New Year Resolutions for 5779: More five-minute favors

Tomorrow is the Jewish New Year. We move from the year 5778 to 5779.

In preparation for the holiday, I started to think about New Year’s resolutions, and one of my resolutions is to say “yes” to more five-minute favors this year.

(My thinking was motivated by a discussion of five-minute favors in a book draft that one of my friends wrote about Bill Campbell, a legendary coach in Silicon Valley.)

So, what is a five-minute favor? Adam Grant says:

Giving doesn’t require becoming Mother Teresa or Mahatma Gandhi; we can all find ways of adding high value to others’ lives at a low personal cost. The five-minute favor is my single favorite habit that I learned while writing the book Give and Take. We particularly enjoy looking for ways to: (1) Share knowledge, and (2) Introduce individuals who might benefit from knowing each other.

(For more five-minute favor ideas, see “Pay It Forward with the 5 Minute Favor” in Forbes, 2013)

On that second point, Grant pledges to introduce his students to anyone he has met. (“Is Giving The Secret to Getting Ahead?” New York Times, 2013). I, too, especially enjoy connecting people to one another, and pledge to focus on trying to do so more often this year.

As I thought about making this pledge, one question that concerned me is: “What if I end up spending too much time doing favors and thus don’t have enough time to focus on doing well myself?”

But it doesn’t really work that way. In fact, acting as a “giver” generally correlates with success. Plus, even if your-five minute favors never offer anything professionally or personally in return, “givers” still tend to be more happy because giving helps people to feel that their lives have more meaning (“There’s More to Life than Being Happy,” The Atlantic, 2013).

It’s true that giving favors isn’t always convenient. For example, Adam Grant writes about how annoying it is when someone asks if they can “pick your brain.” (Read his blog for a better way to ask that question.) Yet, still, he encourages us to say “yes” to the request. After all, what’s the downside from experiencing a little inconvenience? In the worst case scenario, we lose time while we gain meaning, (potentially) help our own careers, and, in connection with the Jewish New Year, contribute to Tikkun Olam.

Happy New Year!

 

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New Year Resolutions for 5779: More five-minute favors

Draw Large Circles

I read an HBR article tonight about managing work stress and how it is important that we do not rely on just one person to cope. We need a larger circle. In fact, ideally, in addition to people, we should strive to maintain hobbies and interests outside of work to de-stress.

This article reminded me of a commencement speech I read a few months ago that I wanted to share.

The theme of the speech suggests we form larger circles that encompass not only people but also thoughts and activities.

First, in his speech, Peter Salovey describes how we might broaden our views: “A conversation with six friends in real life [versus online] actually may lead to a greater variety of ideas and perspectives.” How will we solve problems if we can’t see other perspectives? My friend group still straddles one side of the political spectrum, but after going to business school and meeting many veterans on a different side, my views on military spending changed. Simply getting to know someone as a friend helps you to respect their perspective.

Additionally, Professor Salovey says that we not only want to draw larger circles but also more circles since this too helps us maintain a more open perspective. “We know one of the keys to happiness is developing a passion—even an expertise—outside of work. Sharing that passion with others gives us great joy, and it connects us to other circles of friends and associates who might be very different from the ones we would meet otherwise.” One of my passions is helping people find jobs that they will like. While it’s not as exposing as Professor Salovey’s bluegrass interest, it does enable me to constantly meet others I wouldn’t in my day to day. I do think I need to do better on this circle. I certainly did when I volunteered more.

Finally, another “great benefit of more and larger circles is that when you fail in one, your greater self-complexity “acts as a ‘buffer’ to negative experiences...For example, if you define yourself almost entirely in terms of your job, getting passed over for a promotion might be devastating for your sense of self-worth. Linville calls this ‘putting all your eggs in one cognitive basket.’ People such as our marathon-running bass player, on the other hand, bounce back more quickly after a setback. Linville even found that college students with greater self-complexity were less likely to get sick or experience depression or stress.”

