Tag: career

  • Do these five things to become a better mentee

    Do these five things to become a better mentee

    “Work with a mentor” is right up there with “maximize your 401K contributions” and “no more than one drink at the office holiday party” on the list of common advice given to young professionals at the beginning of their careers. Harder to find are answers to questions such as, What is the best way to build a mentor relationship? How can you make the most of your interactions? And how can you sustain a meaningful connection over time?

    But I’ve found that it’s the mentees who consider these questions who make the most of a mentoring relationship. Mentorship functions best as a project that two people work on together, rather than a lecture series for which only the mentor is responsible.

    Read more over at Quartz.

  • 3 truths and a lie, career edition

    3 truths and a lie, career edition

    truths-liesI’ve titled this talk three truths and a lie, based on a game often used as an icebreaker. You share four things about yourself — three are true, and one, intuitively enough, is a lie. The goal is to guess which is which. If you ever play the game with me, watch for the one where I met my future mother-in-law after playing a darts game called cricket in a Scottish pub. In this game, I lost a round of drinks to a one-armed workman, who doubled out to victory. That was, in fact, true. Correlation is not causation, but the marriage lasted only a few minutes longer than my presentation here this evening.

    But I digress. For the purposes of this talk — which I assume is aimed at undergrads trying to make sense of the world — I’m using 3 truths and a lie as a framework. It’s a way to think about living your life once you are not surrounded by red brick Georgians and the ability to linger at brunch with your friends for hours without ever settling a check.

    Truth #1: It’s not the red pill or the blue pill.
    There are two kinds of people in this world: those who love false dichotomies, those who hate false dichotomies, and those who recognize they are utter bullshit. Be the last of these. We organize information and categorize choices into black and white, because it’s an easier way to make sense of all the things. The people who go into consulting enter this kind of world, the people who go into tech enter another. Sure there are cultures and bodies of knowledge and locations that these choices imply, but in the end, people are remarkably similar. We saw that with the internet, too, right? We had access to all the world’s knowledge, and immediately a good deal of human endeavor went to cat memes, porn, and Angry Birds, which we’ve collectively spent some 300,000 years playing.

    Cultures do differ, but the tyranny of the hoodie uniform is not entirely dissimilar from that of the three-piece suit. The VC’s Arc’tryx jacket, complete with useless apostrophe, is as much about primitive signaling as the beat cop’s uniform. So, choose your tribe wisely, but recognize that tribal behaviors are universal.

    Truth #2: Practicing unnecessary compassion will enrich you.
    “Character is what you are when no one is looking” is one of the platitudes that may have resided on a poster in your middle school gym, right next to the one with that kitten that said “Hang in there!” But here’s the thing about trite clichés: sometimes they are right.

    What they don’t tell you is character is either the millstone around your neck, or the badge you wear proudly as you reach midlife. It’s the blueprint through which you make other decisions. Nick Kristof recently wrote of the compassion gap in US culture. He had written a piece about the working poor, which included a mother of a hearing-impaired boy. In the picture, she reading to him — but appeared fat, with several tattoos. His comments stream flooded — less with concern about the boy’s plight, and more with vitriol for the woman and her choices. I’m as much about personal responsibility as the next guy, but Kristof correctly flagged the compassion gap issue. As Kristof pointed out, a professor at Princeton found that our brains at times process images of people who are poor or homeless more like things rather than people.

    What to do with this? Many of you got to Harvard by making concerted and strategic decisions not only about your coursework and athletics and extracurriculars — but also by thinking about who to thank and who to reach out to. I encourage you all to lean in toward compassion a little closer. The research backs me up here — giving to others time, money, or compassion actually leaves you with more, rather than with less. Wherever you come from, whatever challenges you face, all of you will leave here with the imprimatur of privilege. Use this privilege to show compassion.

    Truth #3: The technology we create is not a value-free medium.
    One of my favorite expressions is, “algorithms are just people’s opinions, mathematically expressed.” Anyone who’s done a Google search from a computer other than one’s own has realized that search is, understandably, not a universal experience. In the name of convenience (think: location, language), Google tries to deliver the content most relevant  to you. In the same way, the Facebook News Feed constantly tweaks its algorithm, serving up posts that may be most relevant — but may also favor the most active and engaged Facebook users. Reddit just launched a “trending subreddits” bar — with an algorithm picking what gets displayed — in order to promote growth of smaller communities. These are all examples of ways algorithms reflect their creators’ opinions, like “some people’s posts may be more interesting” or “it’s important to nurture small communities.” Few would argue these are inherently bad choices, but you are naive if you believe that such choices have no consequence.

    So as you conceive, design, develop, and launch software and hardware products, consider the impact of your intended results — and watch for the unintended consequences of your choices.

