass at CBS: They've given a masterclass in how to mess up what works!

There's plenty of finger-pointing to go around, but the short version is that Bari Weiss and friends believed “60 Minutes” needed an overhaul before it went stale.

In fairness, the “60 Minutes” team knew the network was in trouble. However, they hoped their new owner would bring a fresh outlook plus much-needed capital.

They had plenty of reasons to be optimistic. The show was the #1 news program in the country, up 9% from the previous year. Additionally, their reach was expanding as they bridged from traditional television to digital platforms like TikTok.

Now all the goodness of early May has gone up in smoke. Negative PR about staff firings is breaking daily, Bari Weiss is spending her days alone in a secure suite, and CBS is actively looking for someone to mentor Bari and course-correct the mess.

In the June series, Constructive Collaboration Do's and Don'ts, we're discussing how to overcome partnership blocks using soft skills. It’s fair to form alliances in the pursuit of bigger and better. However, the CBS story shows that chasing newer, faster, or different isn’t always the answer.

Every new alliance is fragile. So, overhaul if you must, but start with a scalpel instead of a sledgehammer. That perspective may be the difference between leaving rooms with friends or enemies.

Are You Sure You Know What Needs to Change?

CEO Sarah Gibson Tuttle is familiar with the struggle to find the next right step. Market research showed that most women’s self-confidence rose when they wore nail products. Her company Olivia & June was thriving through direct sales, Amazon, Ulta, and Target. But polish alone wasn't enough.

The team retraced their steps and had a breakthrough: Next-level success required an audience shift. Nail enthusiasts were already on board. Now they had to hook busy professionals and on-the-go moms. Mindsets had to change from personal care as a high-cost salon extra to an accessible, affordable habit.

Instead of drastic price reductions, they considered small fixes. For instance, they invented a tool called “The Poppy,” which helps customers hold polish lids easily and improve their results. Then they paired The Poppy with easy-to-follow educational content. Last, they packaged everything into one-and-done starter and seasonal kits.

Those elegant changes worked beyond a single retail season. They wound up creating a sticky community.

How to Explore Constructive Changes

Have you joined a team where you’re trying to have immediate impact? And are you tempted to get the party started by swinging a sledgehammer? Take CBS as your cautionary tale. Drastic changes may feel exciting, but they usually leave a bad taste, with others feeling dismissed. Then there’s the ripple effect: In addition to the original challenges, now you must clean up and clarify the damage.

By contrast, use the case study as a roadmap. Fight your urge to overhaul everything and try going small. Like Olivia & June, you may wind up creating the process, template, or tool that transforms everything.

So, here are three ways to constructively explore change without sparking conflict:

1. Limit initial conversations. For example, your opening heart-to-heart discussion should yield two items: The crown jewel (don't touch this item—it's part of our DNA); and the thing everyone knows is broken. And you can score extra points by doing what CBS forgot: Be willing to shift preconceived opinions.

2. Maintain a neutral environment. Expect people to be passionate. So, try ranking responses with a heat meter. #1 is "I'm not sure that perspective is correct," and #10 is "I can't support that action." (And by the way, heat meters also work to cool down fiery personal conversations.)

3. Choose one project, preferably a quick win. Remember, the goal is to create momentum, not a set of disconnected competing priorities.

And your AI prompt is: How can I avoid people mistakes in business alliances?

When you do this exercise, you're demonstrating marketable, transferable skills such as curiosity, deep listening, and problem-solving in the face of ambiguity. So, do partner for change, but don’t burn down the house.

All the best,

Michelle Mains

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