Pinboard (jerryking)
https://pinboard.in/u:jerryking/public/
recent bookmarks from jerryking(42) Managing Director, One Eleven | Ontario Centre of Innovation | LinkedIn2023-06-22T11:30:57+00:00
https://www.linkedin.com/jobs/view/3633518403/
jerrykingjob_search Managing_Your_Careerhttps://pinboard.in/https://pinboard.in/u:jerryking/b:3b7fa385f1e7/Why It’s Harder Than Ever to Land a White-Collar Job2023-05-20T10:22:36+00:00
https://www.wsj.com/articles/why-its-harder-than-ever-to-land-white-collar-job-978c7bc7?mod=trending_now_news_4
jerryking>Hiring for the office set is slowing down and employers are getting picky again<<
Amid layoffs and hiring freezes, many employers have slowed down filling office jobs, from receptionist to chief financial officer, executives and recruiters say. They’re slow-walking candidates, piling on new requirements ranging from more years of experience to higher scores on technical tests, to running prospective hires through additional rounds of interviews. .........After years of breakneck hiring during the Covid-19 pandemic, white-collar job seekers are feeling whiplash. Job postings from real estate and finance to insurance and advertising have fallen by nearly 500,000 since the end of last year, federal data show. Employers seeking to fill white-collar roles report that it’s taking them an average of 11 weeks to hire, up from seven weeks in 2021, according to data from recruiting firm Robert Half.
During the upheaval of the pandemic, employers saw many job seekers apply for roles who weren’t truly serious about the work, and in a tight labor market, some wound up rushing to hire candidates who didn’t ultimately prove to be a good fit, says Michelle Reisdorf, an Illinois-based district president at Robert Half.
“Everybody’s being extra-cautious,” she says. “A lot of companies have gotten burned.”
These days, three to four interview rounds are the norm for clients, she says, up from one or two in years past. In a quarter-century of recruiting, Reisdorf says she’s never seen employers moving as cautiously with new hires as they are now.
]]>job_search Managing_Your_Career white-collar ghosting job_interviews disrespecthttps://pinboard.in/https://pinboard.in/u:jerryking/b:eafa88f9b750/Information Arbitrage: The Wall Street Series Part III: Ten of the Keys to Success on Wall Street - Keys #8-112023-04-28T19:34:35+00:00
https://notes.pinboard.in/u:jerryking/6b25ab2cd8403bcd5668
jerrykinganalytics arbitrage career choosing_the_harder_path ego-control entrepreneurship going_all_in high-performance honesty integrity inventiveness investment_banking ksfs listening Managing_Your_Career mentoring next_play Ogilvy's_Law productivity self-awareness self-development self-honesty shortcuts shut_up_and_listen! talent_acquisition teams tips Wall_Streethttps://notes.pinboard.in/https://pinboard.in/u:jerryking/b:9f35fb6e591e/‘Don’t go with the easy choice’: Lessons from mentors that can boost your career2023-03-17T14:24:55+00:00
https://www.theglobeandmail.com/business/careers/management/article-dont-go-with-the-easy-choice-lessons-from-mentors-that-can-boost-your/
jerryking>mentors<< in her life...... they were able to give me important insight at pivotal moments in my life, just when I needed it most,”.....when applying to college, one mentor told her, "“Your biggest challenge is having too many options.[i..e = "overabundance"] You will be great at whatever you choose, but you have to choose.” ........... those words have helped at career >>crossroads<<, when there is no one perfect answer.....“Crossroads can be frustrating, especially when all we want is for someone to tell us what to do. But rather than allowing the weight of the decision to cripple us [i.e. = "overwhelming"], we can instead see it as a good problem. Every option is good, and every potential path is a chance to excel differently,”.........when deciding on post-graduate education: “Don’t go with the **easy choice** [i.e. = "choosing the harder path"/"shortcuts"] just because it is there. Go with the right one for you, even if it is harder.” Yale University had accepted her for law school. But in the end she >>pushed beyond her comfort zone<< to gain entry for an MBA at Stanford University.[i.e. = "doing hard, arduous things"]
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Entrepreneur Ben Casnocha was told when he was 15 years old, “Ben, people in Silicon Valley are ridiculously smart. Super, super smart,” Salesforce founder Marc Benioff advised over breakfast, after being cold e-mailed by the brash youngster. “You’re not going to be able to out-smart people. You have to figure out how to win in some other way.”
At first, Mr. Casnocha figured he could outwork other people. But the same is true for >>hard work<<: Many people could outwork him. Over time, he realized he should become good at facilitating the intelligences of other smart people.
Later, he added the importance of synthesizing a number of skills in a unique way [i.e.= "unique perspectives"] : Very strong – even if not truly world-class – abilities in entrepreneurship and written/oral communication, which could produce some interesting career opportunities.
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Leadership consultant, Wally Bock, was taught a lesson each week by his Lutheran minister father who asked – and took notes – about specific things that could have been stronger in that week’s sermon. Lesson: “You can always get better.” [i.e. = "self-betterment"/"self-improvement"]
When he entered >>Bronx High School of Science<<, after years of being told how smart he was, it was a blow to his ego to find he was not the smartest person in his class. The lesson: There’s always someone smarter.
“That was a tough lesson, and I haven’t learned it as well as I should. But things go better for me when I tamp down my ego [i.e. ego control"] and pay attention to how the other people around me are smart,” he wrote on his blog.
Four other lessons he learned while growing up:
- >>Hard work<< can often overcome a lack of talent.
- Questions will get you farther than showing off.
- Good manners smooth out many a situation.
- Conversation is not a blood sport, it’s the way we build relationships.
Quick hits
- In a world of continual context-switching and distraction, James Stanier, director of engineering at Shopify, says you must make it easy for others to understand what you want, the next steps and whether you have a strong preference. When interacting, make it clear what you want from the other person. [i.e. = "clarity of purpose"/"directness"/"be very specific"/"strategic communications" https://www.theengineeringmanager.com/growth/get-straight-to-the-point/]
- The primary reason you forget is because you weren’t paying attention in the first place, advises author Eric Barker, surveying the research literature. When trying to make a deposit in your memory bank, don’t multitask. Focus, instead.
- When preparing a speech or writing a message, consultant Julie Zhuo suggests aiming for the people who know the least in your target audience.[i.e. = "know your audience"] That allows you to set the context for all, including those who have forgotten relevant facts.
- Patience only works if you do, according to Atomic Habits author James Clear. If you plan to work and are patient you’re just waiting.
“Patience only works if you do.
Doing the work + patience = results.
Planning to work + patience = you’re just waiting.”
