Knowing we could be eliminated from the running for a job we want, should we answer interview questions that are irrelevant or even illegal? Continue reading
Exactly my sentiments. EMP
If you live in America in the 21st century you’ve probably had to listen to a lot of people tell you how busy they are. It’s become the default response when you ask anyone how they’re doing: “Busy!” “So busy.” “Crazy busy.” It is, pretty obviously, a boast disguised as a complaint. And the stock response is a kind of congratulation: “That’s a good problem to have,” or “Better than the opposite.”
Notice it isn’t generally people pulling back-to-back shifts in the I.C.U. or commuting by bus to three minimum-wage jobs who tell you how busy they are; what those people are is not busy but tired. Exhausted. Dead on their feet. It’s almost always people whose lamented busyness is purely self-imposed: work and obligations they’ve taken on voluntarily, classes and activities they’ve “encouraged” their kids to participate in. They’re busy because of their own ambition or drive or anxiety, because they’re addicted to busyness and dread what they might have to face in its absence.
Almost everyone I know is busy. They feel anxious and guilty when they aren’t either working or doing something to promote their work. They schedule in time with friends the way students with 4.0 G.P.A.’s make sure to sign up for community service because it looks good on their college applications. I recently wrote a friend to ask if he wanted to do something this week, and he answered that he didn’t have a lot of time but if something was going on to let him know and maybe he could ditch work for a few hours. I wanted to clarify that my question had not been a preliminary heads-up to some future invitation; this was the invitation. But his busyness was like some vast churning noise through which he was shouting out at me, and I gave up trying to shout back over it.
Even children are busy now, scheduled down to the half-hour with classes and extracurricular activities. They come home at the end of the day as tired as grown-ups. I was a member of the latchkey generation and had three hours of totally unstructured, largely unsupervised time every afternoon, time I used to do everything from surfing the World Book Encyclopedia to making animated films to getting together with friends in the woods to chuck dirt clods directly into one another’s eyes, all of which provided me with important skills and insights that remain valuable to this day. Those free hours became the model for how I wanted to live the rest of my life.
The present hysteria is not a necessary or inevitable condition of life; it’s something we’ve chosen, if only by our acquiescence to it. Not long ago I Skyped with a friend who was driven out of the city by high rent and now has an artist’s residency in a small town in the south of France. She described herself as happy and relaxed for the first time in years. She still gets her work done, but it doesn’t consume her entire day and brain. She says it feels like college — she has a big circle of friends who all go out to the cafe together every night. She has a boyfriend again. (She once ruefully summarized dating in New York: “Everyone’s too busy and everyone thinks they can do better.”) What she had mistakenly assumed was her personality — driven, cranky, anxious and sad — turned out to be a deformative effect of her environment. It’s not as if any of us wants to live like this, any more than any one person wants to be part of a traffic jam or stadium trampling or the hierarchy of cruelty in high school — it’s something we collectively force one another to do.
Busyness serves as a kind of existential reassurance, a hedge against emptiness; obviously your life cannot possibly be silly or trivial or meaningless if you are so busy, completely booked, in demand every hour of the day. I once knew a woman who interned at a magazine where she wasn’t allowed to take lunch hours out, lest she be urgently needed for some reason. This was an entertainment magazine whose raison d’être was obviated when “menu” buttons appeared on remotes, so it’s hard to see this pretense of indispensability as anything other than a form of institutional self-delusion. More and more people in this country no longer make or do anything tangible; if your job wasn’t performed by a cat or a boa constrictor in a Richard Scarry book I’m not sure I believe it’s necessary. I can’t help but wonder whether all this histrionic exhaustion isn’t a way of covering up the fact that most of what we do doesn’t matter.
I am not busy. I am the laziest ambitious person I know. Like most writers, I feel like a reprobate who does not deserve to live on any day that I do not write, but I also feel that four or five hours is enough to earn my stay on the planet for one more day. On the best ordinary days of my life, I write in the morning, go for a long bike ride and run errands in the afternoon, and in the evening I see friends, read or watch a movie. This, it seems to me, is a sane and pleasant pace for a day. And if you call me up and ask whether I won’t maybe blow off work and check out the new American Wing at the Met or ogle girls in Central Park or just drink chilled pink minty cocktails all day long, I will say, what time?
But just in the last few months, I’ve insidiously started, because of professional obligations, to become busy. For the first time I was able to tell people, with a straight face, that I was “too busy” to do this or that thing they wanted me to do. I could see why people enjoy this complaint; it makes you feel important, sought-after and put-upon. Except that I hate actually being busy. Every morning my in-box was full of e-mails asking me to do things I did not want to do or presenting me with problems that I now had to solve. It got more and more intolerable until finally I fled town to the Undisclosed Location from which I’m writing this.
Here I am largely unmolested by obligations. There is no TV. To check e-mail I have to drive to the library. I go a week at a time without seeing anyone I know. I’ve remembered about buttercups, stink bugs and the stars. I read. And I’m finally getting some real writing done for the first time in months. It’s hard to find anything to say about life without immersing yourself in the world, but it’s also just about impossible to figure out what it might be, or how best to say it, without getting the hell out of it again.
Idleness is not just a vacation, an indulgence or a vice; it is as indispensable to the brain as vitamin D is to the body, and deprived of it we suffer a mental affliction as disfiguring as rickets. The space and quiet that idleness provides is a necessary condition for standing back from life and seeing it whole, for making unexpected connections and waiting for the wild summer lightning strikes of inspiration — it is, paradoxically, necessary to getting any work done. “Idle dreaming is often of the essence of what we do,” wrote Thomas Pynchon in his essay on sloth. Archimedes’ “Eureka” in the bath, Newton’s apple, Jekyll & Hyde and the benzene ring: history is full of stories of inspirations that come in idle moments and dreams. It almost makes you wonder whether loafers, goldbricks and no-accounts aren’t responsible for more of the world’s great ideas, inventions and masterpieces than the hardworking.
