FIR #487: Beyond the Churn — Slower Publishing, Deeper Thinking, Better Outcomes

What happens when the AI conversation turns from a quiet side road into a crowded superhighway? Recently, Martin Waxman — digital strategist and LinkedIn Learning instructor — pressed pause on the churn to make room for curiosity, quality, and quiet. He’s not quitting; he’s recalibrating: publishing less often, thinking more deeply, and reminding us not to let AI do the thinking we should be doing ourselves.

For communicators, that raises bigger questions: When do we slow down? How do we trade volume for value? And what does “good enough” look like when our audiences are drowning in near-identical insights?

Neville and Shel dive into this topic in today’s short, midweek episode of “For Immediate Release.”

Links from this episode:

• Knowing Where to Start and When to Make a Shift
• What If You Redefined What Work Means to You?

The next monthly, long-form episode of FIR will drop on Monday, November 17.

We host a Communicators Zoom Chat most Thursdays at 1 p.m. ET. To obtain the credentials needed to participate, contact Shel or Neville directly, request them in our Facebook group, or email fircomments@gmail.com.

Special thanks to Jay Moonah for the opening and closing music.

You can find the stories from which Shel’s FIR content is selected at Shel’s Link Blog. Shel has started a metaverse-focused Flipboard magazine. You can catch up with both co-hosts on [Neville’s blog](https://www.nevillehobson.io/) and [Shel’s blog](https://holtz.com/blog/).

Disclaimer: The opinions expressed in this podcast are Shel’s and Neville’s and do not reflect the views of their employers and/or clients.

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Raw Transcript

Shel Holtz:
Hi everybody, and welcome to For Immediate Release. This is episode number 487. I am Shel Holtz.

Neville Hobson:
And I’m Neville Hobson. In this episode, we have a story that’s less about technology itself and more about what happens when you pause to think about the pace of it all. A few days ago, Martin Waxman published a reflective piece on LinkedIn called “Knowing Where to Start and When to Make a Shift.” Martin, as many of you will know, is a Canadian digital strategy consultant and LinkedIn Learning instructor. He was our guest in an FIR interview in January. Martin writes the AI and Digital Marketing Trends newsletter, which has become one of LinkedIn’s most successful, now reaching well over half a million subscribers. It began humbly in 2020 when Martin set out to explore the intersection of AI and marketing at a time when few others were doing so. His goal was to reach maybe 10,000 readers—he’s now 50 times past that. But this isn’t a story of relentless growth or scaling up. It’s the opposite. We’ll explore this next.

Martin’s post isn’t a farewell—it’s an adjustment. After years of writing about AI’s impact, he’s decided to slow the pace of his newsletter and make space for deeper thinking. In his words, the AI conversation has moved from a path less followed to a crowded superhighway. Everyone seems to be writing about the same things and the constant noise can be exhausting. So he’s taking stock, reevaluating his direction, reshaping his LinkedIn Learning course, and thinking about how to bring a fresh human perspective to the next stage of this conversation. There’s a generosity and humility in that move that feels rare today. He talks about resisting the temptation to let AI do the thinking for us—stop relying on AI as a crutch, embrace the blank page, don’t give up on your brain. He’s reminding us that creativity and discernment still start with people, not prompts. And he’s choosing to slow down—to step back from the rapid churn of publishing and make room for curiosity, quality, and quiet.

That theme of slowing down connects powerfully with a discussion I led in September in an IABC webinar on redefining what work means. The answer may not be doing more or moving faster, but taking the time to notice, reflect, and realign what we do with what really matters. Martin’s story feels like a practical expression of that—an intentional deceleration that invites us to think more deeply about purpose and pace in our professional lives. As we unpack his post today, perhaps the real question isn’t just about how communicators keep up with AI. It’s about how we decide when to slow down, how to add meaning amid abundance, and what to let go of so our work and our thinking can stay human. With everyone producing AI-related content, Martin’s pivot reflects a move from volume to value. How can communicators preserve credibility and originality when audiences are saturated with near-identical insights? Martin’s post isn’t just about pausing; it’s about reclaiming agency in how we learn, create, and lead with AI. It invites communicators to redefine productivity, not by the speed of output, but by the depth of thought.

