Democracy Dies In Cost Cutting

I grew up believing in newspapers.
They were institutions — imperfect, sometimes infuriating, but essential. Sacred, even. You didn’t mess with them. You didn’t hollow them out. You didn’t treat them like a line item on a spreadsheet owned by a man worth $240 billion.
Recently, the Washington Post laid off roughly a third of its workforce. More than 300 people. The sports section — shuttered. The books desk — gone. The flagship podcast Post Reports — suspended. The entire Middle East bureau was eliminated. The Ukraine bureau chief was let go. A correspondent learned she’d lost her job while reporting from a war zone.
Let that sink in. A reporter covering a war — an actual war — got an email telling her she was done.
This is the Washington Post. The home of Ben Bradlee, who stared down a president and published the Pentagon Papers. The home of Bob Woodward and Carl Bernstein, who brought down a corrupt administration with shoe-leather reporting and the stubborn belief that the truth matters more than power. The paper whose motto — “Democracy Dies in Darkness” — used to mean something.
Now it reads like a warning label they ignored.

I spent more than 20 years in journalism. I know what a newsroom feels like when it’s humming — the ringing phones, the arguments over headlines, the adrenaline of a story breaking wide open. I also know what it feels like when the cuts come. The silence that follows. The empty desks. The people who gave everything to the craft walking out with a box and a severance check.
It never stops hurting. And it never stops mattering.
What’s happening at the Post isn’t just about one newspaper. It’s about what we’ve decided journalism is worth in this country. The answer, apparently, is not much — not when the owner has a yacht worth $500 million, a wedding that cost $50 million, and a company that just invested $75 million in a movie about the First Lady.
But he can’t find the resources to keep reporters in the Middle East.

Jeff Bezos bought the Washington Post in 2013 for $250 million. At the time, he was hailed as a savior. Here was a tech visionary who understood that great journalism needed investment, not austerity. He poured money in. The newsroom grew by 85 percent. The Post became a digital powerhouse, competitive with the New York Times for the first time in a generation.
And then something shifted.
In late 2024, Bezos killed the editorial board’s planned endorsement of Kamala Harris — an unprecedented intervention that sent 250,000 subscribers running for the exits. Former executive editor Marty Baron called it “cowardice, with democracy as its casualty.” Woodward and Bernstein issued a joint statement calling it “surprising and disappointing.” Columnists resigned. Editorial board members stepped down.
The damage was self-inflicted and staggering. And instead of course-correcting, Bezos doubled down. He installed a management team that reshaped the opinion section around libertarian ideals, drove away more talent, and alienated the very readers who had sustained the paper. He hired a publisher, Will Lewis, who didn’t even show up for the call announcing the layoffs.
Sally Quinn, widow of Ben Bradlee, put it plainly: “It just seems heartbreaking that he (Bezos) doesn’t feel the paper is important enough to bankroll.”

Meanwhile, over at the New York Times, they’re thriving — 12.8 million subscribers and growing, heading toward 15 million by 2027.  Warren Buffett’s Berkshire Hathaway just announced a large stock purchase.
The Wall Street Journal is doing fine. The difference isn’t the market. It’s leadership. It’s commitment. It’s the willingness to invest in what a great newspaper can be rather than strip-mining it for what it used to be.
The Post’s reporter Emmanuel Felton, who covered race and ethnicity, said it best after he was let go: “This wasn’t a financial decision. It was an ideological one.”
And Caroline O’Donovan, the reporter who covered Amazon — Jeff Bezos’s Amazon — was among those cut. You can’t make this stuff up. Actually, you can. It would make a hell of a third act in a play about a billionaire who bought a newspaper and slowly strangled it.

Here’s what bothers me most. When Bezos bought the Post, he talked about civic responsibility. He invoked Katharine Graham. He said the paper would follow important stories “no matter the cost.” Those were beautiful words. They were also, it turns out, just words.
A man with $240 billion in personal wealth chose to gut one of the most important journalistic institutions in American history rather than sustain it. He chose to protect his relationship with political power rather than hold it accountable. He chose his business interests over the public interest.
That’s not stewardship. That’s abandonment.
The Post Guild said it right: “A newsroom cannot be hollowed out without consequences for its credibility, its reach, and its future.”
Former executive editor Marcus Brauchli added: “The Post occupies a singular place in American journalism. It needs visionary and independent stewardship that is equal to its journalism, worthy of its promise, and necessary to meet this important moment in history.”