“The goal of the future is full unemployment, so we can play. That’s why we have to destroy the present politico-economic system.” This may sound like the pronouncement of some bong-smoking anarchist, but it was actually Arthur C. Clarke, who found time between scuba diving and pinball games to write “Childhood’s End” and think up communications satellites. My old colleague Ted Rall recently wrote a column proposing that we divorce income from work and give each citizen a guaranteed paycheck, which sounds like the kind of lunatic notion that’ll be considered a basic human right in about a century, like abolition, universal suffrage and eight-hour workdays. The Puritans turned work into a virtue, evidently forgetting that God invented it as a punishment.
Perhaps the world would soon slide to ruin if everyone behaved as I do. But I would suggest that an ideal human life lies somewhere between my own defiant indolence and the rest of the world’s endless frenetic hustle. My role is just to be a bad influence, the kid standing outside the classroom window making faces at you at your desk, urging you to just this once make some excuse and get out of there, come outside and play. My own resolute idleness has mostly been a luxury rather than a virtue, but I did make a conscious decision, a long time ago, to choose time over money, since I’ve always understood that the best investment of my limited time on earth was to spend it with people I love. I suppose it’s possible I’ll lie on my deathbed regretting that I didn’t work harder and say everything I had to say, but I think what I’ll really wish is that I could have one more beer with Chris, another long talk with Megan, one last good hard laugh with Boyd. Life is too short to be busy.
(Anxiety welcomes submissions at firstname.lastname@example.org.)
Tim Kreider is the author of “We Learn Nothing,” a collection of essays and cartoons. His cartoon, “The Pain — When Will It End?” has been collected in three books by Fantagraphics.
Don’t Fret. Just Ask for What You Need.
By PEGGY KLAUS
Reprinted from The New York Times.
Published: Sunday, July 10, 2011
“YOU can’t be afraid to ask,” my Uncle Art used to say when recounting tales of his successful 40-odd-year career selling mattresses up and down the Eastern Seaboard.
My uncle was talking about making the sale, but corporate types need to ask for what they need, too. This is especially true for women, who, in spite of an increase in diversity training, mentoring and sponsorship programs, still lag far behind men in reaching senior management and C-suite positions. In fact, in 2010, only 14.4 percent of the executive officer positions at Fortune 500 companies were held by women.
Whether from fear of being perceived as too aggressive or too selfish, women tend not to be comfortable asking for what they want. And when they do ask, it can be in ineffective ways.
Often, women’s speech is peppered with tentative and indirect phrases that scream a lack of confidence, such as, “I’m not really sure, but you could try it this way,” or, “Now, I’m not an expert, but …” or, “I think this is a good idea — do you?”
Many women have also adopted an upward vocal inflection at the end of sentences, a regrettable characteristic popularized by the Valley Girl. It turns a strong declarative statement into a question, conveying weakness, uncertainty and a request for approval.
In addition, and perhaps most important, professional women sometimes forget to build their case around the things that matter most to their employer — principally, the impact on the bottom line. That was true for one high-producing client of mine, who needed a more flexible schedule that would allow her to work from home one day a week.
While she knew she could make the change work seamlessly for her clients and her direct reports, she was still very reluctant to ask. She worried that her boss would demote her to part time and cut her salary.
After addressing her fears of the possible consequences, we went to work on perfecting her “ask.” We prepared a brief, clear account of why she needed to make this change and described how she could do her job without harming clients, colleagues or the bottom line.
The dreaded conversation with the boss lasted exactly 10 minutes. It was cut short the moment he told her: “I have no doubt we can make this work. In fact, if you should need to work another day at home, just let me know, and we’ll see how we can manage it.”
It just goes to show you: you’ve got to ask.
Another client, a managing director of an international investment bank, says women need to be bold and straightforward when stating what they need to achieve their goals.
“My 25-year career path has included several job changes,” she said. “And with each new job, there was always a male colleague who was responsible for introducing me around the firm. In every case, my cordial host would introduce me almost exclusively to women. I know they thought they were helping me, but, in fact, it was the introductions to the men I couldn’t manage on my own.”
She was quick to add that the “women only” introductions had nothing to do with trying to undermine her success. The men had simply assumed that she’d be more comfortable with other women.
But how will a business see a return on investment if women cultivate relationships only with other women? The answer is: It won’t.
From her previous experiences, my client had learned to ask for the help she needed. A few years back, when male colleagues welcomed her into the company with an offhanded yet well-meaning “Let me know if I can do anything for you,” my client knew exactly how to respond:
Introduce me to the top 10 people in the firm. Include me when you and the guys go out for dinner. Arrange a breakfast with the firm’s top traders, and let me introduce myself and my team. Count me in when the firm signs up for any corporate sponsorships. Invite me to your quarterly top-client events.
In addition to these requests, my client had the courage — some might call it the chutzpah — to schedule an appointment with the chief executive and tell him what kind of support she was seeking. When colleagues asked why she had gone to see the C.E.O., she told them: “The firm’s paying me a lot of money to do a great job. What C.E.O. wouldn’t want to help me do that?”
THE act of putting your stake in the ground — stating exactly what you want — is scary for most women. We worry that if we’re too direct, we’ll alienate the very audience we’re trying to win over.
Unfortunately, in the corporate world there is a narrower band of acceptable communication for women than for men. Even so, we can find ways to ask for what we need. Unfair as it may seem, women do have to be more attuned to the listener and more careful in determining the best way to say what needs to be said. But look on the bright side: for a gender with a propensity for zeroing in on the feelings of others, we’ve got a head start.
Peggy Klaus consults with executives and organizations on leadership and communication. E-mail: email@example.com.
