Articles by "Career"
Twitter Facebook

Jacquelyn Smith
smile smiling millennialStrelka Institute for Media, Architecture and Design/flickr
The job interview is a two-way street. It's a great opportunity to figure out if the job is right for you, and whether you'd like working for the company. But when you ask the hiring manager questions about the culture or people, they may give you sugar-coated answers — especially if they're trying to sell you on the job.
That's why it's so important to talk to other employees, too.
If and when you’re afforded the chance to speak with your prospective coworkers — which hiring managers should encourage in the spirit of being transparent and helping to provide insight additional perspectives — there are a few specific questions you'll want to ask.
"It's the best way to find out what it’s really like at this company without overstepping your boundaries and jeopardizing an otherwise perfect interview performance," says Lynn Taylor, a national workplace expert, leadership coach, and author of "Tame Your Terrible Office Tyrant." 
Here are the questions you should ask employees at the company you're interviewing with:

1. How long have you worked here? Can you tell me more about your role and background?

2. What do you like most about working at this company?

3. How would you describe the work environment?

4. How would you describe the work ethic?

5. What is the reporting structure like?

6. What kind of personality traits thrive the most in the department?

7. What's the preferred communications style? Phone, email, IM, text, one-on-one meetings, meeting over lunch, Skype, etc.?

8. How much of a team approach do you experience?

9. How are accomplishments recognized?

10. How much latitude are people generally given?

11. How do department managers motivate their teams?

12. What is the commitment to professional development?

13. How much do you feel people learn on the job?

14. How would you describe the level of support offered?

15. How much feedback do team members receive?

16. Can you describe the advancement opportunities here? 

17. Do people in this position have the opportunity to advance? 

18. What would you hope a new hire could contribute to the department?

19. What do you think would make a person successful in my position?

20. How does management view risks?

21. When people make mistakes, how is that handled?

22. How does management view such areas as work-life balance?

23. Does the company engage in social responsibility programs? 

24. How is conflict handled and resolved?

25. What would you say are some of the biggest challenges you face here?

26. If there's one thing you could improve, what would it be?

27. What's one thing you wish you knew before you started working here?

There are many questions you may have about the job that don't belong in the peer interview, Taylor adds. "Don't be tempted to ask unrelated or off-topic questions just because you forgot to ask HR or the interviewer, as it might convey as you place much importance on them. These include company policies and perks, such as vacation, or sensitive topics, like salaries, raises or bonuses, as well as personal discussions about age, religion, or the latest political polls. And while you might be wondering about their take on a big competitive threat, hold off until you're settled in, or you may appear critical."
February 16, 2016
Twitter Facebook

By Justin Bariso Justin Bariso is an author and the founder Insight , a consultancy that helps organizations to think differently and communicate with impact. @ JustinJBariso Founder, Insight @ JustinJBariso
IMAGE: Getty Images
Advertisement
Last week, LinkedIn introduced their blogging platform's September theme: "How I Hire". Many of LinkedIn's “influencers”, the select group of 500 industry leaders chosen by the social network, have since published advice regarding their specific hiring practices.
Of course, hiring will differ based on the space in which an organization operates, as well as its particular culture. But I found two posts especially interesting due to their contrasting approaches--those of Virgin Group founder Richard Branson and Shark Tank's famous investor (and founder of his own company), Robert Herjavec.

Richard Branson: Hire for Personality and Experience

Branson, arguably the most popular entrepreneur in the world, spoke to the benefits of hiring for personality and experience. (You can find his full post here.)
"In my eyes," opines Sir Richard, "personality always wins over book smarts. Company knowledge and job-specific skills can be learned, but you can't train a personality."
He goes on to highlight the value of hiring for experience over qualifications:
"The person with the top grades and most credentials isn't always the best person for the role. Time and time again I've seen people with a background of broad-ranging employment and skills hired for a job where they don't necessarily tick the specialist criteria boxes, but become incredibly successful by offering a new level of understanding to the role. With this in mind, we focus on hiring people with transferable skills--team players who can pitch in and help others in all sorts of situations. It's important never to underestimate the power of versatility."
Branson calls hiring his "number one priority".

Robert Herjavec: Hire for Skills and Focus

Robert Herjavec, founder and CEO of the Herjavec group, is affectionately known by many as "the nice one" on Shark Tank. But he's no pushover when it comes to interviewing.
In his post (found here), he relates a philosophy that is in direct contrast with Branson's--namely, that a specific skill set should be a priority.
Notice the tactic Herjavec uses to get to the core of an interview candidate's abilities:
"For example, if I'm interviewing for a sales role, I ask about the individual's primary motivators. Then I let them know there is an opening in our marketing team and ask if they would be interested in learning more. To me, someone in sales needs to be laser focused on achieving their target and driving for that number. It's not the same person that I would hire to work on our marketing or communications team. If you waver in your approach and express interest in the second role, you're not the person for my team."
Herjavec's method isn't a new one. Many Fortune 500 recruiters use similar techniques to narrow their list of candidates. But in the eyes of many, it's simply a trick that disqualifies a lot of potentially great hires.
As software engineer Zoya Goldman put it in his comment attached to Herjavec's post: "That fake opening trick is both underhanded and counterproductive. You would have dismissed [Leonardo] da Vinci from the consideration for an engineering position because of his interest in art."
I know, every organization is different. And Herjavec's method seems to work for him. He's built and sold a number of companies--and made millions from doing so.
But my philosophy favors that of Mr. Branson. Before starting my own company, I worked years for an extremely nimble organization that placed a high priority on flexibility. I saw great value in being able to move persons between departments when necessary, and in the willingness of individuals to fill those needs. Of course, you need specialists, too. But employees who are willing to try "new and different" remove the ceiling that could be holding them--and your company--back.
Whichever school of thought you subscribe to, one thing is for certain: Finding employees that are a right fit for your organization is a learning process.
What are your thoughts? Do you lean more towards Sir Richard's hiring philosophy? Or Mr. Herjavec's? Look forward to hearing from you in the comments.
Like this column? Sign up to subscribe to email alerts and you'll never miss a post.
The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.
September 09, 2015
Twitter Facebook

