[Chapter 321: Lightning Measures]
UPN Network didn't share offices with Paramount Pictures but instead leased a small four-story building in Burbank to operate independently. This clearly showed Paramount's lack of regard for UPN.
The day after signing the acquisition contract, on the morning of October 26, Linton arrived at UPN's office building with Robert and Winnie.
Outside the building, more than ten of UPN's executives, led by COO Curry Hanks, anxiously lined up waiting for the new owner to arrive.
As for UPN's previous CEO, he had officially resigned and returned to the Viacom Group the day before signing the acquisition contract, taking a few trusted aides with him.
This actually worked out in Linton's favor since he planned to overhaul UPN's management drastically, which spared him from looking like the villain.
Seeing Linton get out of the car, Curry hurried forward with everyone to greet him and introduced the people around him.
After a brief introduction, everyone entered the large conference room on the second floor.
Given UPN's poor operations and the fact that Viacom had actively decided to sell it, both employees and management were demoralized and uneasy. Many workflows had stopped.
So Linton didn't follow the usual protocol of meeting management first but chose to hold an all-hands employee meeting directly to stabilize morale and at least get the company running smoothly.
...
In the second-floor conference room, all employees from departments including offices, operations, production, finance, family entertainment, advertising, and news -- over 110 people except journalists and photographers out on assignment -- were seated formally, waiting for the new boss's speech.
Everyone's feelings were complicated. On one hand, they hoped the new owner could bring change and boost revenue. UPN had long been losing money, so employees had low pay and the company held the lowest status within the group.
Everyone knew that Linton was a Hollywood legend -- not only a music superstar and film star but also a famous director. His film company's projects were consistently box office hits earning huge profits, and the staff salaries there made Hollywood employees envious.
They secretly wished that maybe Linton could turn around the TV network, paving the way for better days and a promising future.
But their biggest fear was layoffs. Though pay was low, it was enough to cover basic living expenses.
If laid off, the burden of mortgages, car payments, medical bills, insurance, and child support would be unbearable.
...
"Ladies and gentlemen, many of you probably recognize me. I'm Linton Anderson -- the big director, movie star, and singer. What, are you not happy to see me?" Linton joked.
Uneven applause broke out.
Listening to his humorous self-introduction, the tense atmosphere eased gradually.
"Alright, folks, let me say this: layoffs won't happen on my watch."
The room exploded in thunderous applause, much louder than before.
Looking down at the crowd with a smile, Linton said, "I hear two different kinds of applause. I know you care more about your jobs than about me personally.
Let me add one more thing: there won't be layoffs, but only for a probation period -- I'm giving you three months. If after three months, your performance doesn't justify your pay, those who don't make the cut will have to leave. Understand?"
Everyone understood all too well.
After all, he paid big money for this company and wasn't running a charity.
And what choice did they have anyway?
"Before acquiring UPN, I did a thorough investigation of the network. To sum it up in four sentences: TV shows are unpopular, news is mediocre with no highlights, ratings have been low for years, and the company has losses every year.
But it's not entirely your fault -- the company's strategy and management are the real problems.
I bought the company with a new plan to fix these issues. We will adjust the strategy and management, launch new shows, and if we all work together, the company will turn around and your income will rise."
...
Linton's speech was short, no more than five minutes, focusing on three points: identifying himself as the new owner, calming fears, and painting a hopeful vision.
After the employee meeting, he immediately held a smaller meeting with UPN executives.
Actually, during the second round of negotiations, Linton had already asked Goodman to contact the headhunting firm Korn Ferry International, which found Richard Welchy for his Skycrest Capital, to find a new CEO for UPN.
He assumed the previous CEO was unqualified given UPN's poor performance, so a leadership change was expected; it was a relief the old CEO resigned to Viacom.
Unfortunately, time was tight, and even Korn Ferry International needed at least five days to provide suitable candidates.
...
In the executive meeting, Linton asked each department to report recent work plans but didn't take major actions yet.
However, he laid out three requirements:
1. Each executive must submit a report listing the company's three biggest problems and their solutions.
2. Robert, representing the film company, signed a promotional contract for the film Get Out with the TV network. The film was set to release on October 30, and full-scale promotion was underway; handing this to UPN showcased Linton's support.
3. He made it clear that a two-month performance review period would start for all executives; those who excel would keep their positions, underperformers would be replaced. He urged everyone to seize this opportunity and prove their talents.
...
After the meeting, Linton held one-on-one talks with the executives.
At the end of each talk, he used Soul Induction ability to ask a critical question, "Have you ever betrayed the company?" and asked them to write down the truth.
To his disbelief, none were without faults.
Most had abused their positions to embezzle funds, engage in pay-to-play schemes, lack initiative and innovation in their work.
Yet the most cunning were those exploiting connections and engaging in private deals.
The worst offenders were Content Manager Buckley and Finance Manager Claude -- each had illegally gained over $2 million.
With such executives, no wonder ratings plummeted and losses worsened yearly.
What to do with them? Turn them over to authorities? Fire them all? Or stabilize operations and address only the severe cases?
The first two options sounded satisfying but risking company collapse wasn't feasible.
Finally, Linton chose stability first, handling major cases quietly and minimizing disruptions; he didn't even plan to recover their illicit earnings.
He called each executive in again to show them their documented wrongdoings.
To Buckley and Claude, he gave two options: resign voluntarily without further consequences or face prosecution and prison.
Both, confronted with the evidence, gratefully chose to resign.
Others were told that while previous issues wouldn't be pursued legally, their future performance and contributions would determine their fate.
...
What shocked UPN staff was on the new boss's first day, two powerful executives were shown the door.
Linton increased the recruitment order with Korn Ferry International by two more positions.
Unexpectedly, the other executives seemed energized, working with unprecedented passion and driving all employees to operate at high speed.
The company's morale was rejuvenated and efficiency soared.
*****
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