The triggering event, of course, is the advent of a global communication
system that restores the banter of the bazaar,
that tears down power structures and senseless bureaucracies,
that puts everyone in touch with everyone.
From The Forward to the Cluetrain Manifesto
By Thomas Petzinger, Jr., The Wall Street Journal Author of The New Pioneers
Quotient or DNA? That’s the question.
If you have a Digital Quotient, you’ve learned most of your way through Microsoft Office, AOL, Hotmail or some other free email service and more than likely have your “tech guy” on speed dial. If you have Digital DNA, you probably had a MAC before Apple was chic, must have the latest gear and don’t need to flaunt it (you buy the plain black skin for it without a logo) and you can’t wait to get your sticky little fingers (from late night Twinkies, of course) on any new apps, programs, code, inside news, gossip AND your hacker’s on speed dial.
Somewhere in between is where I am. I had the first Apple laptop back in the early 1990’s, my favorite people are geeks and the digital references I make are over most people’s heads. Ok, so now that we’ve established that, there’s the matter of the digital divide. Still here and still thriving. I was around for the commercialization of the Internet and a thing called the “Cluetrain Manifesto“, written in 1999. That document was created, among other reasons, to inform marketers and advertisers that people using the Internet don’t want to be sold to. In short, as Thomas Petzinger, Jr., The Wall Street Journal put it, “an obituary of business as usual. ” And I quote:
The idea that business, at bottom, is fundamentally human.
That engineering remains second-rate without aesthetics.
That natural, human conversation is the true language of commerce.
That corporations work best when the people on the inside have the fullest contact possible with the people on the outside.
Fade out. Fade in. It’s the 2011, Ad Age Digital Conference here in New York City and the same principle applies. The conference is sold out and yet, the Keynote and other speakers, pretty much reiterate the same idea that those guys did. The difference is that marketers have to have their backs, or bucks, against the wall before they get the message.
This year’s conference was mostly about this. About staying out of the consumer’s way. About NOT selling but joining. About being a buddy (as in Media Buddy) and not a bully. About EXpression, not IMpression. The market place is changing so rapidly that we marketers and advertisers can’t consume the information about this change fast enough. As a sidebar, the year one Ad Age Digital conference had no sponsorship dollars at all. Now in only five years time, there are more than twenty. Presentations were delivered by such important companies as Google, Electronic Arts, Samsung, Lexus, Best Buy, Converse, Dell and more.
Aren’t We Always Rethinking Advertising?
First there were cave walls. Fast forward to print, radio, TV, satellite, digital etc etc. Each one of these innovations brings a retrench. Most professional marketers know this and still, there’s a lot of time and money spent measuring past results to predict future ones.
Social Activity (like communities, polls, Q&A, notifications, status, comments, games, group buying, virtual currency, social missions, social goods, check ins and the rest) is the largest consumption of time spent on the Internet today. To get marketers in the stream of activity means leaning forward like your customers are. This is activity, Folks, not media. Before activity was outside of advertising, now a marketer can leverage activity in the mainstream to have contact with 100 million people on a monthly basis to, say, help consumers build a virtual city.
Brand Lift Is The New Holy Grail.
Though corporations insist on seeing it as one,
the new marketplace is not necessarily a market at all.
To its inhabitants, it is primarily a place in which all
participants are audience to each other.
The entertainment is not packaged; it is intrinsic.
From Introduction to the Cluetrain Manifesto by Chrsotpher Locke
If you aren’t hip to this, sorry, but you’re already behind the eight ball. That is to say, if you’re still looking at click through rates as a measurement, forget it. If you’re still living in a world of display-click-impressions-banner ad next to content, the digital ecosystem has shifted to the next gear, the new way in which consumers view the brand. The flailing that research was doing while the ship was turning from past performance to real time left a lot of people, technological innovation and creative ideation mistakenly in its wake. Now, the tools for this have gotten a lot more sophisticated in a very short time. Companies like Point Roll and AppsSavvy would like to help you optimize your exposure. Marketers who are finally asking the right questions (not how big they are on ComScore and Nielsen and how many pages they have) but instead, “what are PEOPLE doing”, have a shot.
Friendster, Napster, MySpace, Facebook. What do they all have in common?
The answer is freedom. Each in its time carved a space for open discussion and sharing of ideas (creative branding or otherwise) Free space for anyone and anything to be highly energized by access and information like never before. In the old days, I was part of the Southern California (405) Group Listserve (remember those?) where a bunch of geeks, who rarely met face to face, discussed the Internet and problem solved collaboratively. It was not unusual for an entire thread to go on for weeks including barbs, open insults, challenges, put downs, throw downs and a ton of really cool information. These were developers, inventors, code writers, thinkers, hackers and pioneers. One day a guy looking a lot like a Hells Angel rode his bike into our offices on Main Street in Venice (CA). We’d been talking to him virtually for months, but had no idea who he was standing there. He announced he was from Digital Vegas. We could never figure out how he got that Harley up to the third floor. But, I digress. The point is, no one was paying much attention except the other guys doing the same things. There was no regulation since no one but the government and educators even knew Arpanet was there. And certainly no one was trying to sell us stuff.
The Internet is inherently irreverent and anarchistic and therefore resists any attempt to wrangle or rope it in. It’s also a chance for people who would otherwise not meet to laugh and play and share trade secrets, whether the trade is Mommy-hood, bikers, hairdressers, dog lovers, cat lovers or just plain long-distance lovers.
The “C” or Connected generation, as Alex Tosolini, VP, Global e-Business at P&G, likes to call it, may or may not make way for today’s C-Suite Chief Data Scientist. When the advertiser insinuates himself into the conversation with waving banner ads and interstitials, the mob moves elsewhere. Social activity , the largest activity on the Web today, is, and I repeat, NOT media! Branding before this phenom was OUTside activity, now it’s INside. In effect, the herd will be heard whether marketers like it or not. It seems to have taken an entire decade and then some for marketers to realize this and having done so, loosen their grip. Like Double Click in the 1990’s with display, Tremor and other video networks and AdMob with mobile, companies like AppsSavvy, represented here, would like to help marketers brand around social activities and do it at scale.