    Finally, the lie. The lie, the biggest lie of all, is that it’s too late. Women are particularly adept at telling this lie to themselves, as are those who are perennially precocious — a term that may well apply to many of you in this room. It often sounds like this:

    It’s too late for me to …

    • learn to code
    • play the French horn
    • enjoy a team sport
    • be an expert in my field
    • move to my dream city
    • find the right person for me

    “Too late” is too often a self-imposed limitation — and a cop out. Pursue a life where you bump up hard against the borders. Do some doors shut with time? Absolutely. As much as I wish Tommy Amaker would start me in a game against Yale, it seems prudent to concede those days are long gone. Or, never actually existed. But watch for “too late” as a trap you set for yourself. Ask yourself: Is it really too late, or are you intimidated/worried/lazy/risk-averse?

    All of you in this room have varying degrees of experience with CS and entrepreneurship. Your life in technology may be old hat or a new experience, but your lives as adults are just now taking shape. So, to recap, choose your tribe wisely; practice compassion; and consider the ethical ramifications of the technology you create. Finally — it’s not too late. This is your big chance to swipe right on your future — to make the most of every opportunity given to you, and to commit to life filled with creating opportunities for others. Now, go pursue it.

    This talk was given in April 2014 at the HRVD.IO event organized by HITEC – Harvard Innovation, Technology, and Entrepreneurship Collaboration

     

    Photo credit: Jason Borneman

  • Why kitchen cabinets trump corner offices

    Why kitchen cabinets trump corner offices

    node network chartWhen I started my career at a blue chip publisher, furniture mattered. Your career progression was reflected through office floorplans and desk hues: you migrated from low cubicle to high cubicle to office, and the final destination was a corner office replete with faux mahogany. Dream big, kids, the story went: at the end of all those 60-hour work weeks there may be a credenza in your future.

    The internet broke all that, and thank God. While a full-on holacracy remains hard to achieve, access to information and ideas has led organizations to become flatter, and companies large and small strive to seek out the best ideas from anywhere. Organizations like General Electric, LEGO, and NASA have open innovation programs to crowdsource solutions to hard problems internally and externally. When good ideas flow up and down and across an organization, career paths are less regimented, and roles more fluid.

    So if furniture is no longer a unifying principle for career progression, what is? Here’s one immutable truth: the importance of building your team. I don’t mean this in the narrow sense of “these are the people I will hire into my organization to get the job done.” I’m referring to the smart people who share your professional passions, whose counsel you can seek about the big stuff.

    This is a small kitchen cabinet or brain trust — it’s not your LinkedIn contacts, which can quickly skyrocket too far beyond Dunbar’s number to be meaningful. These are the people you call with an intractable problem or professional dilemma, and the strength of this group will be vital to a successful career. Why? Because in an era where hierarchies have flattened, good ideas can come from anywhere, and seniority does not automatically equate to advancement, a strong kitchen cabinet can provide feedback and insight to help you remain competitive.

    So, how do you think about building and nurturing this inner circle? You may start with a mentor or two from the beginning of your career, add early colleagues you bond with, and in time find protégés who will, with any luck, match or outstrip you. You’ll come up with your own filters, but here are five lenses to consider when building your team:

    1. Find those with the same values. Jobs and skills change over time, but it’s hard for values to change. It’s helpful to have some core shared beliefs about business practices and work-life balance. Also, that guy with that killer exit who tipped 10 bucks on a $200 check for a four-top? You may not want to bet long-term on that one.
    2. Embrace team members who share your passions. Your team should include people who will stay up late to solve a problem alongside you. Not because “they owe you,” but because they are as determined and obsessive as you are to get to the bottom of it.
    3. Resist the strong pull of homophily. It’s easy to slide into a comfortable groove with someone with a lot of similar life experience. Someone who also went to prep school, or also lives in Chicago, or also was a monster coder in junior high. Those people can be comfortable, but won’t always bring alternative approaches that challenge your assumptions. Remember that there all kinds of uniforms, and the culture of the hoodie can at times be as constraining as that of the three-piece suit.
    4. Practice discrimination. Some ideas are better than others. Some people are smarter than others. This team is not everyone in your professional network whom you respect, and would be willing to do a solid for. Filter for those whose smarts and rigor challenge you, and who can be engaged with your most important problems — and you’ll care enough to dive into theirs.
    5. Bet on those who will call you on your bullshit. If you’re young and promising, or have built a decent career, it’s easy to find people who will blow smoke. Find the ones who will point out your bad ideas, narcissistic excesses, or lack of intellectual rigor. It can be hard to hear even constructive criticism, but you want your team to be thoughtful allies, not unapologetic supporters.