]]>Ben_Casnocha Bronx_Science CEOs choices clarity Communicating_&_Connecting crossroads hard_choices hard_work Harvey_Schachter James_Clear managing_your_career Marc_Benioff mentoring optionality overabundance patience smart_people strategic_communications transformational wisdom arduous hard_things self-betterment self-improvement Wally_Bock ego-control shortcuts Deb_Liu know_your_audience choosing_the_harder_path pushing_beyond_one's_comfort_zone unique_perspectives directness clarity_of_purpose next_steps strong_preferences overwhelmedhttps://pinboard.in/https://pinboard.in/u:jerryking/b:4097e5327e04/More CMOs Are Investing in Their Personal Brands2022-11-27T00:52:33+00:00
https://www.wsj.com/articles/more-cmos-are-investing-in-their-personal-brands-11668722724?mod=hp_minor_pos2
jerrykingbrands CMOs LinkedIn Managing_Your_Career marketing personal_branding self-promotionhttps://pinboard.in/https://pinboard.in/u:jerryking/b:bdea20b0f42b/Make your unique advantage clear with ONE word2022-11-16T02:22:15+00:00
https://evoke.pro/articles/248/#.Y3RIoezMJYs
jerryking>unique benefit<<.]]>competitive_advantage Managing_Your_Career personal_branding value_propositions benefits Rebecca_Okamoto unique_benefitshttps://pinboard.in/https://pinboard.in/u:jerryking/b:0a9b64473530/Psst…There’s a Hidden Market for Six-Figure Jobs. Here’s How to Get In.2022-11-03T21:03:16+00:00
https://www.wsj.com/articles/how-to-get-in-on-six-figure-jobs-hidden-market-11667414069?mod=wsjhp_columnists_pos2
jerryking>Unlisted jobs help companies skirt pay transparency laws in New York and elsewhere. Getting one requires ninja-like networking skills.<<
]]>hidden job_search Managing_Your_Career networking executive_management hiring stealthhttps://pinboard.in/https://pinboard.in/u:jerryking/b:5d058ee1abbb/Being blindsided and let go while in a senior role is far too common. Here is how to move forward2022-09-07T20:18:59+00:00
https://www.theglobeandmail.com/business/careers/management/article-being-blindsided-and-let-go-while-in-a-senior-role-is-far-too-common/#comments
jerrykingblindsided bouncing_back layoffs Managing_Your_Careerhttps://pinboard.in/https://pinboard.in/u:jerryking/b:97cdd4b0602c/Opinion | My Times: Career Advice From a Career in the Trenches2022-06-05T22:14:46+00:00
https://www.nytimes.com/2022/06/05/opinion/advice-journalism-career.html
jerrykingadvice career Charles_Blow journalism Managing_Your_Careerhttps://pinboard.in/https://pinboard.in/u:jerryking/b:788925e1953a/Do I Have to Write a Cover Letter? Many Job Seekers Just Say No - WSJ2022-03-26T17:55:34+00:00
https://www.wsj.com/articles/do-i-have-to-write-a-cover-letter-many-job-seekers-just-say-no-11648267222?mod=hp_lead_pos9
jerrykingcoverletters job_search Managing_Your_Careerhttps://pinboard.in/https://pinboard.in/u:jerryking/b:95eb879335c2/To fulfill ourselves, we must embark on the S-curve of personal growth2022-02-18T09:46:48+00:00
https://notes.pinboard.in/u:jerryking/4464e2c5caa3e07b0a1a
jerrykingBenjamin_Franklin books book_reviews disruption Harvey_Schachter human_potential James_Clear Managing_Your_Career personal_growth prolificacy S-curves self-fulfillment Whitney_Johnsonhttps://notes.pinboard.in/https://pinboard.in/u:jerryking/b:f9f89d5eba25/The New Rules for Finding Your Next Job in 20222022-02-01T00:12:51+00:00
https://www.wsj.com/articles/to-size-up-that-new-job-offer-scrutinize-and-dont-overshare-11643605261?mod=wsjhp_columnists_pos3
jerrykingjob_search Managing_Your_Career new_ruleshttps://pinboard.in/https://pinboard.in/u:jerryking/b:558698f28a89/How to Present to Senior Executives2021-11-07T19:41:09+00:00
https://hbr.org/2012/10/how-to-present-to-senior-execu
jerryking>Summarize up front<<: Say you’re given 30 minutes to present. When creating your intro, pretend your whole slot got cut to 5 minutes. This will force you to lead with all the information your audience really cares about — high-level findings, conclusions, recommendations, a call to action. State those points clearly and succinctly right at the start, and then move on to supporting data, subtleties, and material that’s peripherally relevant.
Set expectations: >>Outline<< of what's coming time-wise: e.g. summary and the rest of the time on discussion.
Create summary slides: When making your slide deck, place a short overview of key points at the front; the rest of your slides should serve as an appendix. Follow the 10% rule: If your appendix is 50 slides, create 5 summary slides, and so on. After you present the summary, let the group drive the conversation, and refer to appendix slides as relevant questions and comments come up. Often, executives will want to go deeper into certain points that will aid in their decision making. If they do, quickly pull up the slides that speak to those points.
Give them what they asked for: If you were invited to give an update about the flooding of your company’s manufacturing plant in Indonesia, do so before covering anything else...... answer specific requests directly and quickly.
Rehearse: Practice before a colleague who will serve as an honest coach. ..... Ask for pointed feedback: Is your message coming through clearly and quickly? Do your summary slides boil everything down into skimmable key insights? **Are you missing anything** your audience is likely to expect?[i.e. = " looking for what's missing"]
Sounds like a lot of work? It is, but presenting to an executive team is a great honour and can open tremendous doors. If you nail this, people with a lot of influence will become strong advocates for your ideas.
]]>briefing Communicating_&_Connecting cues executive_management expectations HBR howto leaders managing_expectations managing_up Managing_Your_Career memoranda outlining pitches practice presentations rehearsals attention_spans strategic_communications presence looking_for_what's_missing headlines_titles_captions summarizationhttps://pinboard.in/https://pinboard.in/u:jerryking/b:e50a33a0910e/How to Brief a Senior Executive2021-11-07T19:10:35+00:00
https://hbr.org/2020/11/how-to-brief-a-senior-executive
jerryking>competing interests<<, and >>unforeseen<< circumstances can threaten to pull you off task during the meeting, but don’t lose focus.
**Practice the art of staying silent.** [i.e. = "Shut up and listen!"/"strategic silence"]
You’ve floated your idea or posed your question. The discussion has taken off and now you need to be exceedingly strategic about whether and when to chime in.......Often, **not speaking at the wrong time** [i.e. = "what not to do"] is just as important as saying the right thing at the right time.
Focusing on the interpersonal dynamics ahead of time and improving your situational awareness once in the room will make you more effective. You’ll be better placed to communicate the right message >>under pressure<<,
]]>body_language briefing Communicating_&_Connecting cues executive_management gestures HBR howto interpersonal_interactions interpersonal_skills leaders managing_up Managing_Your_Career memoranda pitches presentations pushback reading_the_room shut_up_and_listen! nonverbal situational_awareness strategic_silence presence competing_interests under_pressure plussing probabilistic_thinking what_not_to_do unforeseen time-strappedhttps://pinboard.in/https://pinboard.in/u:jerryking/b:0399cc02f5fc/The Calculations It Took to Become a Finance Chief - WSJ2021-10-30T11:29:32+00:00
https://www.wsj.com/articles/the-calculations-it-took-to-become-a-finance-chief-11635566430?mod=hp_lead_pos11
jerrykingadvice African-Americans CFOs Managing_Your_Career womenhttps://pinboard.in/https://pinboard.in/u:jerryking/b:f04ffe00e401/Opinion | I Have Read Thousands of Résumés, and I Have Some Advice2021-04-18T10:59:54+00:00
https://www.nytimes.com/2021/04/17/opinion/resume-advice.html?action=click&module=Opinion&pgtype=Homepage
jerrykingadvice Managing_Your_Career résuméshttps://pinboard.in/https://pinboard.in/u:jerryking/b:bf7d690db122/Information Arbitrage: The Wall Street Series Part III: Ten of the Keys to Success on Wall Street, partII2021-02-25T05:09:48+00:00
https://notes.pinboard.in/u:jerryking/b8624f9c230be706aee8
jerrykingWall_Street ksfs Managing_Your_Career tips career investment_banking arbitragehttps://notes.pinboard.in/https://pinboard.in/u:jerryking/b:44d0c01d2777/How to Go Freelance During the Pandemic2021-02-06T04:49:08+00:00
https://notes.pinboard.in/u:jerryking/81d80f56b7ec4c7543e6
jerrykingfreelancing on-demand Managing_Your_Careerhttps://notes.pinboard.in/https://pinboard.in/u:jerryking/b:6a49b0007600/Data Science Portfolios That Will Get You the Job – Dataquest2021-02-05T22:05:48+00:00
https://www.dataquest.io/blog/build-a-data-science-portfolio/
jerrykingdata datasets JCK job_search Managing_Your_Careerhttps://pinboard.in/https://pinboard.in/u:jerryking/b:2912a8e7573f/ONE Habit that Drives Careers Off Track (and How to Fix It)2020-12-03T19:21:25+00:00
https://notes.pinboard.in/u:jerryking/da49a3abb88177b6375a
jerrykinghabits Managing_Your_Career Rebecca_Okamoto self-promotion beyond_one's_control curses off_trackhttps://notes.pinboard.in/https://pinboard.in/u:jerryking/b:7b85db899740/A few smart moves to banish the mid-career doldrums2020-05-09T13:57:04+00:00
https://www.ft.com/content/9d15a7ec-83b7-11ea-b6e9-a94cffd1d9bf?desktop=true&segmentId=fe4987a4-0d36-0eb5-d88f-99ac7b30c569#myft:notification:weekly-email:content
jerryking>skill set<< suddenly becomes unique**.