“Everything That’s Static Will Become Dynamic.”
Words spoken by Wendy Clark, SVP-Integrated Marketing Communications and Capabilities at Coke. Of those most likely to win the respect of the mob, is Coca Cola, the world’s largest beverage company. Which is why, Ms. Clark refers to Coke’s digital strategy as “liquid and linked”. And that’s not just lingo. It’s Coke’s take on brand storytelling
Ms. Clark rips up the stage in a blinged-out Coke T-shirt lauding the virtues of the hundreds of opportunities to join in and be a partner in “distributed creativity” on a “continuum of connections”. Brands can no longer pay their way to greatness, she warned. Media isn’t categorized by the outlet you plug it into anymore, its either paid, earned, owned or shared, she said. Coke has actually become the poster child for doing it right and the online world has chosen to anoint them with a following.
The key, of course, is not some play on words or metaphor for a marketing strategy. It is the living breathing fact that Coke has given up control in the traditional marketing sense and taken the lead from it’s lovable fan base deferring to their voice, and not imposing on them Coke’s decades old sales strategy. Because of this, nearly 24.5 million people like Coke’s Facebook page, the largest page on the site. I guess when you serve 3 billion Coca Cola products worldwide every day, that doesn’t seem like such a big number. Yet, giving the ax to business-as-usual at a company this big, Ms. Clark had a lot to do when, in 2008, she moved over from AT&T. Coke didn’t start out with Digital DNA but, with Wendy Clark’s help, they sure did get IT along the way.
In 2008, UniLever discovered 50 representatives of the social online ecosystem (AKA Greenpeace) dressed as orangutans staging a protest outside their London Headquarters to highlight the destruction of the Indonesian rainforest. The protest forged a relationship between the two organizations with Unilever agreeing to address many of Greenpeace’s concerns. Unilever may not have started out life with Social Media DNA but they sure got religion fast.
Think Like a Start Up. Act Like a Hacker.
The Net grew and prospered largely because it was ignored.
It worked by different rules than the rules of business.
Market penetration wasn’t interesting because there was no market —
unless it was a market for new ideas.
The Cluetrain Manifesto – Chapter One, Internet Apocolypso
Massive disruptive change is a marketers worst nightmare. Just as Geoffrey Moore, head of the Chasm Group and author of Crossing The Chasm about technology adoption lifecycle, points out, “the marketer should focus on one group of customers at a time, using each group as a base for marketing to the next group.” The gap between them IS the chasm for disruptive or discontinuous innovations which force a significant change of behavior by the customer. In layman’s terms, climbing on the shoulders of early adopters is where the smart money is.
FaceBook, like other successful marketing plans that came before it, envisioned a need and filled it. Like is important, but Share is more important. Adopting a start up strategy may not get you where it got Mark Zuckerberg, but it might get you out of the dark or worse, the Dark Ages. Build a virtual startup within your organization to imitate what it was like when everyone was bootstrapping and no one was watching. Teams of geniuses were liberated from the matrix and finding the next thing rather than protecting the old. The team not connected to the parent, innovates, iterates rapidly on its own and builds on user experience, skills, talent, not titles. Android, a Google offshoot, while in the search business, was simultaneouslyfree from the core and faithful to Google’s devices. Today, it’s the next BIG thing.
To Ride The Trend Wave-
Make it Low Cost
Launch and Learn
Take the Best Ideas From Everyone Else
Fast Is Better Than Perfect
VOCAB OF THE MODERN MARKETPLACE
Apple Generation, C-generation,
Social Online Ecosystem, Lean in, Honor the Community,
Passion Points, Connections Are The New Impressions,
Facilitate Commerce, Hardworking Media,
Networked Consumption, A Lense on Social Media,
Listenomics, Digital Skin, Digital Cocktailing,
Start Up Envy, Native (to a medium), Path to Purchase,
Continuum of Connections, Distributed Creativity
Hank Fieger, President, HFA, Barcelona Spain
Hank Fieger, President of international management consulting, training and coaching firm, HFA, based in Barcelona, Spain, has worked with many Fortune 100 companies in over 20 countries. His expertise is in Behavioral Executive Coaching, Team Building, Executive Presentation Skills and Leadership Communication Skills. Using a model of open and honest communication, Hank combines his knowledge of business and psychology to help others embody “people management” skills in leadership roles. Hank’s first book, “Behavior Change…A View From The Inside Out”, a handbook on the art of change, is available on Amazon.
Q&A (unedited) On Leadership
If you had to name three characteristics of great leaders what would they be?
They have a clear vision for what’s possible.
They have the ability to communicate that vision to the hearts and minds of their followers.
They are in tune with what people are wanting.
As organizations get larger there’s often a tendency toward dampening inspiration. How do you encourage creative thinking within your or your clients’ organizations?
I encourage creative thinking by reconnecting people to their core values? By understanding what is most important to them, they begin to see what’s possible.
In order of importance or weight, what do you feel is most important: mission, vision or core values?
I think core values are most important, followed by a vision. The mission is the working statement that captures the values and the vision.
How do leaders ensure their organizations activities are aligned with their own core values?
Communicate, communicate, communicate.
What is corporate culture and how is it crafted?
Corporate culture is the unspoken, and sometimes spoken rules about how things are done here. It’s crafted usually from the key individuals at the top of the corporation.
What do you believe is the biggest challenge facing leaders today?