    A lot has changed about how people think about and manage their careers today. Job tenures are shorter, organizational lines separating employee, consultant, and customer more porous, and boundaries between professional and personal ever-shifting. One thing will never change: the need to build the right team. So don’t get caught up climbing the ladder of desks, when you’ll reap greater rewards from assembling and investing in a trusted kitchen cabinet.

    Originally published at the Experiment Fund, a Cambridge-based fund investing in world-changing startups.

     

  • Five Mistakes to Avoid When Managing Digital Teams

    Five Mistakes to Avoid When Managing Digital Teams

    What’s the best way to tackle management of digital teams to keep engagement and output high? I’ve been through two Internet booms and busts in corporations, nonprofits, and startups — so I’ve made plenty of management mistakes by commission and by proxy. Posted over at Harvard Business Review, five common mistakes I’ve seen or made myself.

  • Friday 5 — 09.13.2013

    Friday 5 — 09.13.2013

    1. So, the iPhone 5C/5S launched and turned out to be more evolutionary than revolutionary. Is Apple more about fashion than electronics these days?
    2. Infographics are everywhere, and their stepchildren “snackables” are likely clogging your social media stream. “Get me an infographic” has replaced “Make me a viral video” as the new top-down, digital/social mandate. Here are five questions executives should answer before requesting an infographic.
    3. The best way to make compelling and shareable content has been a battle between two camps: the automated and optimized for search crew versus the heavily human editorial approach. Here’s how Techmeme is striving for the right mix by having humans power the headlines.
    4. How are adult smartphone users using location services? According to Pew 74% of them are lost like me, and use their phone to get directions or other information based on their current location. While more users report activating location as part of their mobile social posts, fewer are using explicit geosocial services like Foursquare to check in.
    5. If you were planning to tweet your way to the top, a position with a social media title may not be the right path. Turns out social media jobs have slowed because social is everyone’s job now. A savvy digital team will turn to empowering the enterprise rather than hoarding the know-how.

    Every Friday, find five, highly subjective links about compelling technologies, emerging trends, and interesting ideas that affect how we live and work digitally. Please let me know what I’ve missed in the comments below.

  • How to ace an interview with substantive content

    How to ace an interview with substantive content

    interview suitMashable recently posted a selection of tips aimed at entry-level job seekers on how to make a good first impression in a job interview. They’re reasonable tips, and worth mentioning because they aren’t always heeded. But they focus on the surface elements, like dressing appropriately and shaking hands. Let’s face it, though: those are tables stakes in a highly competitive job environment. If you’re looking to ace an informational or entry-level interview, you’re going to need style and substance. Consider the following

    • Lead off with strong content. That means your résumé is current and spellchecked, and matches what’s on your LinkedIn profile with minimal customization. Consider ways to add your own voice. Résumés for entry-level positions that have leapt out of the pile include a prospective developer who listed logic lessons learned from flipping burgers, and a content producer who formatted her résumé like a Twitter profile. When you’re reading 50 résumés and diligently trying to give every candidate a fair shake, a relevant flash of personality stands out.
    • Use the internet to arrive prepared. It’s disheartening interviewing someone with a good degree and/or internships who shows up without rudimentary knowledge of the organization or its mission. Do 30 minutes of homework on the organization, recent news, and the people you’re meeting. When candidates show up asking for Mr. Hewitt, the front desk lets me know. Come prepared with three questions — that way, you have a spare if the first two are answered during the conversation.
    • Take notes. It’s helpful to have a device or old school note pad to jot down questions as they arise, or record items for follow up. If you have interesting experience and seem committed to your search, I’ll be trying hard to come up with relevant people and paths to pursue. Recent candidates have shown up without anything to take notes with or, halfway through, pulled out a notepad and asked me to go back and repeat them.
    • Make your thank you note — yes, email is fine — work for you. During your interview, take quick notes on topics discussed. After the interview, scan recent headlines for a relevant article, read it (that part’s important!), and forward it along with a brief comment. Don’t worry if it seems too basic or if you think the interviewer might have read it. You’re saying, “Hey, I paid attention. Here’s something relevant and potentially useful.” While stationery is lovely, an content-rich follow up is even better.
    • Keep the interviewer posted. If something works out as a result of an interviewer’s reference or not, let them know. Good news about a job or an update on a continued search are both welcome. Sending a follow up gets you noticed as someone who takes initiative and threads the needle — both highly sought-after traits.

    By all means, cover your bases with the attire and posture, but know that a show of substantive content will be a strong differentiator. And today’s digital and social landscape means that it’s easier than ever to showcase your ideas — through a Twitter feed, a Google+ account, a well-developed LinkedIn profile, or even a personal blog on an unrelated topic. None of these tips is expensive or onerous, and trying them just might set yourself apart in a competitive hiring situation.