]]>adaptability asteroids career_paths chess dinosaurs effectiveness Managing_Your_Career midlife pivots small_moves unknowns mid_life_crisis creating_opportunities disruption DoF fresh_eyes pay_cuts caution work_from_home adjacencies exploration L-shaped Rooks unique_benefits skillshttps://pinboard.in/https://pinboard.in/u:jerryking/b:e9fb7eb25ff4/Fear of Rejection Is Costing You Money2020-04-06T04:37:45+00:00
https://www.nytimes.com/2020/04/02/smarter-living/fear-of-rejection.html?algo=identity&fellback=false&imp_id=947655042&imp_id=694344348&action=click&module=Smarter%20Living&pgtype=Homepage
jerryking>Rejection<< is an experience I’m quite familiar with. As a freelance writer, sending >>pitches<< and being told “no” — if I’m lucky enough to get a response at all — is part of my daily routine.....rejection is often on my mind, especially when it comes to finding reasons to embrace it. It seems the start of a new month, or a motivational speech on the upsides of rejection, can give us the drive to finally apply for a better-paying job or pitch a new business idea. After one or two rejections though, we quickly lose steam and put those lofty goals on the shelf......While avoiding rejection soothes the ego, it can do more harm than good — not only to our self-worth but also to our bank accounts.......opt out of applying for a job you’re qualified for but assume you won’t get, this decision can keep you stuck in a lower-paying role for years. Sitting on a business idea for fear of rejection potentially leaves money on the table when the idea could be profitable.
** Moving into new territory triggers the fear of rejection
the fear of rejection often stems from fear of the unknown. ......“We typically have history with whatever it is we’re already doing,”.....“If we think about going to another role or company, there’s fear and anxiety if you’re not familiar with the culture. There can also be intimidation around being the ‘rookie’ in a new place.”....Avoiding the unknown can be one reason some of us start a side hustle to bring in extra cash, rather than pursue a job opportunity with a higher salary. And while a side hustle may mean more money, it also brings more of a time (and risk) commitment in addition to hours you put in at your day job.
** Aversion to rejection keeps us safe — but only for a moment.
Sometimes avoiding rejection eventually makes us believe life would have been much better if we had only tried that thing we were scared to do. Because it’s not possible to know how things would have played out in real life, our minds kick into fantasy mode and fill in the imaginary blanks.
If you don’t apply for that dream job, you might tell yourself how life-changing it would have been, when the reality is that it probably would come with the same challenges you face in your current role.
If you don’t make a move to sell that product or service you’ve been working on, you can tell yourself it would have sold out within days and solved all your money problems. The truth is, it might not have sold much at all and you would need to rework it multiple times to make it more marketable.
The imagination can run wild, which is not always a bad thing. Still, putting yourself out there and facing rejection gets you on the path to find out what actually works and will generate money in the long run.
** Avoiding rejection also comes with a cost in everyday life!
We fear rejection most when it comes to >>major life events<< like applying for a job or taking the leap into entrepreneurship, but we also shy away from asking questions in our daily lives that would otherwise save money.
--calling your internet or cable provider to ask about a lower monthly plan,
-- haggling when shopping for a new car because of the potential conflict it might cause with a sales representative
--failure to negotiate in these situations can add to the financial obligations we face, when we could possibly reduce or eliminate the burden.
--“You hear a no and think, ‘They didn’t like me’ or ‘I didn’t do it correctly,’” “Chances are, there’s nothing you could have done better, and most things are completely out of your control.”
--Sometimes you gets what you ask for, and other times you don’t. But the important part of negotiating, is not so much about having the grant requested, but getting comfortable with making the request to begin with.
--learning to face rejection is like training a muscle. “The more you use it, the more comfortable you’re going to feel,”“That way, when the no does come, it’s less about what you did wrong and either a matter of ‘not right now’ or something that isn’t a fit.”
** How to overcome fear and learn to embrace rejection!!
--Working your rejection “muscle” is easier said than done. Whether you have a busy schedule that doesn’t allow you to spend hours on the phone negotiating bills, or you’re the family breadwinner and can’t jeopardize a steady paycheck to pursue new career opportunities, avoiding rejection might seem like your best option.
--the biggest factor to help ease the fear of taking risks is to prepare with what you have already. A healthy savings cushion can add a layer of much-needed comfort, should things not work out the way you hoped.
--participation in activities where money isn’t directly involved. Having a background in theater, the rejection in a safe space helps to get acclimated to hearing no, which carried over to subsequent professional endeavors.
--“It’s all about >>vulnerability,<<” “That’s how we overcome perfectionism and get more comfortable with risk. There are so many ways to get used to hearing no, without going from zero to 60 in a situation where it means your business is at stake.”
]]>fear rejections beyond_one's_control ego howto job_search life-changing Managing_Your_Career perfectionism pitches rookies self-sabotage self-worth unknowns vulnerabilities bouncing_back missed_opportunities negotiations risk-taking self-defeating sales_representatives major_life_eventshttps://pinboard.in/https://pinboard.in/u:jerryking/b:d0d8b719a235/Interruptions, workaholism, productivity and you - The Globe and Mail2020-03-09T02:14:45+00:00
https://www.theglobeandmail.com/business/careers/management/article-interruptions-workaholism-productivity-and-you/
jerrykingHarvey_Schachter action-oriented job_interviews living_in_the_moment Managing_Your_Career senses put_up-or-shut_uphttps://pinboard.in/https://pinboard.in/u:jerryking/b:bd6445a75630/Career planning: would a coach put me back on the right path? | Financial Times2020-03-07T04:10:30+00:00
https://www.ft.com/content/41eff966-4dc6-11ea-95a0-43d18ec715f5?desktop=true&segmentId=fe4987a4-0d36-0eb5-d88f-99ac7b30c569#myft:notification:weekly-email:content
jerrykingManaging_Your_Careerhttps://pinboard.in/https://pinboard.in/u:jerryking/b:355994e04d91/The best career advisers know our plans aren’t built to last2020-02-24T17:52:40+00:00
https://www.ft.com/content/263518be-53e3-11ea-8841-482eed0038b1
jerrykingadvice career_paths letters_to_the_editor Managing_Your_Career books downsizing ideashttps://pinboard.in/https://pinboard.in/u:jerryking/b:8639106e311e/Why people leave great opportunities to pursue better ones2020-01-24T15:38:55+00:00
https://www.theglobeandmail.com/business/careers/leadership/article-why-people-leave-great-opportunities-to-pursue-better-ones/#comments
jerrykingcannabis exits Google Managing_Your_Career messiness millennials myths new_normal opportunities passions self-determination self-directed self-discovery selling_a_business work_life_balance sense_of_control restlessnesshttps://pinboard.in/https://pinboard.in/u:jerryking/b:3d03b208d5f3/(11) Senior Director, Strategy and Corporate Development | George Weston Limited | LinkedIn2020-01-16T19:47:52+00:00
https://www.linkedin.com/jobs/view/1584238888/
jerrykingGeorge_Weston job_search LinkedIn Managing_Your_Career strategyhttps://pinboard.in/https://pinboard.in/u:jerryking/b:547da55d4bcc/On GPS: Epstein on why it pays to be a generalist2020-01-06T16:25:38+00:00
https://www.cnn.com/videos/tv/2020/01/05/exp-gps-0105-epstein-generalists.cnn
jerryking2020s authors books Fareed_Zakaria generalists Managing_Your_Career global_economyhttps://pinboard.in/https://pinboard.in/u:jerryking/b:db4ddf59b03e/The habits and attitudes that bring you a successful career - The Globe and Mail2020-01-01T11:33:21+00:00
https://www.theglobeandmail.com/business/careers/leadership/article-the-habits-and-attitudes-that-bring-you-a-successful-career/
jerrykinghabits Managing_Your_Career Roy_Osinghttps://pinboard.in/https://pinboard.in/u:jerryking/b:49b220723b35/These six harmful things will prevent your success - The Globe and Mail2019-11-27T04:15:55+00:00
https://www.theglobeandmail.com/business/careers/leadership/article-these-six-harmful-things-will-prevent-your-success/
jerrykingcareer_ending_moves Communicating_&_Connecting differentiation Managing_Your_Career networks torchbearers weak_links copycats missteps personal_connections Roy_Osinghttps://pinboard.in/https://pinboard.in/u:jerryking/b:a34ab43df5d6/AI and automation: These skill sets will ensure you'll never be out of work — Quartz2019-11-19T20:41:35+00:00
https://qz.com/1287463/these-three-skill-sets-will-ensure-youll-never-be-out-of-work/
jerrykingvia:leconeyc skills artificial_intelligence automation Managing_Your_Career McKinsey future-proofing research_analysts information_processinghttps://pinboard.in/u:jerryking/b:d583afad67fe/How to step back and rethink your career goals2019-09-19T13:30:00+00:00
https://www.ft.com/content/c3636f50-d323-11e9-8d46-8def889b4137
jerryking>sense of control<<......prioritizing is essential to maintaining a healthy >>work and life balance<<. Journal five goals for the next four months and then place them in priority order, cross off the bottom three, to leave the two most important ones. That's where to focus one's time and energy......."Find your tribe”. A **sense of community**[i.e. = "community-minded"] is key to battling the >>loneliness<< that this time of year can bring. This could be done online by signing up to a newsletter, or via >>community groups<< and live events....Attend conferences.....use this time of year to consider making a career change, aiming for the next promotion or starting a side project, ....reflect, plot and plan on how best to get there. Sneaking small changes into our working life can make all the difference.