I think that every true leader has a bit of a revolutionary in them. Most people resist change, and yet what leaders need to do is to help people and organizations to change and adapt to what is needed in order to be sustainable.
What is one mistake you see leaders making more frequently than others? In your opinion, is it different for women leaders?
The one mistake I see is that leaders sometimes make decisions that they think will keep them in the role and keep them having power. I think that women leaders also fall into this trap and sometimes to prove themselves in a “man’s game,” they may even try harder. They also revert back to managing the transactional day to day business, rather than staying focused on the big picture.
What advice would you give someone going into leadership position for the first time?
Is your advice different if that person is a woman?
Be true to yourself and to your values. It’s a privilege to be in a leadership role, so go for it. My advice for a woman is no different. Don’t give your true power away in the attempt to be more like a man, or to succeed in what you may believe to be a man’s world.
What is one behavior or trait that you have seen derail more leaders’ careers?
To sell out to what they believe people want from them, rather than being true to what is really needed.
Yesterday, I was in a store on Columbus Avenue here in New York City, and saw a daytime caregiver shopping for herself and leaving the children she was watching to fend for themselves in a stroller on the other side of the room. One of the children was irritable and crying. I see this all the time. Child- and elder-care givers, dog walkers, housekeepers, teachers, messengers, overnight delivery and UPS truck drivers, construction workers, nearly everyone is on the phone. Whether they are driving, walking or supposed to be engaged in a paid professional pursuit, they are on the phone. Calling, texting, gaming, listening to music, we are hardly ever doing what we are paid to do or even primarily engaged in doing anymore.
A friend of mine who is a self-proclaimed tech ignoramous has a phone, a blackberry, an iPad, a Kindle and a desktop computer. She can barely find the on button for most of these gadgets and is usually on all of them, or at least two of them, at a time. During most phone calls with her, our conversations are punctuated with expletives having nothing to do with our discussion. She isn’t really listening and her responses are fragmented and half-hearted. Until I pointed it out, I don’t think she was aware of what she was doing. She doesn’t call me anymore.
Had the Baby Boomers’s attention been so divided during the late 1960’s and 70’s, what might have happened? Would we have even noticed that Cambodia had been invaded? Would we have noticed that the campus at Boston University, where I was a student during the Viet Nam War, had been occupied by the National Guard tactical police? Granted, friends of mine and I were somewhat preoccupied with what we would wear to the next demonstration, but we knew there was a War on that we didn’t approve of and we were all at least headed in the same philosophical, if not political, direction.
When the Chicago Seven took over the 1968 Democratic National Convention, would the crowd have been behind the protest or would they have been too busy tweeting pictures of each other to their friends? When I was in my early twenties, our focus was focus. We were aspiring transidental meditators following John and Yoko and trying (admittedly, with the help of hallucinogens) to “Be Here Now” with Baba Ram Das.
When I traveled to Europe as a teenager, my parents wired me messages and money and I’d stand in endless lines of other U.S.A. teenagers and trekkers to pick them up at American Express offices all over The Continent. I met some of the most interesting people in those lines, sitting in railway stations, at sidewalk cafes, in museums and just walking around. I experienced the cities I was in and became a citizen of the world. Those, and other experiential wonderments, permanently expanded my consciousness. I was in Italy when the first US astronauts landed on the moon. The Americans at the sidewalk cafe where the landing was broadcast by satellite were proudly huddled together cheering and feeling the palpable patriotism of that moment in history. What I might be doing today in that situation is texting someone at home and missing the whole darn thing.
The question is: Can you really get behind anything when your attention is so fractured?
My career is marked by many forays into the tech frontier. I know the value of marketing communications and have a keen understanding of multiple touch points. What I see in the market place is a machine gun approach to pulling purchasing power with very little real respect for the medium. Overhearing a conversation on the street one day, a young male (ultra coveted marketing target) was on his new cell phone pleading with the service provider to remove him from the mailing list associated with his phone contract. Since his service had been turned on, he said, he’d received hundreds of texts about products in which he had little or no interest. He was approaching total overload and implored them to either quit bombarding him or to cancel his contract.
Abuse of the privilege of having your target market at your fingertips has spawned a particularly obnoxious trend toward consumer harrassment. Typified by marketers who are late to the party, there is faint or little appreciation of the art of communication in the digital market place. This oversight is rampant and, in my humble opinion, a function of marketers being pathetically behind the curve and constantly playing catch up with their target audiences. Let’s face it, no busy mother – if and when she has a spare moment – is going to the Campbells Soup Facebook page! No two-income family trying to hold on to their house is spending down time tweeting Toyota Stories. Ironically, in marketing parlance, this and other futile attempts to seamlessly incorporate into the consumer’s “mind-share” is neatly labeled as “experiential marketing”. Who are they kidding?
I predicted to a colleague of mine that when the online environment became inundated with marketing messages, the mob would migrate elsewhere. And so, like clockwork, as advertisers took over the Internet, the market moved to the next medium, cellular. No one I know under 30 emails anymore. Email just takes too long. Whats more, when the advertiser got hold of it, people began to ignore the messages. We’ve far exceeded the hassle factor of chain letters and daily jokes. Spam folders jammed, most email recipients stopped reading what they received, even from people they know. Most emails are replete with legal disclaimers and are, what we used to refer to as, bandwidth hogs. Text is the medium of choice. I heard the perfect line in a movie the other day. This Mellennial quipped as she answered her cell phone, “If you’re calling, you must be old otherwise, you’d be texting.” As consumers, we hardly know where to look or what to do. If you, like my friend up above who is clumsily managing messages in three media at a time, and are working hard to stay connected to everyone everywhere all the time, are you paying attention to any one of them?