Adam Dachis The world is filled with deranged people and you’ve had the bad fortune of working for one of them. You may be in a bad situation, but that doesn’t mean you can’t cope. Here’s how to deal with your crazy boss.
Photo by Shutterstock

Know the Differences Between Good, Bad and Insane

You may not like your boss, or even loathe the thought of them, but that doesn’t mean they’re nuts. We all have varying opinions, so you may just have polarised feelings about most things. Your boss may also have to adhere to strict company policies s/he has no control over, or has no management experience but was promoted and is just trying to make do. None of these things are good, but they don’t make up a crazy boss.
Photo by Shutterstock
What we’re talking about here is a person filled with rage who’s prone to mood swings and has inconsistent reactions to common situations. This is a person who will share his or her feelings openly and expect you to have pity while they have little to no sympathy for you or others. A crazy boss will put their interests first, which may not always coincide with the interests of the company. This type of person needs to have an enemy or target at all times, which often means creating one if one doesn’t exist.
These are just some of the many personality traits that can surface in a crazy boss, but you can generally always tell if s/he is creating trouble where it is unnecessary. They may not always be terribly aggressive people who are just outright mean, but when you’re dealing with behaviour inappropriate for even a poorly raised child you’re probably dealing with crazy.

Put as Many People Between You and Crazy as Possible

Generally communication works better when you speak with people directly, but when you’re dealing with irrationality that’s rarely the case. Let the messages flow through multiple people. If you’ve got a crazy boss, generally everyone is well aware of it. If the boss sends a scathing message to you, if it gets filtered through at least one of your fellow employees first it’s not going to sound quite as horrible. If it does, at least you’ll have someone who will listen to you complain about the situation and empathise. Having a communication chain and the support of your coworkers is vital when you’re dealing with an unstoppable force.

Keep a Crazy Log

Every time your boss does something insane, write it down with a date and time stamp. Write it somewhere they’ll never be able to find it, of course, but the important thing is that you keep a record. If things ever get to a point where you need to go to human resources to file a complaint, that record is going to be enormously important. On a more personal level, it’s a good place to let go of everything they do. You can’t get mad, and you can’t act like them (unless you’re looking to be fired), so you write down the crazy thing your boss did and you let go of it for the rest of the work day. You can always take the record home, share it with friends, laugh (and maybe cry) about how horrible your boss can be, and try to make the best out of a bad situation. Additionally, once that record gets long enough, it may serve as the motivation to leave your job and never look back.

Get Everything in Writing

Photo by Write A Writing
When you do business with people you don’t know, you generally get a contract. While you hope they don’t have a screw loose, you do this because you can’t be sure. A contract ensures that you are at least somewhat protected in the event of an issue. While you can’t make your boss sign an anti-crazy contract — not that one would probably do much good anyway — you can protect yourself by having a written record of requests and most anything else you can get. For example, if your boss asks you to prepare a document for next Thursday and then asks on Tuesday why you haven’t finished, if you have an email or memo with the details of the request you have proof that they’re wrong and made an error by asking for it early. This may no stop them from being hostile, but it will prevent them from punishing you for the error. If you do, you can very easily take the situation to human resources. You may not always be able to convince your boss to put every request in writing, but do your best. This provides you with evidence and will help you avoid he-said-she-said arguments.

Don’t Engage Your Crazy Boss

Photo by Shutterstock
Say you came out of the supermarket and returned to your parked car only to find a man with a flamethrower. Your car is missing, and he’s just standing there with a smile on his face. Maybe the man stole your car and maybe he didn’t, but you’d be unwise to engage him as he’s holding a freakin’ flamethrower. This is your boss on a good day. When you engage crazy, you will not win. You may do some damage, but you’re in no position to come out of that battle alive. It may be hard to suppress your anger, but let it out in a safe place. Don’t ever engage your crazy boss. It will not end well.

Plan for the Future

When you work in a hostile environment that you have no power to change, the only real solution is to look for work elsewhere. Of course, jobs can be hard to come by and you may not have the luxury of quitting on a whim, but that doesn’t mean you can’t try or at least plan for the future. Carve out a little time in your week to look for new jobs and don’t be discouraged if you make no progress for awhile. Just stay on top of it and keep looking. Eventually you will find a way out and hopefully a new job with a much more reasonable employer.
Got any other great tips for dealing with a crazy boss? Share yours in the comments.
September 07, 2015
Twitter Facebook

Jennifer Winter
These days, it’s rare to meet someone who’s been in the same position for his or her entire career. While most of us understand that transitioning to another role is a near-certain eventuality for any professional, we often forget the fact that bosses move on, too. The following advice should prove handy when your fearless leader decides to jump ship.
Image by SEVG and Nbenbow (Shutterstock).
It’s disruptive when anyone resigns from his or her post, but especially so when the head honcho is involved — after all, he or she was holding the group together, right?
In my 14 years of having bosses, I’ve seen a fair number move on to greener pastures, and I’ve picked up a few dos and don’ts to help get me through (and even see the opportunity for greener pastures of my own). If your boss has put in his or her notice, remember these guidelines over the next two weeks.

Don’t: Panic!