]]>autumn conferences goals howto journaling long-term Managing_Your_Career mindsets mobile_applications networking podcasts priorities reflections self-organization tribes résumés sense_of_control work_life_balance loneliness find_your_tribe community_groups community-minded unique_benefitshttps://pinboard.in/https://pinboard.in/u:jerryking/b:13cff8034717/How to prepare yourself for redundancy2019-09-16T00:18:09+00:00
https://www.ft.com/content/64f63b76-a9fe-11e9-90e9-fc4b9d9528b4
jerrykingBBC beforemath emergency_funds emotional_mastery job_search layoffs loyalty Managing_Your_Career networking personal_branding Plan_B preparation rejections safety_nets the_big_picture tips career_reinvention liquidation_drillshttps://pinboard.in/https://pinboard.in/u:jerryking/b:94baba19d76a/What if you’re not chosen for a ‘hi-po’ programme?2019-08-11T10:21:03+00:00
https://www.ft.com/content/ddfe7a42-b859-11e9-8a88-aa6628ac896c
jerryking>high potential<< (hi-po) employees who can lead the company in the future. However, given that most will not be selected, it is inevitable that some talented individuals will feel overlooked.
Organisations devote significant resources to these “chosen few”. They give a few individuals >>privileged access<< to training, exposure to decision makers and mentorship, all of which helps propel them towards the coveted top spot..... such programmes are invitation only. But how to get invited on to them is usually a closely guarded secret. Sometimes it is a formal process, but at other times it is at the discretion of senior management....So what happens when you are not chosen for a “>>fast track<<” programme? It is easy to start questioning your capabilities and even aspirations. It can be a motivation killer at first, leaving you feeling undervalued.....HBR data suggests companies are bad at correctly identifying >>high-potential<< employees....The best organizations build a culture that nurtures high-potential individuals whether or not there is a formal >>talent development<< programme in place. This is especially true for women and minorities in the workplace who remain under-represented at every level in the corporate >>talent pipeline<<....New research from Northwestern University in the US suggests that early career hurdles actually help spur future success. The study showed that experiencing setbacks at the start of a career has a powerful and opposing effect: “Individuals with >>near misses<< systematically outperformed those with near wins in the long run.”
Early success does not always predict future success. Longer term, what you do when faced with disappointment usually determines whether or not you have what it takes to have a successful career....If you just missed out on a talent development programme, do not be disheartened. It leaves open the possibility of proving yourself on your own terms, rather than getting boxed into one company’s view of what leadership looks like.
]]>career_paths fast_track high-achieving invitation-only leadership leadership_development Managing_Your_Career mentoring movingonup selection_processes talent talent_management talent_pipelines talent_spotting talent_scouting training HBR strivers middle_management up-and-comers career-defining_moments near_misses talent_development high-potential privileged_accesshttps://pinboard.in/https://pinboard.in/u:jerryking/b:3d7e56756ac1/Job search Road map to success – New Zealand Assist2019-07-22T22:30:31+00:00
https://newzealandassist.com/job-search-road-map-to-success/
jerrykingjob_search Managing_Your_Career roadmapshttps://pinboard.in/https://pinboard.in/u:jerryking/b:cd50ecce6246/LinkedIn and the art of boastful self-promotion | Financial Times2019-07-11T02:58:15+00:00
https://www.ft.com/content/6fa4456c-9e6f-11e9-9c06-a4640c9feebb
jerrykingLinkedIn Managing_Your_Career self-promotionhttps://pinboard.in/https://pinboard.in/u:jerryking/b:f3a1b7108f42/Six ways to get noticed and get ahead2019-06-26T14:26:04+00:00
https://www.theglobeandmail.com/business/careers/leadership/article-five-ways-to-get-noticed-and-get-ahead/
jerrykingaction_plans advice differentiation execution ignorability implementation invisibility Managing_Your_Career mentoring movingonup new_graduates open_mind overdeliver overreach realities Roy_Osing sophisticated torchbearers urgency value_creation in_the_real_world individual_initiative internal_politics messiness 10x eels office_politics underlying_messageshttps://pinboard.in/https://pinboard.in/u:jerryking/b:2d8928bb6878/The Mystery of the Miserable Employees: How to Win in the Winner-Take-All Economy -2019-06-18T19:59:53+00:00
https://www.nytimes.com/2019/06/15/upshot/how-to-win-neil-irwin.html?searchResultPosition=1
jerryking>data sets<<, for example, was private >>emails<< sent by top Enron executives before the company’s 2001 collapse — a rich look at how an organization’s elite behave when they don’t think anyone is watching.[i.e. = It is said that corporate culture is defined by how people act when no one is looking. = "organizational culture"]]]>analytics books data data_driven exhaust_data Fitbit human_resources Managing_Your_Career massive_data_sets meetings metadata Microsoft Moneyball superstars VoloMetrix winner-take-all work_life_balance gut_feelings interpretative datasets organizational_analytics unhappiness people_analytics organizing_data quantitative quantified_self Neil_Irwin e-mail organizational_culture unstructured_datahttps://pinboard.in/https://pinboard.in/u:jerryking/b:51516fe68b21/Advice That’s Been Key for Citi’s CFO: ‘Careers Are Made in Times of Crisis’ - WSJ2019-06-08T21:28:37+00:00
https://www.wsj.com/articles/advice-thats-been-key-for-citis-cfo-careers-are-made-in-times-of-crisis-11559966401
jerrykingadvice African-Americans alumni CFOs Citigroup crisis disequilibriums financial_crises HBS inflection_points Managing_Your_Career mentoring turning_points career-defining_moments discontinuities dislocations disorder fluxhttps://pinboard.in/https://pinboard.in/u:jerryking/b:de767bca5edc/Finding your next job: Out with CVs, in with memes2019-05-27T03:50:15+00:00
https://www.ft.com/content/24b85544-7d3a-11e9-81d2-f785092ab560
jerrykingchange Elon_Musk fear It's_up_to_me job_search Managing_Your_Career museums self-reliance social_media Tesla Twitterhttps://pinboard.in/https://pinboard.in/u:jerryking/b:9e92d1404e88/Why You Should Try to Be a Little More Scarce2019-05-26T20:47:49+00:00
https://www.nytimes.com/2019/05/18/smarter-living/benefits-of-being-scarce.html?rref=collection%2Fsectioncollection%2Fsmarter-living
jerrykingabundance books conventional_wisdom mindsets overeagerness overzealous scarcity selectivity job_search Managing_Your_Career bank_shots preparation unexpected self-worth think_differently opportunities walking_away indifferencehttps://pinboard.in/https://pinboard.in/u:jerryking/b:5d02d305ddee/How to Win in a Winner-Take-All World : Career Management in the Twenty-First Century. : Irwin, Neil : Book : Toronto Public Library2019-05-17T10:32:35+00:00
https://www.torontopubliclibrary.ca/detail.jsp?Entt=RDM3793215&R=3793215
jerryking21st._century books howto Managing_Your_Career TPL winner-take-allhttps://pinboard.in/https://pinboard.in/u:jerryking/b:d7e3f8a594c0/Hey, That’s My Idea! When Your Boss Steals Your Work - WSJ2018-11-28T21:21:57+00:00
https://www.wsj.com/articles/hey-thats-my-idea-when-your-boss-steals-your-work-1543329410
jerrykingManaging_Your_Career managing_up Sue_Shellenbargerhttps://pinboard.in/https://pinboard.in/u:jerryking/b:4acea959e8ab/How to Talk to People, According to Terry Gross2018-11-17T20:56:21+00:00
https://www.nytimes.com/2018/11/17/style/self-care/terry-gross-conversation-advice.html?action=click&module=Editors%20Picks&pgtype=Homepage
jerryking>organize your thoughts<< beforehand by thinking about the things you expect you’ll be asked and then reflecting on how you might answer,” think through where your boundaries are, so that you’re not paralyzed agonizing over whether you’re willing to confide something or not.”