And what is UP with how important every single message is? Is there really an A.D.D. epidemic or are we just distracted by our toys? My favorite visual is of a frozen individual in the middle of the sidewalk staring into his or her palm. My greatest fear is that any one of these folks is going to cross a busy intersection without noticing the car obliviously speeding around the corner. What the heck is the urgency of grunting 40 characters or fewer back and forth t0 anyone in the middle of lunch with a good friend? Why are we walking together if we are each on the phone with other people? Why travel across town to hook up when we are preoccupied with someone somewhere else? Why show up for a protest if you’re busy ordering your new pair of Fry Boots and can’t even hold a sign?
This interview with Paul Maritz, , president and C.E.O. of the software firm VMware, was conducted and condensed by Adam Bryant. Reprinted from the New York Times, October 2, 2010
Does Your Team Have the Four Essential Types?
By ADAM BRYANT
Q. What are some important leadership lessons for you?
A. I’ve learned that when you go from being an individual contributor to being a leader of a small group of 5 to 10 people, to leading 100 people, to leading 1,000 people, to leading 10,000 people, the nature of your job changes at each of those points.
Q. Talk more about that.
A. As you manage bigger groups of people, you cannot be as closely connected to specific underlying issues and challenges. Your contribution has to become more of making sure that you’re getting the best out of others, that others are really thinking the issues through, and that you’re creating the broad framework in which they can get their jobs done and be as productive and focused as they can be. What makes it a challenge is that every time you cross one of those boundaries, you become less of a specialist, less knowledgeable about specific issues.
You have to realize that your contribution becomes more symbolic, in the sense that you’re trying to set a general direction. People want to see you as representing the general mission, not just yourself.
And, as the groups get bigger, the period over which you measure your own performance gets longer, and the way you get your feedback changes. The bigger the group, the easier it is to spend days wondering whether you had any impact at all. You really have to take a longer-term view. So you’re going to have to discipline yourself and take a step back to ask yourself the question, “Are we moving in the right fundamental direction?” And, if so, take satisfaction from that.
Almost at any level, the really successful people in organizations are the ones who try to structure their lives to learn and get feedback and be self-aware. That’s not necessarily a natural thing to do, so you have to be very mindful of it.
Q. So how did you learn this?
A. I started at Microsoft in the mid-1980s. In 1986, I was managing a group of 13 people. When I left, it was close to 10,000 people. It was not an environment where we got a lot of management coaching. It was one where you just had to learn as you went along. Inevitably, we made mistakes, but fortunately we had such a wind behind us that we had the luxury of being able to make those mistakes and learn from them.
Q. What are some other leadership lessons?
A. One of the things I’ve learned over the years is that there is no such thing as a perfect leader. If you look at successful groups, inevitably there’s an amalgam of personalities that really enable the group to function at a high level.
Q. And what are they?
A. At the risk of oversimplifying, I think that in any great leadership team, you find at least four personalities, and you never find all four of those personalities in a single person.
You need to have somebody who is a strategist or visionary, who sets the goals for where the organization needs to go.
You need to have somebody who is the classic manager — somebody who takes care of the organization, in terms of making sure that everybody knows what they need to do and making sure that tasks are broken up into manageable actions and how they’re going to be measured.
You need a champion for the customer, because you are trying to translate your product into something that customers are going to pay for. So it’s important to have somebody who empathizes and understands how customers will see it. I’ve seen many endeavors fail because people weren’t able to connect the strategy to the way the customers would see the issue.
Then, lastly, you need the enforcer. You need somebody who says: “We’ve stared at this issue long enough. We’re not going to stare at it anymore. We’re going to do something about it. We’re going to make a decision. We’re going to deal with whatever conflict we have.”
You very rarely find more than two of those personalities in one person. I’ve never seen it. And really great teams are where you have a group of people who provide those functions and who respect each other and, equally importantly, both know who they are and who they are not. Often, I’ve seen people get into trouble when they think they’re the strategist and they’re not, or they think they’re the decision maker and they’re not.
You need a degree of humility and self-awareness. Really great teams have team members who know who they are and who they’re not, and they know when to get out of the way and let the other team members make their contribution.
Q. And which of those personalities describes you?
A. I’m very much aware of who I am not, as much as who I am. At least I try to be. I’m not the enforcer. I’m not the champion of the customer. Those two things don’t come naturally to me, so I need to make sure that I have partners who can supply that.
Q. What about leadership lessons from earlier in your life?
A. I grew up on a ranch in Central Africa, where, out of necessity, I spent a lot of time on my own. And then I went to a British-style boarding school. That gave me a certain self-reliance and thick outer skin. I also gained a certain ambition in life because I was very aware, growing up, of being on the periphery of the civilized, technical world. Everything that was new in technology was exciting, and happening in very distant places from me. So I had to drive myself to get to the center of that.
My self-reliance is something I have had to learn to deal with, because it’s my nature to be an introvert. And being a leader, you can’t just be an introvert. People want to know that they can emotionally connect with you — that you’re, in some deep way, going on a journey with them and that you recognize them. And that requires you to open up to people and reach out to them and connect with them. Left to myself, I will retreat into my office, so I have to be aware of that.
Q. What about different styles of leadership you’ve seen through the years. How did those influence you?
A. It’s very hard to talk about these things without becoming trite or corny, but the best leaders are those who get the best out of other people.
I’ve learned that you only really get the best out of other people when you do things in a positive way. There are negative styles of leadership, where you do things by critiquing and criticizing and terrifying other people. But in the final analysis, it doesn’t get the best out of people and it doesn’t breed loyalty. Because no matter how much we think we’ve got things figured out, we haven’t got things figured out. Inevitably, we’re going to go down blind alleys. We’re going to run into problems. We’re going to make mistakes. And when that happens, you have to ask people to help you and to overlook the fact that you’ve messed something up.
Great leaders, in my view, are those who have built up that reservoir of loyalty, so that when the time comes to say to folks, “We have to change direction,” people are willing to make an extraordinary effort. If you’re the kind of leader who cuts people down and humiliates them, you leave scars on people that can eventually come back to haunt you.