I’ll never forget the first time one of my bosses resigned to start his own business. (Back then, we called it “retiring” whenever someone got the entrepreneurial bug.) While I’d think nothing of it now — I’ve seen plenty of bosses and colleagues do the same over the years — it was pretty upsetting at the time. I immediately assumed something was wrong with the company and that his departure was a sign of trouble. Was my job at risk? Were our benefits being cut? Was the company’s reputation taking a turn for the worse?
While it’s natural — and smart — to consider all these things whenever a major player hangs up his or her cleats, don’t let it get the best of you. Remember, bosses are people, too, and it’s totally normal that they will find other opportunities to pursue in their careers. And panicking about what you don’t know — or don’t have control over — isn’t going to help you move forward.

Do: Investigate (Discreetly)

That said, sometimes, there is trouble in paradise when a senior person bolts. For example, when one of the founding partners of my firm suddenly “retired” after spending the past decade growing the firm, I couldn’t help but wonder if there was something going on besides his sudden interest in sailing around the world.
So, doing a bit of covert research can help keep you informed and prepared. Whenever possible, go straight to the source for information (as, in, try to get the story from your boss, not from the rumour mill). If that’s not possible — or plausible if you have limited access to your manager — you’ll need to do a little investigating.
Ask around the office, but try to limit your questions to more senior-level individuals you respect. Express your regret to see your boss go, as well as your best wishes on his or her next endeavour. Then, casually ask if anyone knows where your boss is headed. The answer could tell you a lot about not only where he or she will end up, but how those in the know may feel about it.
While there’s no guarantee you can depend on this second-hand information as fact, getting a sense for your colleagues’ take on your bosses departure may give you a hint if there’s trouble ahead (and you should be looking, too) or if you can start planning a farewell happy hour in good conscience.

Don’t: Take it Personally

Several years ago, when one of my favourite bosses resigned, I took it really personally. We’d built up a great working relationship over the years, and she’d become a valuable mentor for me. When I discovered she was leaving, I was crushed. I even selfishly wondered, “How could she do this to me?”
While it’s totally fair to feel bummed — even deserted — when your boss moves on, remember that any decision to leave a job is complicated, personal, and rarely taken lightly. While your boss probably considered how the team might be impacted, at the end of the day, he or she had to do what was best. Share your support and excitement for your boss’ new endeavours and suggest you both keep in touch. Creating a positive last impression will show your appreciation for your boss’ leadership and start the foundation for a continued relationship down the road — wherever you both end up.

Do: Step Up Your Game

Although losing a boss can be a challenge — both professionally and emotionally — there is a silver lining. After all, whenever a team changes its roster, there’s an opportunity for you to step up your game.
If possible, take your future-former-boss out for coffee and pick his or her brain about what the team needs from its next leader. Solicit feedback about your own performance, and see where you may be able to help fill those needs. (In my experience, folks who are on their way out are much more open to honest discussions about their work — and yours — when they know they don’t have to run into you in the elevator every day for the next year.)
Also, don’t be afraid to share your ideas and offer suggestions on how you’d like to contribute to the company in the future — your boss may be able to transition some of his or her responsibilities to you or suggest to others that you’re up for taking on more.
If your boss is jumping ship, just remember to keep calm and carry on, get the facts from trusted sources, keep from taking it personally, and always use the situation as an opportunity to step up your own game. With a calm head, respect, and killer work ethic, you’ll show the higher-ups what you’re made of and prove you can be depended on to help ease the transition to a new boss. (And who knows? That new boss could be you!)
September 07, 2015
Twitter Facebook

Eric Ravenscraft
It seems like it would be common sense by this point that networking — that is, building a real professional network — is the key to getting a great job. Yet still, employers and job hunters both start and end a lot of their hunt with job listings. This chart shows just how important networking is.
Business blog Inc. has run a survey for two years with over 1800 participants so far. The results, shown above, demonstrate that even when a job hunter is actively looking for a job, knowing someone or having a connection to a company is the most common way to get a job. Job listings help active hunters the most, but people who are passively or quietly looking for new jobs while they’re employed are helped the most.
Does this mean you should stop looking at job listings? Of course not! It does, however, strongly imply that whether you’re looking for a job or not, the more you communicate with people in your industry and the more you can connect with people at companies outside your own, the better your chances are at finding a job when you need it.
September 07, 2015
Twitter Facebook

Ash Read
There’s an aspiring adventurer, entrepreneur or novelist in all of us. Yet when it comes to chasing after our goals and dreams we’re often too scared to take the leap. Fear holds us back. It destroys dreams. It kills productivity and, in all honesty, sucks the fun out of life.
Image by Bim Doodle (Shutterstock).
This post originally appeared on the Crew blog.
Before embarking on life as a freelancer and starting Nudge, I had a huge fear of leaving my 9 – 5 job. Whenever a chance to follow my dream would present itself, I wouldn’t take it.
Fear isn’t something you can overcome by simply working harder. You can’t solve it by spending money. And you certainly can’t avoid it by delegating. So, I wanted to dig a little deeper and understand why we let fear hold us back and share with you how we can overcome it.

Why Do We Fear Failure?

It’s quite often not failing itself that strikes fear into us, it’s the other negative outcomes that come along with failing like a lack of income or potential embarrassment.
A few years back, whenever I’d so much as contemplate leaving the safety of my job I’d instantly make excuses and talk myself out of it .
When a chance would come along, I’d always ask myself what if this didn’t work out? and my mind would flood with all the potential negatives that could arise. As expected, I’d soon come to the conclusion that the best option was the safest one and resign myself to staying put at my day job.
Unfortunately, we humans are hardwired to focus on the negatives of situations. It’s what psychologists call the ‘negativity bias’. As James Altucher explains on Quora:
“If you were in the jungle and you saw a lion to your right and an apple tree to your left, you would best ignore the apple tree and run as fast as possible away from the lion.”
This type of behaviour originated in our ancestors as a short-cut to survival, and though we no longer need it (it’s not like we have to run from predators every day now), over 400,000 years of evolution takes a long time to undo.
The fact that negative information weighs more heavily on the brain was also backed up in a study from Ohio State University where professors measured the reactions of participants after showing them pictures known to arouse specific feelings: pictures of a sports car or delicious looking food for positive feelings, a fork or table cloth for neutral, and finally a mutilated face or dead pet for negative feelings.
The results showed that seeing a negative image sparked the strongest reaction by all of the participants, proving that our attitudes are more heavily influenced by downbeat or negative imagery and news. It’s why newspapers and news shows report so heavily on negative stories. As ironic as it may be, it’s what we all want to hear.