In conclusion, Professor Salovey writes, “Draw many circles; make them large in all kinds of ways. You will find life richer, fuller, and more meaningful, and you will bring to the world the empathy and understanding we so desperately need.”

This blog helps me draw a larger circle by connecting me with people who reach out when they read something they want to know more about. It also provides me an interest outside of my core job. I am grateful I can widen my perspective and self-complexity here.

 

 

Draw Large Circles

No fee ETFs, and the future of finance

In business school, I developed an interest in finance. Technology and finance share many traits. For example, when, at school, some former financiers appeared to think they owned a monopoly on smart logic, I argued that a financial model looks a lot like the algorithms I’d seen in tech. Each solves complex problems with a series of if/then scenarios. So, to prove that technologists could take on finance, I took many of the same courses as my fiance peers like Investment Strategies and Stock Picking. I loved both.

As I continue my career in technology, I hope I can one day merge my passions for both tech and finance, and create a financial product based on technology that makes investing and saving more transparent and accessible.

The announcement that Fidelity will offer no-cost ETFs this past week is a move towards the direction I want to see. I want to invest my personal assets in products with low, and preferably no, fees when possible. And, I want to ensure that fees, when added, include understandable disclaimers that enable non-experts to understand how even small fees will compound. I believe Fidelity’s move (and the moves of the subsequent firms that will inevitably follow) will make ETF fund investing, and the fees that come with some ETFs, clearer to a broader population.

We are still a long way from providing asset allocation and financial planning (how much to save when) advice as broadly as it should be provided; however, if Fidelity’s move encourages people to question fees on non-free products, then we’ve made progress in the right direction.

No fee ETFs, and the future of finance

It’s not you, it’s me.

At work, we often take a selfish mindset when we encounter uncomfortable interactions.

Here’s an example: a sales manager interrogates a salesperson on one of her deals. The salesperson leaves the conversation thinking “Wow. My manager must think I am incompetent at my job or she wouldn’t have really dug into minute details on this deal. What did I do wrong? How do I show her I am capable? Should I change my presentation style?”

While I admire her self-reflection, this person believes what the sales manager did reflected her work or her style, not the sales manager’s goals. Most likely the sales manager dug into the deal so deeply because she needed to better understand that business for her boss, she developed a personal goal to understand deal nuances, etc.

I remember a few years ago I couldn’t sleep because I was so concerned about an email I wrote to my boss. I called my dad the next day to ask if, on a Saturday, I should write a clarification email. My dad gave a pretty rational, objective and removed reply; “What? You want to bother your boss on a Saturday? He is not even thinking about this.”

The next time you freak out because you believe you did something noticeably wrong or you feel insecure or offended by a reaction from a colleague or manager, try to remember that it might stem from the other person’s goals, motivations or situation. It may be you. But, it also may be them.

It’s not you, it’s me.

Share the risks you take

This past week, I gave a presentation as part of my interview process for a role which would offer me a stretch opportunity– my own quota, managing a more senior sales team.

Google’s internal career site listed the role as a level above the level I am at now.  Still, I reached out to the hiring manager to see if she would consider me as an applicant.  She said she would!

In preparing for my final round presentation, I asked some of my trusted peers for advice and feedback on my deck.  The presentation I delivered became much better due to their insights.

At the end of my presentation to the panel, I showed a slide listing the 10+ people that helped me garner the insights I presented. The interview panel appreciated this slide for a few reasons. It demonstrated that:

  • I fully utilize resources available to me
  • I know how to ask for help
  • I acknowledge and highlight others
  • I am not afraid to share the risks I take

Highlighting to the panel that I had exposed potential failure to my peers and asked for their help, as well as crediting them for their work, might have been one of the things they liked best about my presentation.

I encourage sharing the risks you take. I find this lowers the actual risk and helps you provide better work, regardless of the outcome.

Share the risks you take

Want a good review at work? To get that new job? Give more data.