I think about the reporters who were in the building that day. The ones who stayed up the night before finishing their stories, knowing they might be locked out of the system in the morning. The ones who got the email with the subject line that told them their role had been eliminated.
Those journalists didn’t fail. Their owner did. I know what that’s like. I stood in a newsroom when layoffs were announced my heart racing and aching at the same time. And I’ve made those announcements myself when ownership failed to figure out a sustainable path. Sometimes business goes that way. It’s awful and it’s painful, but the papers I worked for and eventually led didn’t have near the financial and technological resources of Mr. Bezos.
Jeff Bezos will be fine. He’ll fly his rockets and sail his yacht and throw lavish parties. His legacy, however, is another matter. When the history of American journalism is written, there will be a chapter about the billionaire who had the resources to save the Washington Post and chose not to. Who had the chance to be Katharine Graham and became something far less.
That chapter will not be kind.
For those of us who love journalism — who believe that a free press is not a luxury but a necessity — this is a gut punch. But it’s also a call to action. Support the reporters. Subscribe to the outlets that are still doing the work. Demand better from the people who own the institutions we depend on.
Democracy doesn’t just die in darkness. It dies in indifference. It dies when the people with the power to keep the lights on decide it’s not worth the trouble.
Don’t let them make that decision for you.

Wisdom Amid The Pomp & Circumstance

Steve Jobs’ Stanford speech is considered a graduation classic.

Before we drift too far from graduation season, we wanted to share some of our favorite grad speech snippets.
We hope you enjoy and we wish our local graduates all the best in the years to come.

Steve Jobs Stanford 2005

“Death is very likely the single best invention of life. It is life’s change agent. It clears out the old to make way for the new. Right now the new is you, but someday not too long from now, you will gradually become the old and be cleared away. Sorry to be so dramatic, but it is quite true. Your time is limited, so don’t waste it living someone else’s life.”

J.K. Rowling, Harvard 2008

“Failure meant a stripping away of the inessential. I stopped pretending to myself that I was anything other than what I was, and began to direct all my energy into finishing the only work that mattered to me,” she said. “[R]ock bottom became the solid foundation on which I rebuilt my life.”

 

Winston Churchill, 1941 Harrow School

“Never give in. Never give in. Never, never, never, never–in nothing, great or small, large or petty–never give in, except to convictions of honor and good sense.”

 

Jeff Bezos, 2010, Princeton

“Tomorrow, in a very real sense, your life — the life you author from scratch on your own — begins.

How will you use your gifts? What choices will you make?

Will inertia be your guide, or will you follow your passions?

Will you follow dogma, or will you be original?

Will you choose a life of ease, or a life of service and adventure?

Will you wilt under criticism, or will you follow your convictions?

Will you bluff it out when you’re wrong, or will you apologize?

Will you guard your heart against rejection, or will you act when you fall in love?

Will you play it safe, or will you be a little bit swashbuckling?

When it’s tough, will you give up, or will you be relentless?

Will you be a cynic, or will you be a builder?

Will you be clever at the expense of others, or will you be kind?

I will hazard a prediction. When you are 80 years old, and in a quiet moment of reflection narrating for only yourself the most personal version of your life story, the telling that will be most compact and meaningful will be the series of choices you have made. In the end, we are our choices. Build yourself a great story.”

 

Theodore Geisel (Dr. Seuss) Lake Shore College 1977 – a 75 second commencement address.

“My uncle ordered popovers

from the restaurant’s bill of fare.

And when they were served,

he regarded them

with a penetrating stare …

Then he spoke great Words of Wisdom

as he sat there on that chair:

“To eat these things,”

said my uncle,

“you must exercise great care.

You may swallow down what’s solid …

BUT …

you must spit out the air!”

 

And …

as you partake of the world’s bill of fare,

that’s darned good advice to follow.

Do a lot of spitting out the hot air.

And be careful what you swallow.”