How Fear Affects Our Decision Making

If we’re more heavily effected by negative thoughts brought on by fear, how does this change the way we made decisions on a daily basis? Fear of failure, fear of our own inadequacy, fear of making the wrong decisions and fear of what others think of us can all affect the decisions we make.
The part of our brain that governs this fear is known (metaphorically) as the ‘reptilian brain’ — it’s the oldest part of our brain and has its roots in our evolutionary desire to stay alive, determining whether to fight, flight, or freeze in a stressful or dangerous situations.
“Fear prompts retreat,” Emory University neuroeconomist Gregory Berns explains in the N.Y. Times. “It is the antipode to progress. Just when we need new ideas most, everyone is seized up in fear, trying to prevent losing what we have left.”
Berns concludes: “The most concrete thing that neuroscience tells us is that when the fear system of the brain is active, exploratory activity and risk-taking are turned off.” We might not be faced with life-threatening situations on a daily basis, but our basic fear instincts still control how we view the potential outcomes of our decisions.
So if you’re thinking about embarking on a travelling adventure, you might focus on costs (maybe you could spend that money on more logical things?), not having a job to come home to, or maybe homesickness, instead of all the amazing positives like meeting new people, having memorable experiences, and expanding your worldview.
The same applies to most dreams and goals. Although the positives may outweigh the negatives in the end, it can be hard to see past the negatives and commit to the decisions we really want to. Fear can shut us down before we even have a chance to start.

3 Strategies to Get Over Fear and Live the Life You Want

We might be evolutionarily predisposed to react rather than think when faced with tough decisions, but there are some ways to trick the oldest part of our brain out of making us miss opportunities.

1. Change Perceptions of Failure

Sir James Dyson is one of the world’s most successful inventors, but he refers to his life as ‘a life of failure’. In an interview with ABC Radio he explains that the when he was building the prototype for the first Dyson Hoover there were 5126 failures until he got the one that worked.
As highlighted by Sir James Dyson’s story, failure isn’t an ending — it’s a part of your story. It’s a natural part of growing. And should, at times, be looked at as positive, not negative. By changing your perception of failure you can learn to stop fearing it.

2. Find a Mentor

Mentors can be amazingly valuable people to have in your life. Whether you’re looking for someone to mentor you while starting a business, someone to give you the courage to write your first movie script, or someone to encourage you to travel the world there’s a person out there who can guide you and help you get started.
The great thing about mentors is that they have all likely struggled with fear at some point and can relate to the position you’re in and help you get past it. If you don’t know where to start when looking for someone to help mentor you this article is a great start.
“Mentor” can be an intimidating or perhaps silly title to bestow upon someone, but simply having someone with more experience that you can seek advice from is invaluable.

3. Breakdown Your Dreams Into Doable Chunks

In his book, The Naked Leader, David Taylor makes a very simple and bold statement: “Imagine if you couldn’t fail. Who would you be? Where would you go? And what would you do?”
Removing thoughts of failure can help you to define exactly what you want from life. Take some time to sit back and think about the bigger picture: What dream to you want to chase? And if you couldn’t fail, what would you do?
Once you know the answers to these questions, break your dreams down into smaller, more achievable chunks and suddenly you’ll see there’s less to fear.
As Lewis Howes explains in this Forbes article, “If your goal is to ‘start a business’ — change it to ‘interview one business owner’. That second goal seems a lot less daunting, right? By breaking down dreams, there’s less to fear each step along the way.”

Identify the Root-Cause of Your Fear

Take a step back and ask yourself: What am I really afraid of? “Failure” is a pretty vague term and the root cause of someone’s fear of failure is often something more tangible such as:
  • I’m afraid I won’t make enough money
  • I’m afraid I’m not confident enough to sell my idea
  • I’m afraid of starting something new
The above examples are more concrete challenges. When I analysed my fear, I realised I was worried about money. I was comfortable on my salary and at a time in my life where I wanted to have enough money to enjoy my life as well as just covering my bills.
Once I’d identified why I was afraid, I could figure out my way around the problem, rather than continue to suffer from the fear. Identifying the root-cause of your fear will allow you to do the same.
In order to do something big , whether that’s travelling the world, quitting your job to start a business, or chasing your wildest dreams , you have to overcome something equally big: Fear. By understanding the why of your fear, you’ve already taken the first step towards the life you want. So, what are you afraid of?
September 07, 2015
Twitter Facebook

Melanie Pinola Aaargh! You just found out that your coworker makes more than you do, even though you both do the same kind of work, you’ve been there longer and you do a better job. You feel demoralized, insulted by your employer and resentful of your coworker. Before you protest, here’s how to handle the situation professionally.
Annoyed coworkers picture from Shutterstock
Although it sucks to find out you’re not making as much as your coworker(s), the upside to this newfound knowledge is you can use it for positive change, whether you improve your job skills, get motivated to ask for a raise, or find a better job. Stay calm and follow these steps.

Step One: Assess the situation and don’t flip out

Your gut reaction might be to gripe about the situation to your manager or fellow coworkers, but take a step back to thoroughly think about it. As frustrating as it is, there might be fair reasons why your coworker earns more than you. Perhaps the market value or demand for the job has risen since you were hired, so the company had to offer more to newer applicants. Psychologist Art Markman says on Forbes:
[It] is actually quite common where people hired after you may end up making more money. While there is always the chance that this is related to gender, it may also reflect market forces. If you were hired in a softer job market, then you may have gotten a lower offer, because that was what the market would support. I see this a lot in universities where faculty who have been working at the university for many years may be getting paid about the same (or sometimes even less) than brand new hires, just because the market has gotten competitive.

