We Fixed It. You're Welcome.

Are too many people being promoted into leadership roles? As a result, are companies becoming too top heavy? If we’ve created a system that values managers over executers, is this a recipe for disaster?In this episode, we’re joined by Ron Hetrick, Principal Economist at Lightcast and one of the most influential labor economists in the country. Together, we unpack one of the most important questions facing today’s labor market: whether modern organizations are overloaded with managers and what that means for productivity, hiring, layoffs, and career paths. Drawing on decades of labor market research and macro workforce data, Ron explains why middle managers are often the first cut during layoffs, how that decision can negatively impact companies, and why a contributor-based evaluation might be a better approach. This dynamic conversation digs into provocative questions we’re all asking, challenges assumptions, and poses some very real solutions about improving our collective thinking about the labor force.In This Episode, We Cover● Why organizations naturally accumulate management layers over time● The hidden risk of promoting top performers into leadership roles● How layoffs disproportionately affect middle managers● The mismatch between workforce expectations and available leadership roles● Why companies reward management more than execution● The growing importance of Individual Contributor career paths● How interest rates and capital costs influence layoffs● The long term consequences of overhiring during economic spikes● Why forecasting failures create workforce instability● How companies can rethink compensation structures to retain expertise● The role AI may play in reshaping management structures● Why trades and technical careers are becoming more attractive againKey Insight from Ron HetrickOne of the biggest workforce challenges today is not simply too many managers. It is a system that rewards leadership titles more than execution excellence.If organizations want stability, they must create career ladders where experts can grow inancially without being pushed into management roles if it creates misalignment.As Ron explains during the episode:The farther your role is from creating revenue or protecting margin, the harder it becomes to justify during restructuring.About the Guest: Ron HetrickRon Hetrick is a leading labor economist and Principal Economist at Lightcast. He previously worked at the U.S. Bureau of Labor Statistics and advises Fortune 100 companies, policymakers, and workforce strategists.He is also the author of:● Demographic Drought● Who’s Going to Do the Work● The Rising Storm (contributor)● Fault Lines (co-author)Ron is widely recognized for translating workforce data into practical strategic insight for organizations navigating talent shortages and economic change.Connect with Ron on LinkedIn:https://www.linkedin.com/in/ronlhetrick/Discussion HighlightsSome standout takeaways from this episode:✔ Promotions are often used as retention tools rather than structural necessities✔ Middle management roles expand fastest during economic growth cycles✔ Overhiring during temporary demand spikes leads directly to layoffs later✔ Organizations rarely forecast workforce demand accurately✔ Execution roles are often undervalued compared to leadership titles✔ Skilled experts need compensation parity with managers✔ Career ladders must evolve beyond title based advancementOur Panel● Aaron Wolpoff – Host and Marketing panelist● Melissa Eaton – Operations and C/X panelist● Chino Nnadi – People, Talent and Culture panelist● Ron Hetrick (Guest) - Labor economist and Principal Economist at Lightcast.Subscribe for more deep dives where we fix big business problems with fresh perspectives.• Website – www.wefixeditpod.com• Follow us on:Instagram – https://www.instagram.com/wefixeditpodLinkedIn – https://www.linkedin.com/company/wefixeditpodYouTube – https://www.youtube.com/@WeFixedItPodIf you liked this episode, don’t forget to subscribe, leave a review, and share it with your friends!Keep listening to find out how we fix companies and put them back better than we found them.DisclaimerA quick disclaimer. We are going into this somewhat cold and nothing we say should be onstrued as legal advice, financial advice or anything that would get us in trouble. These are our views and opinions. We're here to ask the kinds of questions everyone's thinking, have an engaging conversation and maybe come to some conclusions that we feel are worth exploring.By the end, if we fixed it, you're welcome. All trademarks, IP and brand elements discussed are property of their respective owners.