Aug 6, 2026 · 43 min · 16 segments
LinkedIn just made a real change to how it ranks content, and it's aimed squarely at AI-generated posts. Captions are getting penalized for running too long, hashtags are being deprioritized, and the…
Okay, I guess I wanna start by just sharing something, and it's a little anti-me or anti-LCG.
I am all about how do we show up and give value as much as possible to our audience.
But to what end? And I want us all to think critically about if we are selling a product, if we are selling enterprise software, if, if we are a product that can scale in districts in K12 or higher education, how much of a thought leader do you need to be? I know this sounds so not like me.
I just wanna be contrarian, and I want you to think about, are we doing things for the sake of doing them? And whatever you do, I want you to look at what have we been investing in, how much does it cost us, and what is it actually getting us? And what is it actually getting us could be brand awareness, and I want you to have actionable ways that you can measure that.
I want you to have, are we creating relationships? Are we creating repeated, repeatable behaviors of engagement? You know how to measure that as well.
Is it driving website traffic? If what they're doing on the website, what type of quality of website traffic? I want you to think about all of these things.
And this is the moment for us as we're starting to look at budgets and, and all of the things around our marketing mix, what is truly working? A great content strategy can fundamentally transform your brand, but if you're not measuring its effectiveness and you do need a, a long ramp-up.
The ramp-up was really slow, and that was intentional because we had really low capacity to, to grow it significantly, but I knew it would take time, and I wanted to invest that, and it's fundamentally transformed our content and our brand.
But I do see brands just continuing to go through the motions, and I want you to stop and pause and say, "What data do we have to support that it is working?" And ultimately, there are so many things you do as marketing, but ultimately, you may be judged by how many MQLs, your marketing qualified leads, and SQLs, those sales qualified leads, you're driving for your organization.
So with that in mind, I just want you to take, like, this exercise and look and think.
There is such freedom in letting go of things that you've consistently done over and over again.
If you wanna get into psychology, the reason why we hold on to things, even stuff that's not doing well, and, and this also goes for our own psychology of bad habits that we have, we hold on to them because it's comfortable.
And there's this whole strata, um, uh, um, there's a whole concept of loss aversion, and I've been digging into that, the psychology of it.
Why do we hold on to things that don't work? So there is your moment, your moment of zen, your moment of freedom to really say, "Is it working? Oh, wait.
Ilana says, 'Do I have data to support it?' And if I've invested enough time that the channel needs to ramp up and it's still not working, I either need to improve it or cut it." There we go.
I'm also seeing some layoffs in ed tech, and I don't want this to be a doom and gloom, because it happens in every single industry and it's happening across all industries right now in particular.
It's a little bit like we're in this weird war, and there's all these things going on, right? Um, but in ed tech in particular, we have finished H1.
Half of the year is over, and if you are not pacing to goals, you're gonna have to look at how do we maintain our profitability? The way they maintain their profitability is they start cutting jobs.
Okay, I guess I wanna start by just sharing something, and it's a little anti-me or anti-LCG.
I am all about how do we show up and give value as much as possible to our audience.
But to what end? And I want us all to think critically about if we are selling a product, if we are selling enterprise software, if, if we are a product that can scale in districts in K12 or higher education, how much of a thought leader do you need to be? I know this sounds so not like me.
I just wanna be contrarian, and I want you to think about, are we doing things for the sake of doing them? And whatever you do, I want you to look at what have we been investing in, how much does it cost us, and what is it actually getting us? And what is it actually getting us could be brand awareness, and I want you to have actionable ways that you can measure that.
I want you to have, are we creating relationships? Are we creating repeated, repeatable behaviors of engagement? You know how to measure that as well.
Is it driving website traffic? If what they're doing on the website, what type of quality of website traffic? I want you to think about all of these things.
And this is the moment for us as we're starting to look at budgets and, and all of the things around our marketing mix, what is truly working? A great content strategy can fundamentally transform your brand, but if you're not measuring its effectiveness and you do need a, a long ramp-up.
The ramp-up was really slow, and that was intentional because we had really low capacity to, to grow it significantly, but I knew it would take time, and I wanted to invest that, and it's fundamentally transformed our content and our brand.
But I do see brands just continuing to go through the motions, and I want you to stop and pause and say, "What data do we have to support that it is working?" And ultimately, there are so many things you do as marketing, but ultimately, you may be judged by how many MQLs, your marketing qualified leads, and SQLs, those sales qualified leads, you're driving for your organization.
So with that in mind, I just want you to take, like, this exercise and look and think.
There is such freedom in letting go of things that you've consistently done over and over again.
If you wanna get into psychology, the reason why we hold on to things, even stuff that's not doing well, and, and this also goes for our own psychology of bad habits that we have, we hold on to them because it's comfortable.
And there's this whole strata, um, uh, um, there's a whole concept of loss aversion, and I've been digging into that, the psychology of it.
Why do we hold on to things that don't work? So there is your moment, your moment of zen, your moment of freedom to really say, "Is it working? Oh, wait.
Ilana says, 'Do I have data to support it?' And if I've invested enough time that the channel needs to ramp up and it's still not working, I either need to improve it or cut it." There we go.
I'm also seeing some layoffs in ed tech, and I don't want this to be a doom and gloom, because it happens in every single industry and it's happening across all industries right now in particular.
It's a little bit like we're in this weird war, and there's all these things going on, right? Um, but in ed tech in particular, we have finished H1.
Half of the year is over, and if you are not pacing to goals, you're gonna have to look at how do we maintain our profitability? The way they maintain their profitability is they start cutting jobs.
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