I raise this potential explanation, because when you discover that you are being paid less than others who are doing a similar job, it is natural to assume that salary inequalities are a result of more nefarious forces. The problem with that assumption is that, if your company ultimately does agree to give you a raise, you might still walk away with a bad feeling.
So before jumping to conclusions, take stock of the situation. If you didn’t negotiate your salary well (or at all) but your coworker did, that could also explain the salary difference (even though that might not seem fair). Perhaps your coworker has more job responsibilities or additional qualifications like more up-to-date skills (which happens a lot in the IT world).
Once you’ve found the most likely reason for the salary difference, you can take steps to address it. You could take classes to improve your skill set, for example, or ask for additional responsibility so you’re on even ground with your coworker or new hires.
What if there doesn’t seem to be a fair reason why your coworker makes more? As with other situations where you feel you should be earning more, get ready to negotiate a raise. We’ll talk about discrimination and pay inequality — another possible reason for salary differences — in the last section below.

Step Two: Research how much you should be making and ask for a raise

Putting your coworker’s salary aside, you should know your value as an employee. This is a crucial step when you feel underpaid (and overworked), so you can be armed with the data that can help you get a raise — or decide whether or not to look for a different job. Several salary search sites can help you find the fair market value for your job, based on your location, experience and education level. One resource worth checking out is PayScale, a free service that can tell you the average pay for your profession in Australia.
Once you know how much you could or should be making, ask for a raise, but don’t use your coworker’s salary as the reason why you deserve it. Keep the focus on your performance instead of comparisons between you and others.
While there’s nothing inherently wrong with pointing out your knowledge of what others in the company are making, it can still piss off management, as some Lifehacker commenters have noted. If you work at a company where salary sharing is taboo, this might not help your case. Approach your raise request like you would in other situations where you feel like you deserve more.
Here are some other tips to help you when asking for a raise:
If you get a raise and compensation seems fair, great! Mission accomplished. If not, read on.

Step Three: Consider looking for a new job or taking legal action (if appropriate)

If your raise is denied, there are still things you can do to make the situation feel fairer to you. Consider asking for other benefits, like flexible hours or working from home (which can be the happiness equivalent of a multi-thousand dollar raise). You could also ask your supervisor what you could do to increase your pay and ask for a performance review a few months later.
When you feel like you deserve or need a raise, however, you should be prepared to quit if it doesn’t happen. But base your decision on what the job is worth to you, rather than what your coworker is getting paid.
If you believe you’re a victim of discrimination, you can file a complaint with the Fair Work Ombudsman. As the organisation’s website explains:
Unlawful workplace discrimination occurs when an employer takes adverse action against a person who is an employee or prospective employee because of the following attributes of the person: race, colour, sex, sexual preference, age,
physical or mental disability, marital status, family or carer’s responsibilities, pregnancy, religion, political opinion, national extraction or social origin.

The case for open salaries

There are clear reasons why employers want to keep salaries secret, though — clear reasons that benefit them more than us. It’s tough when learning salary secrets can make you feel undervalued, but until your company adopts an open salary policy, your best bet is to always push for a salary that you know is fair for the work you do — or walk or sound the alarm if it is an issue of fairness.
September 07, 2015
Twitter Facebook

Katie Douthwaite Wolf
When you’re stuck in a job you hate, it’s easy to read a few articles about pursuing your dreams and find the validation you were looking for to turn in your resignation letter. But what feels like a terrible job may not be permanently terrible — in certain situations, it may be worth your while to try to fix your job, rather than jump ship.
Image by Mascha Tace (Shutterstock).
You’ve surely seen the articles floating around the web that list signs that you should quit your job immediately (here’s one from us). Now, there are certainly situations that warrant quitting, and plenty of people are stuck in jobs they hate, when they clearly should be looking for something better.
But sometimes you should focus your energy on improving your current position instead of heading off into the unknown. How can you tell if you may be able to make your current job work? Look for the signs below.

1. You’re Surrounding Yourself With Negativity

If you constantly feel frustrated with your boss, your responsibilities, your co-workers, and the company in general, look to the company you keep at work. Are you grumbling with your colleagues over lunch? Do you spend your breaks tracking down the latest gossip about who got the promotion you wanted and who got invited to lunch by the department manager?
By focusing on complaining, venting, and gossiping, you’re intentionally surrounding yourself with negativity — which may be tainting your perception of your job.
Instead, try focusing on what’s great about your job. Instead of complaining about a missed promotion, work on documenting your achievementsso you can present a better case for yourself next time. Talk to your colleagues about an exciting project you’re working on, rather than venting about the menial task your boss asked you to do.
Can positive thinking solve everything? Not by a long shot. But by attempting to change your mindset, you’ll have a clearer idea of whether the problem is your job — or the way you think about your job.

2. You Haven’t Created a Plan for Movement

There’s nothing worse than feeling stuck at a job with no foreseeable possibility of advancement. It seems pretty obvious that if there’s no room to grow, it’s time to move on to something different.
But is the issue really that there isn’t room to grow — or that you haven’t proactively collaborated with your boss or HR to determine how to get to the place you want to be?
Maybe, for example, you want to move into a management role within your department, but you keep getting bypassed for promotions. No room for movement, right? Well, probably not unless you work with your boss to identify what you need to do and what skills you need to develop in order to snag the next available promotion.
Or, maybe you need to work with HR to determine if there’s an internal move you could make that would help you better achieve your goals — like moving from the sales team to the sales training team, where you could start putting some management skills to use.