Shel Holtz:
I was very taken with Martin’s post and I’m very happy for him that he has come to terms with this and made decisions that will make him happier. It’s not for me, however. I see this notion of slowing down in two ways. One is slowing down so you can take the time to produce quality output. I confess that I use AI to write things I don’t want to take the time to do. They’re not important enough that I need to be the author; they’re fairly rote. I give notes to AI, it cranks out a serviceable first draft, and I take 20–40 minutes to edit and revise rather than spending two or three hours. Nobody has ever questioned the provenance of these pieces. In fact, I’ve gotten praise for some of them, which makes me chuckle. I do this so I can appreciate the blank page and write the things where it’s important that it be me at the keyboard, in my voice.

The other way to look at this is simply slowing down in life. I appreciate people who want and need to do that—and especially people who find a way to accommodate that need. I want to go faster myself; I want more hours in the day to get more done. If I’m not being productive, I feel at loose ends and anxious, wondering what I can be doing now. Just this weekend, after a sleepless night, I wandered into the garage, noticed a box out of place, and the next thing I knew I’d been straightening the garage for an hour. That’s my personality: I have to be doing something almost all the time. So I think you have to look at what’s right for you. Don’t feel pressured to slow down if that’s not going to make you happy.

Martin’s prescription is a good one for people who are overloaded and overwhelmed, and I understand his interest in dialing back commentary on AI when so many are producing similar content. He has a unique perspective—he’s a thought leader and tends to be ahead of the curve—so I’d continue to pay attention to him. But scroll through LinkedIn and two-thirds of the posts seem to be about some angle on AI.

Neville Hobson:
I understand you, Shel. I’ve known you a long time, so I know that anxiousness about not doing stuff. I was like that. Each person is different; this applies to individuals, not a universal formula. The starting point is wanting to change—professionally, personally, or both. I went through that after moving a year ago to a rural part of southwest England from a busy urban area. That change catalyzed others, which is why Martin’s post resonated so strongly with me.

Now I take more time deciding what I need and want to do—not everything must be done right now. I still work late sometimes, but only when I feel like it, not every day. I’ve also been able to make changes and still pay the bills. I spend more time with my grandkids and my wife, take days off in the work week, and sometimes work on Sunday—with purpose. Going back to the IABC webinar on redesigning your work and life, doing things such as what Martin described fits into that bucket. We ran a quick poll at the start: “How aligned do you feel with your current work?” A third (33%) said, “I feel aligned—my work reflects my values and energy.” Sixty percent said, “I’m actively rethinking how and why I work.” Another 7% felt stuck or disconnected from what matters. So only a third felt aligned; nearly two-thirds are rethinking how and why they work, and some feel completely disconnected. In the chat, people said they now feel the need to question things they hadn’t been questioning—and that they aren’t happy.

Not everyone has the luxury to change, but there are things you can control. This isn’t a whole-life overhaul. It can be incremental—small steps. What Martin’s doing, as I interpret his post, is a small-step pivot in how he publishes his newsletter and updates his LinkedIn courses. He says he’s slowing his publishing frequency from twice a month to a less regular schedule—perhaps monthly or whenever something genuinely strikes him. Most comments I’ve seen are supportive.

He offers useful tips. “Stop relying on AI as a crutch” is a good one—don’t use it for the easy way out; use it to push you in unexpected directions. Embrace the blank page. For me, starting and stopping, taking a walk, doing something else often unlocks progress. Another tip I liked: aim for higher quality than before. Do less, take more time, and produce better work. That makes sense—rushing often reduces quality. Of course, that assumes you can do it.