 

Stephen Colbert, 2006 Knox College

“Cynicism is a self-imposed blindness, a rejection of the world because we are afraid it will hurt us or be disappointed in us. Cynics always say no … for as long as you have the strength to, say yes.”

 

Conan O’Brien, Harvard 2000

“I left the cocoon of Harvard, I left the cocoon of Saturday Night Live, I left the cocoon of the Simpsons. And each time it was bruising and tumultuous. And yet every failure was freeing, and today I’m as nostalgic for the bad as I am for the good. So that’s what I wish for all of you—the bad as well as the good. Fall down. Make a mess. Break something occasionally. Know that your mistakes are your own unique way of getting to where you need to be. And remember that the story is never over.”

Tim Cook, 2019 Tulane

“Don’t waste time on problems that have been solved. Don’t get hung up on what other people say is practical. Instead, steer your ship into the choppy seas. Look for the rough spots, the problems that seem too big, the complexities that other people are content to work around. It’s in those places that you will find your purpose. It’s there that you can make your greatest contribution.”

What’s Not Going to Change

I very frequently get the question: ‘What’s going to change in the next 10 years?’ And that is a very interesting question; it’s a very common one. I almost never get the question: ‘What’s not going to change in the next 10 years?’ And I submit to you that that second question is actually the more important of the two — because you can build a business strategy around the things that are stable in time.” — Jeff Bezos, CEO of Amazon

 
I’m not quite sure I’m a fan of Jeff Bezos.
But I sure do respect him.
He knows how to scale a business and disrupt industries as well as or better than anyone.
Just ask Walmart or any legacy retailer, bookseller or even cloud storage companies. 
I’ve been thinking about Amazon lately and what it’s impact and the impact of ecommerce may mean for cities and real estate.  But that post is for another day. 
The quote above made me think about something else. I think Bezos is right.  And while entrepreneurs always seek to skate where the puck is heading, the quote is also relevant to cities. 
A loud and active group of people seem to lament change in cities and I get it, we don’t want to lose the soul of our communities but change is inevitable and so the discussion should focus on how to best manage and steer the inevitable.
But what about thinking about what won’t change? What will still be needed in 10 years and beyond?
There are –as Bezos instructs –opportunities in what won’t be going away.
 
As much as we love Delivery Dudes we probably will still want to visit a great restaurant because it’s not just about the food it’s about the experience and the ambience. 
As much as we “stream” we may still want to see a great movie on a big screen with other people. We still may value “date night” or a matinee as I did the past two weekends when we went to see “The Big Sick” and “Baby Driver “at Cinemark. 
I love Netflix, but when I’m home I’m distracted. When I’m in a theater I focus and I end up enjoying the movie that much more–provided I don’t nap. 
Ipic is banking on that experience to endure as they build a new theater in Delray. 
I grew up the son of a retailer. My dad owned a retail pharmacy in Smithtown, N.Y., a business model that was disrupted by the likes of Walgreens and CVS. 
Now there are rumblings of Amazon going into the prescription delivery space. It will have an impact I’m sure. But as I watch an independent pharmacy being built on US 1 in Delray which will include an old-fashioned counter and other elements of retro drug stores I wonder if maybe we will leave room for authentic, old fashioned experiences like my dad’s old store. 
Yes AirBNB is all the rage but I think hotels will be around in 10 years. Maybe not the generic kind, but cool independents and boutique brands like Aloft that embrace local aesthetics will make it as will the incredible Crane’s Beach House which offers service, intimacy and strong ties to the local community. 
Big box retail and malls will be severely challenged but independent stores or highly curated chains with unique products and superior services and experiences should find room to survive and thrive. 
Food stores are changing too. 
A news story last week reported on a landmark study that showed consumers shopping for different items in different places. They may grab some items in a local farmers market, buy paper goods at a big box, shop for prepared meals at a local market and hit up a dollar store for staples. The 60,000 item supermarket may find itself struggling or having to reinvent.
So while we should cheer the CRA’s and WARC’s pursuit of a long coveted Publix for West Atlantic we should also recognize that our Green Market, local gardens, ethnic food stores and food halls have a place in our communities. Today’s consumer seems to crave options, authenticity, experience, ambience and value over generic mass. One wonders whether local retailers may mount a comeback: remember when Burdine’s was the Florida store? They didn’t stock sweaters in September because Burdine’s served the Sunshine State not a mass national market?
One of the bigger questions related to what will remain has to do with the future of the car.
Will it remain the same as today? My guess is no. 
There’s too much money being bet by major companies to think that the auto culture won’t be disrupted. 
When autonomous vehicles arrive, it will become the single greatest real estate opportunity of our lifetimes. With so much land and infrastructure given over to the car—i.e. seas of parking lots, garages, lanes and lanes of heat trapping asphalt–think of the opportunity to reinvent cities.
 No, transportation won’t be same. But my guess is the need for people to gather and experience together won’t change–providing great opportunities for cultural institutions, parks, recreation, restaurants and I hope old fashioned town hall democracy to thrive. 
The more technology engulfs our life the more we may crave human interaction and experience; which is the beauty of cities.
Cities are one “invention” that may change but I think they will endure and become more important than ever. 
I sure hope so. 