3. You Haven’t Taken a Vacation in Ages

Let’s be honest: Working an endless stream of 40-plus hour weeks with no break could make anyone want to quit their job. And so, if it’s been a while since your last vacation, the problem may not be that you need to quit your job entirely — but that you need a break from the office to recharge.
Done right — meaning, with as little email-checking as possible — a vacation can help you feel less stressed and more effective at work. And could even give you an entirely new perspective of your current position.
Taking advantage of those unused vacation days to take a break from your job can help you come back with more clarity: Did you just need a few days off? Or do you need a permanent break from your job?

4. You Haven’t Voiced Your Concerns to Your Boss

Maybe some of the aspects of your job truly are unbearable — e.g., you don’t like your assigned responsibilities, you can’t stand working with your project team, and your workload is so heavy that you’re constantly staying late and working on the weekend.
But unless you’ve actually talked to your boss about these things, you have no idea whether they’re facets of your job that are set in stone, or whether you may actually be able to change your situation.
By simply voicing your concerns to your boss, you may be able to shift your workload, focus your time on different priorities or projects, or transition onto a different project team. Essentially, you may be able to make your current job a whole lot better — without having to polish up your resume.
Before you brush off your resume and cover letter and delve into a job search, it’s worth it to see if your current job can be salvaged. Sometimes, changing your mindset and advocating for yourself can make all the difference.
This post originally appeared on The Muse.
September 07, 2015
Twitter Facebook

Kristin Wong
It’s odd to think minimalism can be expensive. After all, expenses usually equal stuff, and minimalism is about having less stuff. But in the pursuit of minimalism, we often spend more than we expect.
Photo by kaboompics.
Minimalism and frugality seem to go hand in hand. In theory, minimalism is supposed to be about consuming less and being content with what you have. But it can easily turn into an expense, just like any other interest.
I”m a minimalist in that I don’t like a lot of clutter and I prefer to only own things that I regularly use. But I’m also a consumer, and contrary to popular assumption, the two aren’t necessarily mutually exclusive.
Here’s how it works in practice: I decide I have too much clutter in my closet, so I get rid of my entire wardrobe to buy a new, minimalist wardrobe. Less is more, but instead of just getting rid of stuff, I spend a whole lot of money to buy new, simple stuff. I’ve done it with tech, too. I want a new product that promises to do everything, so I’ll unnecessarily upgrade my phone or tablet, spending hundreds in the process.
This isn’t to say buying new stuff is bad, but it’s something you want to keep in mind if you’re trying to embrace a minimalist lifestyle for the sake of frugality. Over at MoneyNing, writer Emily Guy Birken expands on this practical drawback with her own example:
I gleefully got rid of dozens of dry pens, leadless mechanical pencils, and various markers and Sharpies that I had never used, including one silver paint pen that I couldn’t remember buying. Of course, not even a week later, my husband asked me if we happened to have a silver paint pen… I was able to show off my gorgeous, organised, and minimalist desk drawer, but we had to go out and purchase a new paint pen.

This is the classic struggle between frugality and minimalism. Any usable item that you get rid of in order to meet your minimalist goals could end up costing you later on if you have to rebuy it.
The Art of Manliness explains the mindset behind this:
The great irony of minimalism is that while it purports to free you from a focus on stuff, it still makes stuff the focus of your life! The materialist concentrates on how to accumulate things, while the minimalist concentrates on how to get rid of those things…ultimately they’re both centering their thoughts on stuff.
The bottom line: We often use minimalism as a reason to consume more when it’s supposed to be about consuming less. This isn’t to say it’s not something worth pursuing, but like anything else, it helps to be aware there’s a potential cost. Check out MoneyNing’s full post for more on this idea.
September 07, 2015
Twitter Facebook

By Will Yakowicz Will Yakowicz is a staff writer for Inc. magazine. He has reported from the West Bank and Moscow for Tablet Magazine ; covered business, crime, and local politics for The Brooklyn Paper ; and was the editor of Park Slope Patch. He lives in Brooklyn, New York. @ WillYakowicz Staff writer, Inc. @ WillYakowicz
In a restaurant in Kunshan, China, more than a dozen robots cook and deliver food to customers. Will robots replace every job? Find out what skill humans are better at than robots.
IMAGE: Getty Images
Advertisement
As artificial intelligence advances, so does the human fear of being replaced by a computer. It's a fear that goes back to the Industrial Revolution, when textile workers protested new technology by destroying machines that could do their jobs quicker and more efficiently.
Now that robots (literally) walk the earth, there is an ever-more-pressing question of whether they will spell the end of employment for humans or actually just complement us and make us more productive. But even if it's the latter, some jobs have already vanished, and others are sure to follow. So what functions will these robots not be able to perform?
A Harvard Business Review article details a new National Bureau of Economic Research working paper, which finds robots have not been replacing jobs that require a quintessential human skill: social communication. The paper, by David J. Deming of the Harvard Graduate School of Education, explains:
While computers perform cognitive tasks of rapidly increasing complexity, simple human interaction has proven difficult to automate. Since 1980, jobs with high social skill requirements have experienced greater relative growth throughout the wage distribution. Moreover, employment and wage growth has been strongest in jobs that require high levels of both cognitive skill and social skill.
"The days of being able to plug away in isolation on a quantitative problem and be paid well for it are increasingly over," Deming tells HBR. "You need both types of skills."
According to Deming, jobs that require social skills grew by 24 percent from 1980 to 2012 while math-intensive jobs grew by only 11 percent. The jobs under the greatest threat of automation, he says, are routine-based positions like those of factory workers and filing clerks. 
Deming took data from a longitudinal survey that tracked respondents from adolescence into their mid-50s through test scores, sports or club participation in high school, and adult employment and income, to compare wages of people who have high social skills with those who have low social skills.
While it's not a perfect study, the results are interesting. "People who have higher social skills, as measured by the survey, earn more money--even after controlling for things like their education, their cognitive skills (measured by standardized scores), what type of job they're in, etc.--than those with poor social skills," HBR writes. "There seems to be a positive return to social skills in the labor market, according to the data, and that return is relatively greater when people are in jobs that require more interaction with others."
We still don't know if robots will help us or hurt us in the long run, but it's safe to say that if you cultivate your essential human abilities, a robot will have a hard time replacing you.
September 06, 2015
Twitter Facebook

