In a recent LinkedIn post, Ehsan Ali offers a stark perspective on navigating the current wave of tech layoffs, challenging conventional wisdom about job security. Ali contends that traditional coping mechanisms, such as trying to remain unnoticed or playing it safe, are ineffective strategies in the face of organizational ‘risk compression decisions’.
The post begins by highlighting the significant number of tech professionals laid off early in the year, acknowledging the anxiety this creates regarding personal financial stability. Ali identifies common ‘quiet coping strategies’ that individuals adopt:
“Hopefully it won’t hit me.”
“If I stay under the radar, I’ll be safe.”
“Better not aim higher right now.”
Ali directly confronts these notions, stating emphatically, “Praying isn’t a strategy. Invisibility isn’t a strategy. Playing small isn’t a strategy.” This sets the stage for a deeper analysis of what truly constitutes job security in volatile markets.
Rethinking Leadership and Risk
The author delves into a common misconception about leadership roles, where some professionals avoid advancement due to perceived risks. Ali explains that this view often equates leadership with simply being a ‘people manager with bigger salaries’ who is ‘first to go’ during cutbacks. This perspective, according to Ali, overlooks the fundamental nature of layoff decisions.
“But layoff decisions aren’t talent audits,” Ali asserts. “They’re risk compression decisions.” This crucial distinction reframes the executive decision-making process during budget tightening. Instead of focusing on who worked hardest or possesses the best technical skills, Ali argues that leaders are asking more strategic questions:
Key Executive Questions During Layoffs
According to Ehsan Ali, executives prioritize individuals who:
- Reduce uncertainty
- Own outcomes without supervision
- Would be expensive to lose in terms of judgment, not just salary
This perspective suggests that consistent delivery and technical proficiency alone are insufficient to guarantee job security, especially at senior levels. Ali points out that even valuable individuals can be replaced due to broader organizational changes.
The Three Levers for Reducing Risk Profile
Ehsan Ali outlines three primary levers that can significantly alter an individual’s risk profile at senior levels, moving beyond mere job performance. These are:
- Business Impact: Demonstrating tangible contributions to revenue, cost savings, risk mitigation, customer satisfaction, or time efficiency.
- Decision Authority: Being trusted to make critical calls, not just execute tasks.
- Executive Familiarity: Ensuring that one’s judgment and strategic thinking are known and valued by senior leadership.
Ali emphasizes that factors like tenure, certifications, or sheer activity are less critical than these three levers. He notes that once compensation crosses a certain threshold, typically around $250,000, individuals are no longer evaluated as mere contributors but as ‘risk profiles’ that are either retained or removed.
Building True Job Security
Ultimately, Ali argues that true protection in a volatile job market extends beyond excelling at one’s core responsibilities. He advocates for proactive measures to build a robust professional standing:
“Visibility beyond your team”
“Relationships beyond your org chart”
“Reputation beyond your company”
In conclusion, Ehsan Ali’s post serves as a call to action for professionals, particularly those in senior roles, to strategically manage their visibility, influence, and perceived value. He urges individuals not to leave their professional perception to chance, especially when facing economic uncertainty and potential organizational restructuring.
📝 About This Content
This article is based on insights shared by Ehsan Ali on LinkedIn.
📅 Originally posted on March 1, 2026 | View original post on LinkedIn →