Q. How do you hire?
A. I think that in almost any position, you want to have the following attributes: First of all, you want to make sure that people have the necessary intellectual skills to do the job. Second, you want to see if people have a track record of actually getting stuff done. Then, third, you want to look for people who are thoughtful, and that ties into learning and being self-aware.
Often, when I’m interviewing people, one of the most interesting parts for me is when I’ll just pick anything that they’ve done in the past and I’ll say: “Thinking about it now, what would you have done differently? What did you learn from that?”
You learn a lot from people’s answers to that. If they blame everything that happened during that period on somebody else, that tells you that the person is probably not thoughtful or self-aware.
If they can talk in length about what was really going on, why they made the decisions they did and how they would perhaps make the decision differently now, that tells you that this person thinks deeply and is honest enough to really be objective, or as objective as they can be about themselves.
In the New York Times, July 18 article about George Steinbrenner, the writer posits that leadership is something of a combination of patience and persuasion, not intimidation. “Soft skills”, as they are called, are not natural to most people. Brashness, entitlement and ego, the article goes on to say, are essential components for any competent leader. Limits on the over-the-top boss syndrome don’t preclude the need people have to be told what to do. Right or not, not hesitating even a little has been the predominant posture in most companies where I’ve worked.
The Society for Personality and Social Psychology findings are that “participants choosing a leader gravitated toward those who made quick decisions in moral dilemmas.” The Study states that leaders who come from their gut to make tough decisions are thought of as “more morally assured”.
I remember during my television production career sitting in a meeting of minimum 10 people where creative work and decisions about how to execute that work were discussed. In most of those client meetings, the “big guy” would nod his head and the underlings would mimic his decision. Yet, when Procter & Gamble would come in for a creative briefing or production meeting, the leader would always ask the least senior person in the room what he or she thought first, then ask that person to justify his/her decision. Those comments were then either agreed to or refuted by the boss. No one could “go along to get along”. Opinions were fostered and guided not commanded and future thinkers were created. Up-and-comers were not merely imitating, or worse yet, surviving the ordeal.
The Bully As Boss is so last year. Public displays of anger as a way to motivate and inspire people is a thing of the past. When Mr. Steinbrenner was at his most intimidating, the team suffered the most. I worked for a guy who loved to fight. It was his way of challenging people – or so he thought – to be their best. It gave him a reason to enjoy his working life more by putting a little spice into his relationships with colleagues and employees. My personal style is different and I had a hard time with it. Eventually it led to my leaving the company altogether. I noticed, in fact, that most of the people who left felt bullied and unappreciated. So it seems, this boss’s methodology backfired much like Steinbrenner’s.
Humility seems to run counter to leadership in the minds of most people when asked the question in a survey setting. Yet, in practice, the concept of humility is growing in popularity. In a Season 3 episode of Mad Men, Roger Sterling tells Don Draper that he doesn’t have a successful relationship because he doesn’t value them. Don seems to be a sociopath anyway, but the point is taken. Don is, as Writer / Director, Matthew Weiner, describes, a totally displaced person. Someone who is too busy surviving his own life to truly care about anyone else. All of us have known people who bounce when times are tough, and Don Draper’s gift is that he bounces better than anyone. He’s not a stranger to me at all. I’ve known more men and women like him in business than humanitarians, that’s for sure. When the end of the episode came, I couldn’t help wondering if all leaders in all industries, not just advertising, have ice water running through their veins. Is there room in the business world for real caring and generosity, much less for actual humility?
The times they are definitely a-changin’. Along with anti- harassment and the 90th Anniversary Women’s Suffrage, are the popularity of the soft skills previously attributed to only women. Next time you’re at Barnes & Noble or cruising through Amazon, pick up a copy of Tom Peter’s book, The Little Big Things, and you’ll see from the intro throughout words like “thank you, apology, appreciation and listen”. These, he says, are skills to master as much as any taught a Stanford MBA. Corny? Well, not if you figure all the big sellers in the business book section are touting integrity, commitment and accountability.
I’m posting this article from Moneywatch.com hoping it will inspire someone to stand up for herself even during the dark times. EMP
HOW TO GET A RAISE IN A RECESSION
In a recent episode of Mad Men, junior copywriter Peggy Olson confronts what may be a familiarly frustrating situation-trying to get a raise when times are tough. She points out that she’s underpaid compared with her male peers and argues that she needs more money because she’s just moved into the city, but to no avail. “It’s not going to happen,” her boss says coldly, noting he’s fighting for paper clips from the agency’s penny-pinching new bosses. Peggy leaves the office dejected.
In times like these, raises are tough to come by. But there are a few things you can do to increase your chances of leaving your boss’s office happier than Peggy did. While base salary increases at U.S. companies were at their lowest levels in more than 30 years in 2009, variable pay — bonuses, profit sharing, and other kinds of nonrecurring compensation — is currently at an all-time high at about 12 percent of payroll as managers do what they can to reward their top people or risk losing them. Here’s how to make your strongest possible case for a bigger paycheck.
Do Your Research
Even if you believe your work ethic and results are the stuff of office legend, you’ll have to remind your boss of everything you’ve accomplished over the previous year. Pull together a presentation or portfolio that showcases the quantifiable results of your work. Remember: Management cares about results — either how much money you saved or made the company — not things like how many hours you spent on a project, says Ford R. Myers, president of Career Potential in Haverford, Pa., and author of Get the Job You Want Even When No One’s Hiring. Keep track of every instance where you’ve contributed to the company’s bottom line. “Let’s say you were in charge of the company’s sales conference in Las Vegas,” says Myers. “Did you negotiate better rates on the hotel and airfare? Or perhaps you got a better contract on services or supplies the company uses.”