In a job interview, >>organizing your thoughts<< by thinking about the things you expect you’ll be asked and reflecting on how you might answer can help you navigate if things start to go badly.
(5) Take control by pivoting to something you want to talk about.
(6) Ms. Gross doesn’t want you to dodge questions. But if you’re going to, here’s how: Say, “I don’t want to answer that,” or, if that’s too blunt, hedge with a statement like, “I’m having a difficult time thinking of a specific answer to that.” Going the martyr route with something like, “I’m afraid by answering that I’m going to hurt somebody’s feelings and I don’t want to do that,” is another option.
(7) Terry pays attention to body language. Be like Terry.
(8) When to push back, and when not to.]]>body_language Communicating_&_Connecting conversations curiosity howto humour preparation tips nonverbal posture ice-breakers concision interviews interview_preparation job_search Managing_Your_Career pay_attention brevity mental_organization NPR radio on-air_talent listening organize_your_thinking thinking_on_your_feethttps://pinboard.in/https://pinboard.in/u:jerryking/b:cb5e7c63368c/Being fired does not mean you are a lousy human being - The Globe and Mail2018-09-26T18:40:55+00:00
https://www.theglobeandmail.com/business/careers/management/article-being-fired-does-not-mean-you-are-a-lousy-human-being/
jerrykingfirings career_paths Harvey_Schachter Managing_Your_Careerhttps://pinboard.in/https://pinboard.in/u:jerryking/b:56a290715215/Five ways to cope when you fail to get the top job | Financial Times2018-06-27T02:26:36+00:00
https://www.ft.com/content/43a054c8-7626-11e8-b326-75a27d27ea5f
jerrykingbouncing_back CEOs setbacks disappointment Managing_Your_Career inspiration seminal_moments career-defining_moments personal_sacrificehttps://pinboard.in/https://pinboard.in/u:jerryking/b:518740bfe5bf/Five Myths About Landing a Good Job Later in Life - WSJ2018-04-20T01:44:10+00:00
https://www.wsj.com/articles/five-myths-about-landing-a-good-job-later-in-life-1524167716?mod=cx_picks&cx_navSource=cx_picks&cx_tag=undefined&cx_artPos=1#cxrecs_s
jerrykingjob_search midlife howto myths Managing_Your_Careerhttps://pinboard.in/https://pinboard.in/u:jerryking/b:0086ca2b198d/Millennials shouldn’t treat their careers like lottery tickets - The Globe and Mail2018-03-21T15:28:30+00:00
https://www.theglobeandmail.com/report-on-business/careers/leadership-lab/millennials-shouldnt-treat-their-careers-like-lottery-tickets/article38280231/
jerrykingmillennials Managing_Your_Career career_paths start_ups large_companies advice new_graduates high-risk Jason_Isaacshttps://pinboard.in/https://pinboard.in/u:jerryking/b:40837514a095/Five ways to deal with your company’s mistakes2018-03-13T22:23:52+00:00
https://www.ft.com/content/2992cb7c-25e7-11e8-b27e-cc62a39d57a0
jerrykingmistakes argumentation Managing_Your_Career howto disagreementshttps://pinboard.in/https://pinboard.in/u:jerryking/b:e8b55547a32b/How to be a first-rate subordinate at work2018-02-26T14:22:32+00:00
https://www.ft.com/content/59ea5786-1719-11e8-9376-4a6390addb44
jerrykingmanaging_up Managing_Your_Career subordinateshttps://pinboard.in/https://pinboard.in/u:jerryking/b:8b07725e2b3e/How to Use Social Media in Your Career and Business - Business Guides - The New York Times2017-11-14T15:39:55+00:00
https://www.nytimes.com/guides/business/social-media-for-career-and-business?rref=collection%2Fsectioncollection%2Ftechnology&redirect=true
jerrykingManaging_Your_Career social_media Sree_Sreenivasan howtohttps://pinboard.in/https://pinboard.in/u:jerryking/b:ad62cca2ffd5/How to Be a C.E.O., From a Decade’s Worth of Them2017-10-31T14:27:25+00:00
https://www.nytimes.com/2017/10/27/business/how-to-be-a-ceo.html?rref=collection%2Fsectioncollection%2Fbusiness
jerryking>inflection points<<, he told me, came from chance meetings, giving rise to his advice: “>>Play in traffic.<<”
“It means that if you go push yourself out there and you see people and do things and participate and get involved, something happens,” he said. “Both of my great occasions in life happened by accident simply because I showed up.”“I tell people, just show up, get in the game, go play in traffic,” Mr. Plumeri said. “Something good will come of it, but you’ve got to show up.”....from Ruth Simmons, president of Prairie View A&M University. Her suggestion to students:
“They should never assume that they can predict what experiences will teach them the most about what they value, or about what their life should be,” she said. “You have to be open and alert at every turn to the possibility that you’re about to learn the most important lesson of your life.”
]]>howto CEOs career_paths Managing_Your_Career curiosity discomforts values hard_work trustworthiness paradoxes pairs organizational_culture gender_gap work_ethic playing_in_traffic compensation rewards beyond_one's_control guardrails human_behavior inflection_points pushing_beyond_one's_comfort_zonehttps://pinboard.in/https://pinboard.in/u:jerryking/b:92d64517a037/How to Jump-Start Your Career - The New York Times2017-10-03T02:46:20+00:00
https://www.nytimes.com/2017/10/01/smarter-living/how-to-jump-start-your-career-interview-tips.html?sl_l=1&sl_rec=editorial
jerrykingManaging_Your_Career jump-starthttps://pinboard.in/https://pinboard.in/u:jerryking/b:a14bad9dcfcc/The Pop-Up Employer: Build a Team, Do the Job, Say Goodbye -2017-07-13T23:05:47+00:00
https://www.nytimes.com/2017/07/12/business/economy/flash-organizations-labor.html
jerrykingpop-ups freelancing on-demand ephemerality execution Hollywood project_management teams data lessons_learned Business_Talent_Group Gigster Artella Foundry Slack pharmaceutical_industry Outsourcing contractors job_insecurity middle_management gig_economy dissolutions short-term short-lived job_search Managing_Your_Career health_benefits retirement_benefits algorithms production-&-packaging talent_assessment ad-hoc project-basedhttps://pinboard.in/https://pinboard.in/u:jerryking/b:d57a078a65d5/Had a Job Interview but No Callback? Here’s What to Do Next Time - The New York Times2017-06-07T11:43:36+00:00
https://www.nytimes.com/2017/06/01/smarter-living/job-interview-tips.html?src=me
jerrykingManaging_Your_Career job_search silencehttps://pinboard.in/https://pinboard.in/u:jerryking/b:8f0a676db32f/The résumé is dead: your next click might determine your next job | Guardian Sustainable Business2017-02-16T22:10:01+00:00
https://www.theguardian.com/sustainable-business/2017/feb/16/the-resume-is-dead-your-next-click-might-determine-your-next-job
jerryking>data aggregation<< to find employees. This new field of recruitment, dubbed workforce science, is based on the idea that the data individuals create while doing things online can be harvested and interpreted and to provide a better idea of a person’s suitability than traditional methods.
Whereas in the past employers might have been impressed with the school you went to, practitioners of workforce science are encouraging them to prioritise other criteria. A New York Times article on the topic noted: “Today, every email, instant message, phone call, line of written code and mouse-click leaves a digital signal. These patterns can now be inexpensively collected and mined for insights [i.e. = "traffic analysis"] into how people work and communicate, potentially opening doors to more efficiency and innovation within companies.”