Shel Holtz:
We’ve got deadlines out here in the real world, you know?

Neville Hobson:
You do, and you’ll still have them. But not everything has to be dropped immediately. This gives you empowerment to choose: that report due in ten days doesn’t have to be mapped out right now unless you want or need to. The key is deciding what you want to do about your life—and measuring it in a quantifiable way if that helps. Martin seems to have made an honest assessment of where he’s at, prompting further thoughts for his training and writing. Do you think this represents the visible front end of a trend among communicators choosing depth over frequency—slowing down to produce better quality work? I’m not sure I see it broadly, but I wouldn’t be surprised if it’s behind what some people are doing.

Shel Holtz:
You could connect this treatise with what we’re seeing from employees pushing back on full-time return to the office and preferring hybrid schedules. People want to be with their kids, care for elderly parents, or simply avoid traffic—as I did this morning behind a gnarly accident, hence our late recording. People are reevaluating how they work, and organizations will have to come to terms with it. Look at Glassdoor reviews and a common complaint is being worked to death—long hours and expectations that you’ll put in the time.

There’s another way to interpret this. Martin was on a panel I moderated at an IABC World Conference in Toronto a couple of years ago on AI. Someone asked about using AI to write—is that acceptable? Martin said most of what we do in communications just has to be “good enough.” If AI writes “good enough,” why is that a problem if it frees up time for other work?

The way I choose to interpret Martin’s post is: I don’t have to slow down across the board. I can slow down one thing to make time for another. Example: there are two of us in the communications department where I work, and we were swamped. As people learned what we could do, requests multiplied. Juggling them without letting anything fall through the cracks became hard. My boss suggested two things. First, open a ticket system. We use ServiceNow, so now anyone who calls with a request is asked to open a ticket. We can better manage work, keep notes on what’s been done, questions asked, and promises made. Second, we had to learn to say no. If we want more resources, start saying no more often.

We have—“Sorry, we don’t have time for that. It’s important to you, but it doesn’t rise to a top priority for our department based on leadership expectations.” Saying no frees time. Does that time fill up? Yes—but it fills with higher-priority, more interesting, more relevant work. So slowing down doesn’t necessarily mean slowing down overall. It means slowing one thing to make time for another—maybe more time with family. In my case, it’s more time on the work that matters and less on the work that doesn’t. There are multiple ways to interpret and apply what Martin has presented.

Neville Hobson:
I agree, Shel. To repeat your point, each of us is different. On saying no, I learned that too and put it into practice this year by turning down opportunities for paid work because they weren’t the right fit or interesting enough. I felt great. Instead, I learned, read, wrote blog posts—things I wouldn’t have had time for. I saw my grandkids more; my wife and I went out to lunch and visited places. I sleep well now without the worries and stress. I do miss some things, but the balance now outweighs any of that by a big margin.

Martin looks ahead and wonders what comes next once we’ve mastered the tools. When AI becomes mundane and the question shifts to meaning and impact, what might the next conversation look like? He asks how communicators can lead the dialogue on quality, ethics, and human contribution in a world where automation is taken for granted. That’s at the heart of much of what we’ve been discussing—and what I want to keep exploring. What do we say when automation is taken for granted? What are your thoughts?

Shel Holtz:
I think it’s consistent with the old Melbourne Mandate from the Global Alliance for Public Relations and Communication Management. It positioned communication at the center of the organization as, more or less, the conscience of the company. What the conscience focuses on varies with circumstances, but maintaining humanity in the organization fits that model well. We need to present leadership with data supporting the need to do that, along with ideas for how to do it without losing momentum. It fits squarely with that notion.

Neville Hobson:
We’ve shared some good thoughts here, Shel, and I’m curious what our listeners think. If anyone has a perspective—agreement or disagreement—let us know.

Shel Holtz:
You know where to reach us. That’ll be a 30 for this episode of For Immediate Release.

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