By Jayson DeMers Jayson DeMers is the founder and CEO of AudienceBloom , a Seattle-based content marketing and social media agency. You can contact him on LinkedIn or Google+ . @ jaysondemers Founder and CEO, AudienceBloom @ jaysondemers
IMAGE: Getty Images
Advertisement
When it comes to meetings, all of us could benefit by appearing a little smarter. Whether you're a salesperson in a meeting with a potential client or an executive in a room full of partners and underlings, meetings hold the potential to make a lasting positive impression, or just the opposite. The smarter you look, in your words and in your appearance, the more likely you are to be heard, respected, and valued, even when the meeting comes to an end.
Fortunately, you don't have to be a superstar to look a little smarter in your next meeting. You can apply a handful of useful strategies and come out looking far better than you would have otherwise.
Come Prepared
This may seem like an obvious suggestion, but you'd be surprised how many people show up to meetings with nothing prepared. You don't have to outline an entire presentation (unless, of course, that's your job for the meeting), but you do have to understand the true purpose of the meeting and come prepared with a handful of possible talking points, suggestions, or statistics related to the topic. Understand the subject as much as possible before you even step foot in the room--if even one of your pre-researched facts enters into the conversation, you'll appear smarter and better prepared.
Speak Up
This is one of the easiest tips to follow. You don't have to say much, and you don't have to command the meeting, but you do have to speak up and speak honestly. So many people show up to meetings and just sit there and listen. This isn't necessarily bad, but it won't make you look smart. You want to show your team that you're an active participant in the dialogue, and that you have ideas of your own. Of course, talking too much during a meeting can make you appear less intelligent, so be careful, but don't be afraid to voice your opinion.
Play Devil's Advocate
Playing devil's advocate is a way of exposing the flaws and deeper features of any idea, without having to take a contrarian position. Directly arguing against someone can make you appear confrontational and might make you seem foolish or out of turn if your points are weak. If your points are weak as a devil's advocate, however, you'll get all the credit for trying to find faults in the problem with none of the blame if it doesn't go well. Announce in advance that your position is one of curiosity, not of dissent, before expressing your concerns over any opinion. You'll seem like a more critical thinker and a more invested member of the meeting.
Sit Still
This has less to do with your verbal participation in the meeting and more to do with your body language. Sitting still may not seem like a significant action, but compared to the alternative, it will make you appear far smarter. Many modern workers now break out their cell phones or tablets in meetings, possibly attempting to multitask but more often looking for a break from the attention of the meeting. Doing so can harm your reputation, even if the action is generally accepted. Similarly, using those comfy office chairs to spin around, bounce, or rock back and forth will make you look like a restless toddler. Instead, sit still and pay attention.
Lean Forward
As another body language based tip, lean forward throughout the majority of the meeting. This will show that you're paying close attention to whoever's speaking, and will force you to keep your back straight. Slouching can be as big of a visual problem as the excessive chair acrobatics I mentioned in my previous point. Keeping your hands folded, or at least on the table, will add to your "interested" positioning and help keep you from any nervous jiggling or movement.
Take Notes
Taking notes in meetings, even brief ones, shows your commitment to the topic at hand. Not only are you willing to spend extra time and effort in the meeting to pay attention, you're also suggesting that you'll be reviewing the materials later (even if you never do). Taking notes also gives you a basic framework of the meeting itself, so an hour into the meeting you can recall a point from the first ten minutes and look like you have an eidetic memory. You can also use this space to make note of any new ideas or thoughts you'll want to bring up later.
Ask Good Questions
Finally, be sure to ask good questions of the other people in the room. Don't make up questions for the sake of making them up, but do ask for more details and for elaboration on points you feel were glossed over. This gives you a bit of "participatory credit" while showing that you're paying critical attention. It also takes some of the pressure off you for a moment, putting you in a position of authority as the recipient of your question is forced to answer it in detail.
Looking smarter doesn't take much effort or much practice. Before you know it, these confidence-inspiring strategies will become your new norm, and you'll head into every meeting feeling as smart as you look. The more respect and attention you command, the more your ideas will be heard, and the better chance you'll have at advancing your career--no matter what your long-term goals are.
The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.
September 04, 2015
Twitter Facebook