Organisations including Knack and TalentBin are providing companies with information that, they claim, better matches people to jobs. Peter Kazanjy, the chief executive of TalentBin, explained to Business Insider Magazine: “Résumés are actually curious constructs now because, for the most part, work and our work product is fundamentally digital. Sometimes you don’t even need [résumés]. The reality of what somebody is and what they do … is already resident on their hard drive or their Evernote or their box.net account or their Dropbox cloud.”]]>LinkedIn résumés Managing_Your_Career job_search exhaust_data digitalization Knack TalentBin workforce_science recruiting data_aggregation traffic_analysishttps://pinboard.in/https://pinboard.in/u:jerryking/b:6289690aa98d/Your Blueprint for Career Advancement Needs Updating - WSJ2017-02-14T20:44:01+00:00
https://www.wsj.com/articles/your-blueprint-for-career-advancement-needs-updating-1487086846
jerrykingSue_Shellenbarger Managing_Your_Career blueprintshttps://pinboard.in/https://pinboard.in/u:jerryking/b:52ea1f996160/The Best Time to Retune Your Career? It’s Probably Right Now - The New York Times2017-01-02T04:46:34+00:00
http://www.nytimes.com/2017/01/01/business/best-time-to-retune-career.html
jerrykingManaging_Your_Career Robert_Frank improvisation mobile_applications happiness randomness resolutions job_search salaries experiential_marketinghttps://pinboard.in/https://pinboard.in/u:jerryking/b:f3d740d7c8f5/Sree Sreenivasan: The Met ousted one of its top executives, so he used Facebook to show them what they lost — Quartz2016-12-03T14:46:19+00:00
http://qz.com/711943/sree-sreenivasan-how-to-spin-getting-fired-from-your-high-profile-job-into-a-delightful-digital-campaign/
jerrykingSree_Sreenivasan job_search Managing_Your_Career lessons_learned digital_media museums meetings networking vulnerabilities narratives companywide LinkedIn pre-emption support_systemshttps://pinboard.in/https://pinboard.in/u:jerryking/b:07fe76145299/Five Myths About Landing a Good Job Later in Life - WSJ2016-11-29T05:31:27+00:00
http://www.wsj.com/articles/five-myths-about-landing-a-good-job-later-in-life-1480302842
jerrykingjob_search Managing_Your_Career aging midlife myths ageism discrimination Silicon_Valley biaseshttps://pinboard.in/https://pinboard.in/u:jerryking/b:9f09a4251074/Struggling to find work? Try creating your own infomercial2016-11-23T21:46:48+00:00
http://www.theglobeandmail.com/report-on-business/careers/management/struggling-to-find-work-try-creating-your-own-infomercial/article32572683/
jerryking>Workplaces<< can have strikingly different methods for handling conflict and you don’t want to find yourself in the wrong camp.
“Your >>conflict-resolution<< style could be, for example, competitive. If you’re in an environment where >>avoidance<< and accommodation is the order of the day, you could be seen as a bully, not a team player.
(4) What’s my perfect day? Describe a day or a specific project you worked on in which you were so absorbed in what you were doing it didn’t feel like work.]]>job_search JCK management_consulting Managing_Your_Career Harvey_Schachter conflict_resolution infomercials books fit strengths personal_branding self-worth inbound_marketing self-promotion conflict_avoidance workplaceshttps://pinboard.in/https://pinboard.in/u:jerryking/b:1b119a5d0641/How to Become a C.E.O.? The Quickest Path Is a Winding One - The New York Times2016-09-11T14:57:39+00:00
http://www.nytimes.com/2016/09/11/upshot/how-to-become-a-ceo-the-quickest-path-is-a-winding-one.html
jerrykingskills CEOs movingonup howto Managing_Your_Career career_paths Neil_Irwinhttps://pinboard.in/https://pinboard.in/u:jerryking/b:0f864dd4e612/Advice for Data Scientists on Where to Work | Stitch Fix Technology – Multithreaded2016-09-09T03:09:32+00:00
http://multithreaded.stitchfix.com/blog/2015/03/31/advice-for-data-scientists/
jerryking>criteria<<, but it is not sufficient. The company must also have world-class data to work with.
This starts with finding a company that really has data. Spotting the difference between data and aspirations of data can be especially important in evaluating early-stage companies. Ideally you'll find a company that already has enough data to do interesting things. Almost all companies will generate more data as they grow, but if you join a company that already has data your potential for impact and fulfillment will be much higher.
Next look for data that is both interesting and that has explanatory power. One of the most important aspects of your daily life will be the extent to which you find the data you work with compelling. Interesting data should require your creativity to frame problems, test your intuition and push you to develop new algorithms and applications. Explanatory power is just as important - great data enables great applications. There should be enough signal to support data science as a differentiating strength.
Finally, don't fixate on big data. The rising prominence of the data scientist has coincided with the rise of Big Data, but they are not the same thing. Sheer scale does not necessarily make data interesting, nor is it necessarily required. Look for data with high information density rather than high volume, and that supports applications you find interesting or surprising. This enables you to spend most of your mental energy on analysis and framing rather than on efficient data processing.
Work for a Company with Greenfield Opportunities
When evaluating opportunities, find a company that doesn't have it all figured out yet. Nearly all companies that fit the criteria in the sections above will already have some applications in place where the work of data scientists is essential. Look for those companies that have a strong direction and strongly established data science teams, but have an array of problems they are solving for the first time.[i.e. = "what are you solving for?"]
Often the most exciting and impactful opportunities for data scientists at a company are not being actively pursued. They probably have not even been conceived of yet. Work somewhere that encourages you to take risks, challenge basic assumptions, and imagine new possibilities.
Observing the relationship between engineering and data science teams is a quick way to determine if an organization adopts this mindset. Is engineering enthusiastic to partner with data science teams to experiment and integrate ideas back into the business? Is there an architecture in place that supports agile integration of new ideas and technologies?[i.e. = "engineer's mindset"] In fact, in companies that embody this mindset most effectively, it is likely difficult to locate the boundary between data science and engineering teams.
A greenfield can be intimidating in its lack of structure, but the amount of creativity and freedom available to you as a data scientist is never greater than when you're starting from scratch. The impact of **putting something in place where nothing existed previously** [i.e. = "creative processes"] can be **immeasurable**. Look for chances to be involved in designing not just the math and science, but also the pipeline, the API, and the tech stack. Not only is creating something new often more challenging and rewarding, but there is no better opportunity for learning and growth than designing something from the ground up.
Incremental improvements have incremental impacts, but embrace the chance to operate on a greenfield. While it is extremely important to constantly iterate and improve on systems that already exist, the Version 1 of something new can fundamentally change the business.
Summary
Of course, there are other considerations: domain, the company's brand, the specific technology in use, the culture, the people, and so forth. All of those are equally important. We call out the three above since they are less frequently talked about, yet fundamental to a data scientist's growth, impact, and happiness. They are also less obvious.[i.e. = "non obvious"] We learned these things from experience. At first glance, you would not expect to find these things in a women's apparel company. However, our very different >>business model<< places a huge emphasis on data science, enables some of the richest data in the world, and creates space for a whole new suite of innovative software.]]>career strategy via:enochko economies_of_scale data_scientists job_search Managing_Your_Career greenfields data differentiation good_enough information_density think_threes product_pipelines artificial_intelligence engineer's_mindset information-savvy what_are_you_solving_for? creative_processes hard_to_measure non-obvioushttps://pinboard.in/u:jerryking/b:96d789a08ec9/How to approach your own career like an entrepreneur - Fortune2016-07-20T03:40:22+00:00
http://fortune.com/2014/12/29/startup-you/
jerryking>self-aware<< than most. On a quarterly basis, he conducts a life >>assessment<< and reviews what he considers to be his professional competitive advantage. Among his “most unique” attributes he lists his receptiveness to feedback. Indeed, in his quest for continual improvement, he has recorded personal and professional feedback in a single, running Google doc since 2010. He reads it once a week, when prompted by a recurring calendar invite.
And so began what Julka considers the “abnormal part” of his job search: He drew up a spreadsheet of 60 target companies, a few of which he researched for 60 to 80 hours (he admits he “overinvested”). He read 10-Ks and 10-Qs and a hundred CrunchBase articles; he mined his personal and virtual connections; he enlisted a friend, a former Google programmer, to tutor him in code; and he found free online videos from which he learned UX/UI design. With his wife’s support, he gave himself five weeks in Silicon Valley—no mean feat given that he had an 18-month-old baby at home. He met with three or more people a day, prepared a 48-page set of interview notes, and rode the highs and lows of pitching himself for a job that many thought he was an odd fit for.
It ended on a high. In September 2013 he got several job offers—including one, through a contact of his business school professor, at Bizo, a startup that has since been acquired by LinkedIn LNKD .
Julka may sound like a case study in craziness, a modern-day Ben Franklin whose entrepreneurial energy and efforts cannot be easily matched. But while he exists at one extreme, he’s the prototype for what it takes to navigate one’s career these days.
