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Forget Cowboy Carter or the Eras tour, the hottest ticket this year is for your favorite podcast. Content creator tours sold nearly 500% more tickets this year compared to 2024, according to StubHub, with Alex Cooper’s “Unwell” tour, Crime Junkie’s podcast tour and Mel Robbins’ “Let Them” tour the highest in demand. With ticket prices at nearly 40% less than traditional live events on average, its easy to see why. Going to a live concert is only getting more expensive, with many concertgoers sucking up the eye-popping prices and price gouging on resale sites rather than deal with the potential FOMO. The average price of tickets sold across all live entertainment in 2024 was $159. The Taylor Swifts Eras tour cost fans an average of $1,088 per ticket in 2023, The New York Times reported. For the top six creator tours, it was just $99. Scheduling tour dates in locations often bypassed by mainstream artists, like Wyoming and Vermont, has also helped boost sales. During her own “Eras” tour, influencer Trisha Paytas paid visits to Tysons, Virginia and St. Louis, Missouri. Meanwhile, TikTok star Jake Shanes Therapuss cross-country tour stopped in places like Birmingham, Alabama and Athens, Georgia. When we look at state-level consumption, Illinois has emerged as the creator economy’s biggest fanbase, purchasing 20% more tickets than any other market, Adam Budelli, Partnerships & Business Development at StubHub told Fast Company. Texans are not only the largest single-state fanbase for female-hosted podcast content, but also show unique consumption patterns, with 7% more single-ticket buyers than California, despite having a smaller population. Thanks to the boom in video podcasts, what started as an audio-only experience enjoyed alone, now has more in common with your traditional chat show. Nearly three-quarters of podcast consumers watch their podcasts, compared with about a quarter who listen only. I think the biggest differentiator is that there are more opportunities for audiences who do attend to actually interact with the creators, creator economy expert Lindsey Gamble tells Fast Company. Because being able to tour and bring people out in real life shows that they actually have a community and relationship with their followers or subscribersenough where people are willing to dedicate their time and their dollars to see them in person. For creators, it can also be lucrative. As well as bringing in money through membership models and merch, with many podcasts typically over an hour long, a live show or tour is a natural extension of the existing format. We’re seeing fans who have built these deep, parasocial relationships with creators through podcasts and social media finally getting the chance to complete that connection in person, Gamble says. It’s different from a traditional concert where you’re watching a performance, where at creator events, fans feel like they’re hanging out with someone they already know intimately.
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E-Commerce
In a relentless pursuit of agility and efficiency, many organizations are aggressively flattening their hierarchies, effectively eliminating layers of middle management. This move to a flattened organizational structure is often inspired by the success of tech giants like Amazon and Google, with the goal of accelerating decision-making and streamlining operations. However, while automation can replace tasks, it cannot replicate the nuanced skills of strategy, vision, and decision-making that define true leadership. Even AI cannot replace the human element of leadership that drives innovation, inspires teams, and navigates complex strategic challenges. Our collective challenge, therefore, is to understand the unintended consequences of this organizational flattening and implement actionable strategies to ensure that we are not sacrificing our long-term leadership capacity for short-term gains. The good news is that with intentional effort and a rethinking of how experience is gained, you can still build a formidable bench of executive talent. Heres how: 1. STOP ERASING AND START REDEFINING YOUR MID-LEVEL EXPERIENCE The most significant leadership development challenges in flattened organizations stem from the absence of director-level readiness. Without mid-level roles, you might miss crucial opportunities to manage people, budgets, and complexity at scale. Think about the typical progression: from individual contributor to senior individual contributor, and then, traditionally, to manager. The manager role was where many learned the intricacies of people management, conducting performance reviews, navigating difficult conversations, and fostering team development. When organizations eliminate this stepping stone, employees can jump from senior individual contributor to director without ever developing these foundational skills. This creates a dangerous experience gap. To counter this, identify the core managerial and strategic skills that were learned in those now-eliminated roles and create alternative pathways to gain them. For instance, you could take on internal mini-CEO roles for specific projects, giving yourself full accountability for budget, team oversight, and strategic outcomes, even if for a temporary period. Even at an individual contributor level, you can seek out opportunities to lead specific initiatives or mentor newer team members to build these skills. 2. PRIORITIZE PROJECT-BASED LEADERSHIP AND EXECUTIVE SHADOWING In a flatter structure, traditional promotions are fewer, but opportunities for leadership experience arent. Empower yourself to lead complex, cross-functional initiatives. This is a powerful way for you to gain influence and exposure outside of your direct reporting lines, learning to navigate organizational politics, manage diverse stakeholders, and deliver results under pressure. Simultaneously, seek out executive shadowing opportunities. Ask if you can sit in on high-stakes meetings or strategic offsites. This direct access to senior thinking provides an unparalleled understanding of how decisions are made at the highest levels, building your confidence and presence. This real-time learning is invaluable when formal management layers are gone. 3. FORMALIZE MENTORSHIP, SPONSORSHIP, AND TARGETED CAPABILITY DEVELOPMENT Leadership readiness will not emerge by default in a flat structure; it must be deliberately built. Establish formal mentorship programs where senior executives provide direct coaching and feedback. Even more critically, sponsorship programs should be implemented where senior leaders actively advocate for emerging talent, opening doors and creating opportunities for growth you might not find on your own. Beyond these relationships, create targeted development tracks with clear milestones that focus on specific capabilities required for future executive roles. For example, if critical thinking under pressure is a key executive skill, you might find that participating in leadership simulations or strategic case studies allows you to practice decision-making in a safe environment. This ensures that even without traditional promotions, you are continually acquiring and demonstrating executive-level skills. BUILDING A CULTURE OF CONTINUOUS LEADERSHIP GROWTH In the absence of established leadership ladders, organizations must take deliberate, proactive steps to build their future leadership pipeline. This presents a unique opportunity, whether you’re just starting your career or are a seasoned executive, to define your impact by the comprehensive leadership development strategies you intentionally create. It also clearly communicates the new growth expectations for leadership within a flatter structure. If you lead an organization that has embraced flattening, you must recognize that designing meaningful development programs in this new landscape may be one of the most important contributions you make to your companys long-term success.