At Google, we do employee reviews every six months. Right now, we’re almost halfway through our review period, so I will take the next few weeks to meet with my employees and help them self-assess where they sit in terms of a rating and, potentially, a promotion. I do these meetings in the middle of the cycle to avoid any surprises and offer the opportunity for improvement before the formal assessment time.

Today, during our mid-cycle review, one of my team members made an excellent point. Preparing for our review process mimics how you might prepare to answer Google’s interview questions. In some ways, each review cycle is a mini, written interview.

Because of my team member’s analogy, I looked back at some of Laszlo Bock’s interview advice for a Thomas Friedman column. In answering “What’s your best advice for job interviews?,” Bock also provides good advice for review preparation.

“What you want to do is say: ‘Here’s the attribute I’m going to demonstrate; here’s the story demonstrating it; here’s how that story demonstrated that attribute.’ ” And here is how it can create value. “Most people in an interview don’t make explicit their thought process behind how or why they did something and, even if they are able to come up with a compelling story, they are unable to explain their thought process. (“How to Get a Job at Google, Part 2”, NYT, 4/20/2014)

While Bock’s advice focuses on future impact, it also applies to showcasing past impact which you can use for your next review.

In my opinion, the best way to show how you created value is to use specific numbers. For example, instead of writing in your self-review “I lead a complex deal for XY customer that we won. While doing so, I received great feedback from my peers saying “yada yada,”” write:

“Over the past three months, I worked with XY client to increase their spend from $XX to $YY dollars. I did so through leveraging XY engineers and creating this [insert your link here] timeline with the customer. After I realized the strategy of using Y [external partner] with Z [internal resource], drove me to close my sale faster, I shared my process with our team, so that they could learn from my success. After speaking with ZZ team members that employed the process I created, we saw each of their deals progress XX days faster than the rest of the deals on the Americas team”.

Even beyond a review cycles and interviews, you can employ this strategy when writing you resume. Challenge yourself to provide excruciating detail. Instead of “I lead XY team and we achieved 170% of quota,” say “Leading a four person sales pod with three hundred customers, I leveraged six partners to achieved 170% of quota while also selling the largest number of products average five skus versus the national average of two”. Here is very outdated resume I prepared for business school internship interviews where I tried my best to use these techniques.

Good luck in your next review, resume submission or interview!

Want a good review at work? To get that new job? Give more data.

Become an “Oscar Winning Actress” or any three words you want people to remember you by

Last week I spoke on a Harvard Tech Panel and one of my co-panelists, Katherine, gave some advice that I want to share here: decide how you want people to remember you in three words and plan, ahead of time, to encourage that perception. Katherine made the point that individuals can control and mold his or her own “brand”.

I shared one story from my career when I used this tactic to make the switch from sales into marketing. After college, I started my career in customer support and sales at Google. Once I realized I wanted to move into marketing, I needed to change my perception from “entry-level customer support specialist” to “scrappy, creative marketer” to get the role as an Associate Product Marketing Manager launching Google Fiber. I did so by building my experience with six months of extra volunteering on the Fiber team doing anything related to marketing, communications, operations and, even, customer support. After proving to the team that I could be the “scrappy, creative marketer” they wanted, I, in the team’s mind, was qualified to do the role (marketing + Fiber team experience). No one, when I applied, told me I did not possess enough marketing experience because I built my “creative marketing” portfolio with the team.

Even if you don’t yet have the work product or characteristics to backup the three word brand you want, you can start building it. If you work in sales and want to become an “extremely technical customer engineer,” start shadowing customer engineers and leading technical calls. It may not work immediately, or come easily, but it will over time. With enough preparation you can claim any three word description you want. The three (ok, four) perception I work to build now: “connector & career guru”.

Once you start “shopping” your new brand, check-in to make sure it lands well. While it may be awkward to bluntly ask how people you interact with perceive you, think of other tests to see if you successfully left clients, co-workers, etc with the perception you want. Launch and iterate.

One caveat: my brother would argue that I can never become “an all-star NBA player”. I argue that’s TBD.

Become an “Oscar Winning Actress” or any three words you want people to remember you by