The truth is, wherever you are on the corporate ladder, whatever you do for a living, you’ve got to think like you’re launching a business from the ground up.
As LinkedIn co-founder Reid Hoffman and Ben Casnocha wrote in their zeitgeist-tapping book from 2012, The Start-Up of You, “All humans are entrepreneurs.” To accelerate your career in today’s economy, you’ve got to embrace that spirit and apply the Silicon Valley formula—“adapt to the future” and “invest in yourself”—no matter how comfortable in your job you might be.
Imagine you’re a founder. You’ve been working for days—years, really. (You can’t remember the last time you took a day off.) You’ve networked like crazy. And now, at last, you’ve landed one of those much-coveted meetings with a high-profile venture capital firm on Sand Hill Road.
the start up of you bookIt feels as though you’ve been waiting your whole life for this: You’ve prepared your slide deck, rehearsed your pitch, and honed your talking points. You’re ready to be grilled about even the finest details of your marketing and monetization strategies. You’ve gone so far as to research your VC’s hobbies. But the product you’re selling isn’t some whiz-bang app or the latest and greatest cloud-computing platform; the product is you.
Here’s where your potential backer steps in: What’s your competitive advantage, she asks? The questions come rapid-fire: What’s your >>addressable market< The opportunities for growth? Your five-year plan? Your 10-year plan? [i.e. = "all examples of illuminating questions to consider from a personal 'invest-in-me' perspective"]
You may not be used to thinking about your career in such calculating terms, but old standards like “follow your passion” get you only so far. You won’t get Series A funding, but the analogy is apt: If you are the startup, you’d better start answering to your inner VC.
“You’ve got to have a sense of purpose, authenticity, self-awareness, intellectual honesty, and the ability to navigate ambiguity,” says Hemant Taneja, managing director at General Catalyst Partners, a venture capital firm. That’s what he looks for in companies—and people—he invests in. Alan Braverman, an entrepreneur and angel investor who co-heads the Giant Pixel, a tech startup studio, speaks more bluntly: “What most people consider a **safe career path**, I consider falling behind.”
You don’t have to be a TaskRabbit (or a VC) to know that the world of work has changed. Technology, globalization, and one long recession—in which nearly one in six Americans reported losing a job, according to Princeton economist Henry Farber—have all disrupted old-fashioned employment. Corporations have downsized, outsourced, and rightsized. They slashed training budgets during the recession, and though that spending is coming back—up 15% in 2013, according to a Deloitte survey—corporate >>talent development<< is thought to be a dying art. “As companies see it, the incentives are just so perverse,” says Peter Cappelli, a professor of management at Wharton Business School. “Typically you train someone, and once they become useful, they’re hired away from you.” Meanwhile, the slow march of automation continues: Robots now fly planes, perform surgeries, and in some cases write news. That leaves you, dear worker, in a tight spot—whether or not you’ve got your dream job now, you’ve got to stay relevant and evolve.
That’s not as easy as it once was. The >>half-life<< of desirable skills has shortened with the hastening pace of technological change. (A Python programmer now eats the once-hot Java programmer for lunch.) Fabio Rosati, CEO of the online freelancing platform Elance-oDesk, says these dynamics are moving us from the era of employment to one of newfangled “employability.” Professionals, like the 9.3 million who find work on his site, are now being viewed as mobile, independent bundles of skills. In this universe the most adaptable talent rules the day. Increasingly, learning agility is an attribute sought in corporate leadership, says Vicki Swisher, a senior director at Korn Ferry, an executive search firm. What’s more, she says, it’s what employers are looking for in all new hires.
That agility is also mission critical for your personal enterprise (formerly known as your career path). Rather than climb a single corporate ladder like the company man of yore, you’re more likely to spend your career scaling a professional jungle gym, maneuvering between projects, jobs, companies, industries, and locales. By the reckoning of the Bureau of Labor Statistics’ latest job-tenure survey, you’ll pivot every 4.6 years (make that three if you’re a millennial, a demographic that will dominate the workforce in 2015). To do this well requires imagination, initiative, and some guts. Much like a startup, you’re forging your way ahead in a dynamic world where there is no conventional path.
“Get comfortable with being uncomfortable,” advises Mike Abbott, a general partner at Kleiner Perkins Caufield & Byers, who knows as an entrepreneur and as someone whose career zigged to Microsoft, Palm, and Twitter before it zagged to venture capital. In his case, he sought discomfort. “That’s how you learn the most.”
While the ideas of a free-agent nation and personal brand building have been with us for a couple of decades, >>DIY<<-career building has gotten a big push from the digital (and old-fashioned sharing) infrastructure that fosters this independence. There’s the rise in communal workspaces like WeWork and educational alternatives like Coursera, which offers college courses online, and General Assembly, which trains workers in the most in-demand tech skills. (As Julka’s case shows, YouTube and Google can also be empowering resources.)
A slew of online platforms has made it simpler to drum up employment, from one-off gigs to full-time jobs. Professionals can peddle their services, whether it be supply-chain management or legal advice, more easily and independently too, through sites like Elance-oDesk and TrustedPeer, which sometimes cater to big companies.
The data are messy on the size and shape of this new, more independent workforce. The BLS, whose classification system dates back to 1948, counted 14.4 million self-employed Americans in April 2014. That’s a far cry from the results of a study commissioned this year by the Freelancers Union and Elance-oDesk, which put the number of freelancers—a broader category that includes temps, part-timers, and moonlighters—at 53 million, or one in three American workers. (A report on freelancers from the Government Accountability Office in 2006 had a slightly lower figure, with 42.6 million.)
The jobs are out there, the evidence shows. In October the BLS recorded 4.8 million open positions, the highest level in 14 years.
Whether you’re after one of those jobs, attempting to move up or out at the one you’ve got, or trying to make it on your own, thinking entrepreneurially will help you get ahead. Like Nitin Julka, Fortune talked to three dozen experts in the new startup economy—venture capitalists, recruiting specialists, and successful jungle-gym-climbing workers for tips about how to get yourself launched. Consider the five rules below your mini-accelerator.
You’re in the founder’s seat now.
Choose growth over profitability
Startups don’t start off making money. They chug along on venture funding while they figure out what the heck they’re doing. It may sound unpalatable, but it’s a good idea for your career too. Rather than focus on short-term gains, think long-term goals and what you need to get there. Consider Lateef Jackson, 38, a software engineer in Portland, Ore., who at 29 took a job in private equity—as an unpaid intern—to expose himself to business and investing. “It was life-changing in that I realized the lack of barriers to my dreams,” he says. Or Ryan Holiday, who as an aspiring author dropped out of college at 19 to work for two writers and intern at a talent agency. “I saw it as the equivalent of signing up for Y Combinator,” he says. “I thought, I’m going to commit two to three years of my life to work for these people to learn everything that I possibly can.” He has since written three books, run the marketing department at American Apparel, and started his own marketing firm. He’s 27.
But investing in yourself doesn’t have to mean taking a pay cut. It’s about opportunities that will make you more valuable down the road. Vas Narasimhan, a trained physician and former McKinsey consultant who is now global head of development at Novartis, has pursued a wide range of roles in his seven years at the drug company. It’s been a nontraditional path—something people pointed out to him at every turn—but it allowed the 38-year-old exec to build broad expertise and differentiate himself as a leader who can adapt, he says.
Bet on who you want to work with, not on where
“Startups are ultimately a collection of great people,” says Jon Sakoda, a general partner at Menlo Park venture capital firm NEA. He advises job seekers to, as they do in the Valley’s money circles, invest in people, not ideas. That means pick the place you’re going to work for the people you’re going to work with. They’re the ones who will train you and lead you to other opportunities when the time comes. He says he owes his career as an entrepreneur and VC to others: “I was tricked into doing what I’m doing by people I fell in love with. I got seduced into working with great people.” Dan Portillo, talent partner at Greylock Partners, agrees. He says to ask yourself two questions before taking a job: “Who am I really working for? How much of an impact is this person going to have on my career?” He credits his former boss at Mozilla for developing him as an executive and his old startup buddies for bringing him there. Having a broader network helps too. After leaving his job as a biotech CEO in 2008, Dave Summa, a Procter & Gamble and McKinsey alum, was at a loss about what to do next. He found clarity by talking with his friends in the CEO Alliance, who helped him realize where his passion and expertise lie. He had long puzzled over why companies invest so heavily in R&D and product innovation and yet barely at all when it comes to improving business models. He founded his firm Business Model Innovation with a colleague earlier this year. “I was the last person to get it,” he says.