Arm yourself with current market data on the salary range for your position at comparably sized companies in your industry. Sites like Payscale.com, Salary.com, and Glassdoor.com are good places to start; for further advice on how to benchmark your salary, see this MoneyWatch story. Your goal is to get to the top of your position’s salary range, or get a promotion, says Ramit Sethi, author of the book and blog I Will Teach You To Be Rich.
When Tamara, 28, an accounts manager at a marketing firm who requested her last name not be used, asked for a raise in May, she brought a list of all the additional responsibilities she had taken on during the year and the new clients she had brought to the firm. She had accepted about $5,000 less than she wanted when she was hired in April, and at her six-month review, was told the firm didn’t have the budget to give her a raise. But when her annual review rolled around, she managed to get the raise, taking her up to the salary she had wanted. “I think I impressed them by talking about what I had accomplished, and they were afraid if they didn’t give me what I wanted this time, I would start looking elsewhere,” Tamara says.
Get the Skinny on Your Company
Your boss may say the company can’t afford to give raises right now, but don’t take his word for it. Check out the financial health of your firm before asking, and gently incorporate that information into the reasons why you should get a raise. For example: “I understand the company’s need to be prudent with expenditures, but we had excellent first and second quarter sales.”
Of course, since you’re probably spending 50 hours a week in the office, you have a fairly good idea how business is. But a few resources can help you compile the numbers. For public companies, look at the most recent financial reports, especially profit margins, income statements, and cash flow, since these are good indicators of a company’s health, says Pete Bible, a CPA and head of the public companies group at Amper, Politziner & Mattia. Analysts also publish their views of public companies and those with public debt are reviewed and rated by Moody’s. For privately held companies, consult the Web sites of Hoover’s or its parent company, Dun & Bradstreet. Keep in mind, though, that much of the information there is likely to be self-reported, and so it may paint a rosier picture than reality, says Seth Ellis, CEO of RWE Private Wealth in Orlando, Fla.
Apart from these sources, you also probably have access to a lot more financial information than you realize, Ellis says, depending on your position in the company. Senior managers see profitability reports, sales reps get quarterly sales reports, manufacturing staff deal with costs and expenses, and purchasing staff have information on how much inventory the company is buying and how much is being sold. You can also sift through trade publications for information on how your company’s industry is faring overall.
Tell Your Boss What She Wants to Hear
Demanding a raise at a time when your boss could probably find 10 unemployed MBAs willing to do your job isn’t a particularly smart way to negotiate, says Jeanette Nyden, a business attorney in Seattle and author of Negotiation Rules! A Practical Approach to Big Deal Negotiations. Instead, approach her with a softer line that acknowledges whatever economic pressure the company might be under and that emphasizes you’re a team player. So you might say something like: “In light of the fact that I’m taking on new responsibilities for the company, I would like you to consider raising my compensation,” rather than “If I have to do two jobs, I expect to get paid for it.”
And while it might seem like you don’t have much negotiating power without another job offer in hand, you probably have more leverage than you think, says Carol Frohlinger, principal at consulting firm Negotiating Women. If you’ve picked up the work of colleagues who have been laid off, that makes you more valuable to the company. And if there’s a hiring freeze in place, so much the better — managers who are unable to replace departing employees will want you to stay, and more specifically, to stay in their department.
Managers also tend to look at the big picture when deciding whether it’s worth it to go to bat for someone asking for a raise. Todd M. Schoenberger, managing director of investment management firm LandColt Trading in San Antonio, Texas, said he looks not only to how much employees earn for a firm, but how much they cost the firm and what their upside is. Do they spend a lot on corporate trips? Are they a nuisance in the office? And can they accept new responsibilities if they get a bump in pay? “[This last question] is the most critical because employees have to sell themselves if they want more money, and the best way to do that is to ask — almost beg — for new roles and responsibilities,” says Schoenberger. “Simply asking for more money because you want more money isn’t going to cut it.”
Kristi Casey Sanders, co-owner and editorial director of Atlanta Metropolitan Publishing in Atlanta, Ga., echoes Schoenberger’s comments. “As a senior manager, I need people who bring solutions, not create problems,” she says, adding that the employees she’s going to work to keep are those who show initiative. “If they don’t have all the information they need, they figure it out. If they have some spare time, they pitch in and help someone else.”
Think About the Bigger Picture and Negotiate for the Long Term
It may be that even a mountain of evidence showing you deserve a raise won’t get you one, because it’s simply impossible this year. But that’s not your cue to give up. Instead, ask if the company would be willing to consider compensating you in other ways such as paying for added training, giving you more vacation, or allowing you to work more flexible hours.
Penelope Truck, founder of the blog Brazen Careerist, which provides career advice to young professionals, says that the meager raises people might be able to get nowadays probably aren’t worth as much as good opportunities to learn new skills. “Ask to get into a mentoring program, for special training, to be part of a special project you normally wouldn’t be involved with — all these will enhance your skill set and make you eligible for a change in the type of job you do, which would be worth more in the long run,” she says. “Most people don’t increase their worth in the company without changing their job and getting a promotion.”
And don’t give up on trying to get that raise. Get your boss to agree to revisit the issue of your compensation in six months, and set a date for the follow-up meeting. Agree on some specific goals you will achieve in that period, such as a certain percentage increase in sales, or number of projects that will be completed. Then, reiterate everything discussed in a formal email sent to your manager, so that both of your expectations are clear: he wants certain targets met; you want a raise in six months. Keep track of what you’re accomplishing in that period, and email your boss (and copy whomever else is responsible for compensation decisions) monthly updates on the status of your work. “It will show that you are willing to stick with the company and continue to work hard, even through bad times,” says Jonathan Alpert, a psychotherapist and career counselor in Manhattan. “And that will give your manager confidence in you.”