Leadership Is The Answer

leadershipimage

Fortune Magazine just released its list of the world’s top leaders.

Interestingly, no candidate running for president on either side of the divide made the list which was topped—somewhat controversially—by Amazon CEO Jeff Bezos.

Bezos was the recent focus of a New York Times expose’ detailing some pretty tough working conditions at the Seattle based company. Fortune’s editors acknowledged the piece and said that Amazon will probably never make the list of `best places to work’ but noted Bezos’ business acumen and the disruptive business model he has employed to challenge and or beat everyone from Walmart to Barnes & Noble.

While there’s no doubt that Bezos has changed the world, I find it hard to fully admire someone who doesn’t create a good culture in the workplace. While Amazon may be an outlier in terms of performance, my guess is that most companies, organizations or governments can’t thrive unless they get their culture right.

A friend recently asked me what I felt were the biggest issues facing Boca Raton and Delray Beach.

Was it education? Drug addiction? Crime? The sober house/ rehab industry? Overdevelopment? Traffic? Affordable housing?

Nope.

The biggest challenge we face as a community and as a nation is leadership, or the lack thereof.

Leadership matters.

If you attract, retain, cultivate, grow and support leadership in your schools, companies, organizations, non-profits and communities you can pick the problem and be assured that good leadership will either solve it or make a noticeable difference.

Good leadership makes the intractable, tractable. And the opposite is also true. Without solid leadership it’s hard to make a dent in problems and just as hard to seize opportunities.

On the national level, this election is certainly unlike any other we’ve seen. I have friends who are all over the philosophical map—conservatives, liberals, moderates and people who usually don’t pay any attention to politics. But this year it seems everybody is paying at least some attention and most of the people I know cannot believe what they are witnessing.

Regardless of your views, it’s hard to make an argument that this is a contest between our best and brightest minds—leaders who are equipped to tackle an increasingly complex and dangerous world.

I’ve heard the words “scary” “surreal” and “embarrassing” used frequently.

This brings us to the local level; where government is closest to the people.

One of the scary trends I’ve seen is the diminishing number of people who vote despite increases in population.

When the universe shrinks, a small number of people can exercise control over the many that choose—inexplicably– not to have a voice.

Consider these numbers in Delray Beach.

In 1990, there were 26,330 registered voters in Delray. The landmark vote that elected Tom Lynch mayor and Jay Alperin and David Randolph to the commission attracted 41.54 percent of eligible voters. Randolph earned 7,720 votes.

In 2014, less than 6,500 votes were cast in the Delray municipal election. In 2015, less than 7,000 votes were cast in a hotly contested mayoral election. The winner had less than half the votes that Randolph earned 25 years prior in a city that had far less people. The turnout was 16 percent.

That’s not a sign of civic health.

Boca’s not any better. In 2015, there were slightly less votes cast in Boca than in Delray, despite Boca being a much larger city.

In 2014, about 11,000 votes were cast. There are nearly 60,000 registered voters in Boca.

Low voter turnout is not necessarily a symptom of poor leadership, but the more people that pay attention to local issues the better. And if they pay attention they may get involved and that should certainly improve the pool of candidates.

If we want to solve problems and seize opportunities, we need good people at all levels of government participating in our Democracy. It’s that simple and that hard.