Find your >>special sauce<<
The No. 1 reason startups fail, according to a recent analysis by venture capital database CB Insights, is that there is no market need for them. In the entrepreneurial employment age, you too have to think about product-market fit. This may be one of the hardest challenges in the new economy. All of us have to become sophisticated market researchers. Thirty-year-old Angela Irizarry discovered this mostly by accident. The Cleveland native was in an unfulfilling role at an Ohio property-management company. She had liked some parts of her job—particularly her work with social media—but the fun stuff ended when she got promoted to assistant property manager. She joined oDesk (which merged with Elance in 2014) for the chance to moonlight and make some extra cash. Irizarry grandly called herself a “social media marketer,” but the jobs didn’t come. After her first 100 applications turned up nothing, she tried a different tack, studying competitors on the site: The aim was to see who was winning what jobs and why. Her discoveries led her to apply for smaller projects to build up experience and broaden her skills. The research paid off. Now Irizarry, who bills herself with the slightly grander title “integrated marketing specialist,” is freelancing at nearly four times her original hourly rate for clients all over the world.
Celebrate uncertainty
Startups are always iterating; things rarely go according to plan. You’re in “permanent beta” mode, say Hoffman and Casnocha. Sakoda, whose NEA firm was an early backer of Hearsay Social and Opower, echoes the thought. “When a startup shows me a five-year plan, the only thing I can be sure of is that it’s wrong,” he says. You can make the same bet for your career, so drink the West Coast Kool-Aid and “fail fast.” Seek feedback and adapt, and when things go off course, pivot. Consider 54-year-old Ed Dillon. Until he lost his job in a reorganization at a Chicago-based real estate firm a decade ago, he had no idea there were jobs he’d be better suited to. Trained as an accountant, he had reached the level of VP after a long, successful run in the industry. Losing his job was a blow, and for a few scrappy years he took assignments through agencies and tried to build up a consulting business of his own. Those projects led him to realize that he thrived doing more dynamic work. He now pitches himself to companies in transition—like the major law firm where he works today—and has a more fulfilling career managing organizational change.
Be public
Every startup has to sell itself. So do you—to co-workers, industry colleagues, and the wider world online. Join LinkedIn, of course, but think of this less as calculated branding than showing who you are and what you can do. It rarely hurts to engage, and it almost always helps to be helpful. (In this spirit, founders examine the ugly truths of their failed startups in digital postmortems.) “If you give away hard-won information and knowledge, you’ll get something back,” says Holiday, the 27-year-old writer and marketing pro.
Recruiting strategist Stacy Donovan Zapar, 41, has found this to be the case too. She started sharing job-searching tips on Twitter years ago. Her following grew, and she began blogging, a platform that has built her reputation online. “Just about every good thing that’s happened to me in the last decade of my career has been because of social media,” says Zapar, who claims to be “the most connected woman on LinkedIn.” She now works with big-name companies like Zappos and TripAdvisor.
And then, once again, there’s Nitin Julka. Last year he shared his career-transformation experience online—“How I got my first Valley-based product-management job in five weeks”—which has gotten him thinking about his personal brand. Now he wants to find an even bigger way (he uses the Valley term “scalable”) to help people feel more productive and less stressed. Admits Julka: “I feel stressed a lot of the time.” It may be the least surprising thing about him.
More: Your career path is all on you -- and that's a good thing
]]>value_propositions personal_branding via:enochko pitches self-assessment self-awareness Silicon_Valley gig_economy start_ups Managing_Your_Career Reid_Hoffman Ben_Casnocha slight_edge job_search discomforts uncertainty learning_agility transparency customer_growth self-employment Elance-oDesk TrustedPeer large_companies non-routine skills special_sauce free-agents WeWork product-market_fit preparation readiness torchbearers it's_up_to_me invest_in_yourself ambiguities intellectual_honesty platforms fetishization talent_development giving_value_first self-appraisal half-lives interview_preparation questions illuminating_questions DIY TAM traditional_pathshttps://pinboard.in/u:jerryking/b:fb9eef7bf252/Getting past ageism and back to work after a late job loss - The Globe and Mail2016-05-20T13:39:28+00:00
http://www.theglobeandmail.com/globe-investor/retirement/retire-working-in-retirement/getting-past-ageism-and-back-to-work-after-a-late-job-loss/article27963194/
jerrykingaging retirement Second_Acts entrepreneurship ageism Managing_Your_Career job_search small_business networking midlifehttps://pinboard.in/https://pinboard.in/u:jerryking/b:808aac4cdaa6/How to future-proof your career - The Globe and Mail2016-01-26T05:17:14+00:00
http://www.theglobeandmail.com/report-on-business/careers/leadership-lab/how-to-future-proof-your-career/article28370497/
jerrykingManaging_Your_Career personal_branding anti-résumé future-proofinghttps://pinboard.in/https://pinboard.in/u:jerryking/b:cf74c14890c2/The One Question You Should Ask About Every New Job - The New York Times2016-01-19T22:33:11+00:00
http://www.nytimes.com/2015/12/20/opinion/sunday/the-one-question-you-should-ask-about-every-new-job.html
jerrykingnew_graduates job_search storytelling organizational_culture Managing_Your_Career questions Adam_Granthttps://pinboard.in/https://pinboard.in/u:jerryking/b:93d67c126929/What a Year of Job Rejections Taught Me About Pitching Myself2015-09-21T19:33:45+00:00
https://hbr.org/2015/09/what-i-learned-from-a-year-of-job-rejections
jerryking>create demand<< around hiring me. I applied everything I knew about marketing and storytelling to build a campaign that would show Silicon Valley companies the kind of value I would bring to their teams.
The experiment was a report that I created for >>Airbnb<< that highlighted the promise and potential of expanding to the >>Middle East<<, a market that I am extremely familiar with and until recently they had not focused on. I spent a couple of days gathering data about the tourism industry and the company’s current footprint in the market, and identified strategic opportunities for them there.
I released the report on Twitter and copied Airbnb’s founders and leadership team. Behind the scenes, I also shared it by email with many personal and professional contacts and encouraged them to share it if they thought it was interesting — most did, as did some of the top VCs, entrepreneurs and many peers around the world....What I realize in hindsight is probably one of the most important lessons of my career so far. **The project highlighted the qualities I wanted to show to recruiters; more importantly, it also addressed one of the main weaknesses they saw in me....What the report helped me do was >>show, not tell<<, my value beyond their doubts. It refocused my perceived weakness into a strength: an international perspective with the promise of understanding and entering new markets**. And though none of the roles that I interviewed for in the last two months focused on expansion, by addressing and challenging the weakness, I was able to re-frame the conversation around my strengths....asking yourself a different version of that question is going to make you better prepared for any conversation with a recruiter, a potential client, or even a potential investor....not “What is my weakness?” but rather “What do they perceive as a weakness in my background?”]]>networking personal_branding social_media Managing_Your_Career career_paths via:enochko rejections pitches HBR value_propositions Airbnb strengths job_search hindsight reframing Fortune_500 problem_framing campaigns self-promotion creating_demand Middle_East founders inbound_marketing overseas_assignments data_collection refocusing weaknesses show_don't_tellhttps://pinboard.in/u:jerryking/b:bff4f80acb61/The greatest piece of career advice you will ever get - The Globe and Mail2015-06-09T11:29:07+00:00
http://www.theglobeandmail.com/report-on-business/careers/career-advice/the-greatest-piece-of-career-advice-you-will-ever-get/article24824300/
jerrykingadvice Managing_Your_Career new_graduates passionshttps://pinboard.in/https://pinboard.in/u:jerryking/b:1a105f8a40ae/What to Learn in College to Stay One Step Ahead of Computers - NYTimes.com2015-05-25T03:21:42+00:00
http://www.nytimes.com/2015/05/24/upshot/what-to-learn-in-college-to-stay-one-step-ahead-of-computers.html?ref=education&abt=0002&abg=0
jerrykingRobert_Shiller Yale Harvard education students automation machine_learning Colleges_&_Universities finance continuing_education continuous_learning Communicating_&_Connecting indispensable skills Managing_Your_Career 21st._century new_graduates interdisciplinary curriculum entrepreneurship syllabus interpretation expertise uncharted_problems college-educated future-proofing generalists information_interpretationhttps://pinboard.in/https://pinboard.in/u:jerryking/b:b4608d666fcd/