    Photo credit: pennstatenews

  • How to Build a High-Performing Digital Team

    How to Build a High-Performing Digital Team

    Organizational development is hard — and new digital capabilities require some new mindsets and skillsets. Posted over at Harvard Business Review blog network: six attributes to consider when sourcing talent for a high-performing digital team.

  • LinkedIn turns 10

    So, LinkedIn is turning 10. The Next Web ran this comprehensive recap of the pivotal moments in its evolution — complete with jazzy infographic and a fun look back at its clunky 2003 web design.

    LinkedIn’s main differentiator was being among the first user-generated content networks focused on expertise. As an early adopter (user 6818 — you can find your own member number embedded in your LinkedIn profile URL after “id=”), I pulled together some thoughts on what I’ve observed as milestones contributing to its success.

    1. Recognizing that they are a data company, and making some high-profile data scientist hires like Daniel Tunkelang — and enabling them to attract strong teams.
    2. Embracing mobile — a little late to the game, but a snazzy, much talked about tablet launch in 2012 and frequent updates since.
    3. Continuously improving the social aspects for average users sharing content — image integration that’s easy on the eyes, a longer character count than Twitter, a Like feature just like that other social network.
    4. Cracking the code for content original to LinkedIn. Other companies, like Facebook and Tumblr have shuttered similar efforts (here’s a good piece from RWW). While I’d argue that they have a natural advantage over Facebook and Tumblr in terms of shared audience purpose, they get credit for bringing in a range of thought leaders who make the site compelling and who become champions for the platform.
    5. Moving from text heavy resumes only to portfolio display opportunities — presumably the success of Bēhance and others has prompted LinkedIn to cast a wider net by supporting more visual experiences.
    6. LinkedIn email offerRolling out new applications like a new contact importing/ management service (see email offer at right — perhaps more compelling if the data pulls someone not in the office next to mine) that try to make LinkedIn the default drive for your connections.

    While not a specific feature, I’d argue that LinkedIn’s ultimate killer app was shifting the social norm around job hunting. Back in the day, leaving a copy of your resume on the printer meant only one thing — you weren’t intending to stick around your current role very long. Now keeping your LinkedIn profile up-to-date is more a sign of career attention than looming transition. And arguably, in some fields today the bias is in precisely the opposite direction: people who don’t update their LinkedIn profiles are less likely to be actively engaged in their own career development — which as Tom Friedman reminded us last week in his bleak 401(K) world column, is a dangerous place to be.

  • Social sector must embrace risk

    For social impact organizations to scale in the same way entrepreneurial tech companies do, investors need to increase their tolerance for non-moral failure. They need to foster a culture of innovation and risk-taking. … Most importantly we have to stop pumping support into struggling ventures because we are afraid to see them fail and be prepared to back again those who have learned from their failures. Smart people are more willing to attempt disruptive change when they know their value will not be destroyed if it doesn’t pan out.

    – Sir Ronald Cohen and William A. Sahlman in HBR blogs on the importance of building a tolerance for failure and risk-taking in social enterprise. Two related thoughts:

    • The corollary piece of advice is to start small – venture capital has ample homerun cushion to pay for all those strike outs and singles. Small, iterative projects that succeed or fail advance learning in the organization and promote risk-taking without betting the store.
    • Being willing to stop doing something marginal is far more difficult to do than walking away from an absolute failure. The former is an important skill to cultivate – smart people with high aspirations and a lack of tolerance for “just OK” in an area where “great” is well within reach.
  • Are effective school behaviors harming women in the workplace?

    Department of Labor poster: America will be as strong as her womenDo Women Need to Realize that Work Isn’t School? Whitney Johnson and Tara Mohr point out in HBR that behaviors that enable young women to excel in school may serve them less well in the workplace. Johnson and Mohr argue, and I agree, that all employees and particularly women need to become more comfortable with behaviors like questioning authority, embracing improvisation, and engaging in self-promotion. (N.B. Approach the last of these far more carefully than your male peers.)

    I’d add another important item to their list — learn how to disagree, and how to get over it. Engaging in conflict in the workplace and managing it toward resolution is part of the job, particularly in the fluid modern workplace where the need for constant adaptation can cause friction.

    While school doesn’t always prepare us for that conflict, athletics may. Anecdotally, I’ve observed that many women who can tolerate workplace conflict well have participated in team sports. We know athletics correlate with career success; a 2002 study found that 82% of women in executive-level jobs had played organized sports in middle, high or post-secondary school. Discipline and focus are two obvious benefits, but I’d argue that team sports in particular offer participants experience in managing conflict and achieving resolution.

    Image credit: U.S. National Archives: Department of Labor poster 1941-1945