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E-Commerce
Hello and welcome to Modern CEO! I’m Stephanie Mehta, CEO and chief content officer of Mansueto Ventures. Each week this newsletter explores inclusive approaches to leadership drawn from conversations with executives and entrepreneurs, and from the pages of Inc. and Fast Company. If you received this newsletter from a friend, you can sign up to get it yourself every Monday morning. “CEO succession is the board’s No. 1 job, says leadership expert and Harvard Business School executive education fellow Bill George. “In my experience, across hundreds of companies, businesses rise or fall with decisions on CEO succession. Yet according to a new report by executive search firm Heidrick & Struggles, only 26% of directors and CEOs say that chief executive transition is among their top priorities. Another 40% don’t consider it a priority at all. Tom Monahan, CEO of Heidrick & Struggles, says succession can get crowded out if boards get pulled into crises or are distracted by other issues. As a leader, you have days where you say, the most important thing today is do this, and you look up and [realize] I spent two hours on [my] coffee selection, he says. It turns out boards seem to have some of that as well.” And when they do turn to succession, too often directors are trying to figure out who could step into the role immediately in the event of an emergency, such as the unexpected death of a CEO. Instead, Monahan says boards should remember that CEO succession is a strategy exercise. “We do see more boards and leadership teams treating succession as a process, not a project, he says. If you look at companies where it’s a projectCEO says I’m retiring, board says it’s time to move, we kick into place a projectthat compresses a lot of important strategic activity into probably too narrow a timetable. The Berkshire Hathaway model Heidrick & Struggless “Route to the Top” report praises the CEO succession process at Berkshire Hathaway. CEO Warren Buffett earlier this year announced his plans to retire at the end of 2025. But Buffett, 94, had been talking about his replacement for more than a decade, and in 2021, the company anointed Greg Abel, who currently serves as chair of Berkshire Hathaway Energy and vice chairman of the conglomerates non-insurance businesses. In a time when CEO transitions often spark volatility or uncertainty, Berkshires process delivered confidence, continuity, and clarity to the market, the report concludes. CEO succession has become something of a parlor game in investor and media circles, especially at high-profile companies such as Apple and Disney. (Please check out my colleague David Lidskys surprising take on who should succeed Bob Iger at Disney.) The founder-CEO challenge Replacing founder-CEOs can be especially challenging because the entrepreneur is so personally tied to the company and can have a hard time letting go. A founder is also one of a companys largest shareholders and may feel compelled to step in when the company struggles. Michael Dell, for example, returned to the top job at his eponymous tech company in 2007 after the computer maker started to lose market share, among other issues. If you have a founder who has been able to conceptualize an idea and scale a company, thats a rare set of talents, and youre not going to be able to replicate that, Monahan says. Monahan encourages boards to make clear which committee will be responsible for succession planning and then to make sure the topic is on the agenda. He says boards should have a process for meeting with executives in the C-suite, as those leaders are candidates to take over for the sitting CEO. And directors need to constantly assess the link between leadership and strategy to make sure theyre looking at candidates who can support the business in the future. And what is the role of the sitting CEO? CEOs should play an active role in training their successors, but don’t groom people in your own image, cautions George, who has served on the boards of Goldman Sachs, ExxonMobil, Target, Novartis, Mayo Clinic, and Medtronic, where he was CEO for 10 years. Figure out what [the company] is going to need for the next 10 years, and find people with the mental agility and courage to look at it differently than you looked at it. What is your succession plan? CEOs, do you have a successor in placeand if not, whats holding you back from naming an heir apparent? Send your feedback to me at stephaniemehta@mansueto.com. Ill publish your responses in a future newsletter. Read more: CEO succession Who will be Tim Cooks successor? This founder was miserable as CEO, so she brought in a replacement How entrepreneurs should handle succession
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