By Kelly Hoey Kelly Hoey is a speaker, strategist and angel investor with a focus on creating opportunities through networking solutions. She has worked with leading companies, professionals and organizations to help them understand, leverage and unleash the potential of their formal and informal social networks. "Stop committing random acts of networking" is Kelly's frequent (and favorite) advice. Kelly has also co-founded a startup accelerator, and not only invested in startups, but assumed an interim operations role in an emerging tech company. Before her entrepreneurial leap, she was a corporate lawyer and had a 5-year stint in law firm management. Kelly is the Chief Technology Ambassador for the YWCA of NYC's Geek Girls Club and mentors on millennial career platform, Levo League. @ jkhoey Angel investor, speaker and strategist @ jkhoey
IMAGE: Getty Images
Advertisement
Venture capitalists are the new rock stars. And discovering, then funding, the next massively disruptive technology startup--has become the "it" job based on the number of VC-job seeking email inquires which land in investor inboxes. As one VC said to me, people have this "wry notion that it [venture] means automatic fun, wealth and thrills, sorry...it's just not that way". But who wants to hear that venture requires the back-breaking hours as well as college degrees and analytical skills required to make it as a professional on Wall Street? Spoiler alert: VCs typically have a classic financial training background - an MBA, investment banker or similar background. Add on computer science or engineering pedigree, plus a startup or two and you've more than got your foot in the VC door.
However, if Marc Andreessen really is your career muse but you have yet to co-found a tech company or two (then successfully exit so you can start your own venture fund) what's the steep career path to land one of these coveted roles? Inquiring bright professional minds want to know, so I asked six venture capitalists for their insights on the career path to VC partner and compiled the consistency of their answers below. Even if you have a desired skill set, it's not easy to become a VC.
What is the most likely track record of a VC partner? What about a venture partner?
Answer: Preferably someone with an entrepreneurial background--even if those ventures failed. Successes are great (even if small) especially if the entrepreneur has built and sold a company in a domain that is the focus of a VC firm. The entrepreneurial route typically leads to becoming an EIR (Entrepreneur-in-Residence) that often takes on various roles from triage of deals, to board seats to becoming a GP in a firm.
The next best path is via an "Associate", "Principal" or "VP" role in a venture firm, but you better have deep financial and analytical capability backed by a strong work ethic.
As for the Venture Partner route: the ideal person for that role would typically have been in an operations role for many years.
Note: These roles are never advertised. Partner level hires, almost always are someone the partners in a VC firm already know (i.e. CEO of a former portfolio company).
What are the skills that one should demonstrate in order to be considered for a partner role?
Here's the necessary skills checklist:
  • Being able to raise money.
  • Solid networks of Limited Partners.
  • Domain experience (and with any luck, in a sector the VC partners find exciting).
  • Prior investing track record.
  • Strong access to high quality deal flow.
  • Relationships with seasoned, all-star serial entrepreneurs.
  • Ability to help portfolio company founders with their biggest operational challenges.
  • Understanding if a company has the ability to grow and scale given its team, the marketplace, the financial composition and the vision for the product or service.
  • Commercial judgment and the ability to find an exit.
  • Reputation in both the founder and investor communities.
  • Long-term vision and ability to see opportunities and gaps in the market.
What past work experience is relevant? Startup? Corporate M&A or Innovation? Accelerator? Non-investor role with an Angel Group or Family Office?
Answer: Startup experience is definitely relevant.
Corporate or startup or accelerator experience could be relevant but it depends on the VC firm. Different firms have a different "lens" through which they would judge their interest in such work experience and some of it all depends on what "gaps" the partner team at a VC fund believe they need to fill. A non-investor role with angel group or family office is least relevant unless it's for an administrative position. Corporate roles are relevant only to later stage investors.
How can someone demonstrate they have transferable skills / experience?
Answer: If you're approached by a VC firm to help with some due diligence or to provide insights on a prospective deal, it may just be a road-test for an actual VC role.
Assuming you've got the desired skill set already, here are four suggestions on how to start demonstrating you've got the capability, gut and vision to be a VC:
  1. Secure an internship role with a VC firm (and those roles are not easy to come by) then, once in the door, make yourself irreplaceable.
  1. Create a track record by investing your own money in some angel deals.
  1. Sit on startup advisory boards and mentor entrepreneurs in a target space.
  1. Teach a class and blog regularly.
Knowing networks are important, how do you recommend someone demonstrate their ability to create deal flow or other opportunities?
Answer: Sending deals to VCs is an ideal way.
There is no way around the networking in tech. Having visibility in the startup community is essential whether it is by participating in accelerator programs, speaking at events, blogging, etc. or because you are already employed in a role where you have to be plugged into the tech ecosystem to be successful in your job (e.g., business development at a media or large tech company).
What type of resume makes you sit up and take notice?
Answer: Mostly none. It's not about the resume, it's about meeting and getting to know the person and of course, the personal intro which got the person into the office in the first place.
If however, you're relying on a resume to get you in the door, examples of a few skills and accomplishments that are vital in order to get noticed:
  • Analytical and financial skills.
  • Community building experience.
  • Founding multiple successful (even if small) startups.
  • Securing a significant strategic partnership that transformed a startup's business.
Anything else?
Answer: Consider the operator route. Instead of lusting after a VC role, gain operating experience in an early stage, venture backed company and leverage that experience later into a VC role (should that burning desire to be a VC remain!).
The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.
September 04, 2015
Twitter Facebook

Andrew C. Oliver
I have been fired once or twice, usually because I stayed after I should have quit, and in a sleep-deprived and abused moment I blurted out something stupid that meant “wow, that guy hates it here.” I generally felt better within a few days of getting canned than I had on any day at work.
I’ve also quit a few jobs. In my impetuous youth, I did this poorly. For the last eight years or so, however, I’ve been fortunate to work for the meanest, pushiest boss I’ve ever had: me. I don't plan to quit anytime soon.
Yet I've observed that, recently, there has been a rash of quitters who nail a thesis to the church door on the way out. This is not a good idea.
The most recent and public social media Martin Luthering was conducted by Christie Koehler as she quit Mozilla. On one hand, it looks like Mozilla has issues, and she brought some of them to light. On the other hand, this wasn’t a great career move. She said, “I’m leaving Mozilla employment voluntarily and on good terms,” but as an employer I can tell you those “good terms” are very improbable. You made bad press for your employer on your way out. Your boss and on up remember that you publicly shamed the company even if they didn’t know who you were. If you were ever to try and go back, someone in HR would at least note that you’re a risk.
Consider this advice when quitting your job and remember you’re not doing it for your employer -- you’re doing it for your reputation and your career, and because it is the right thing to do.

Rule No. 1: Don’t go public

Unless you’re a member of Parliament, and then only if you’re sitting next to the Prime Minister -- or possibly an investor/director, board member, or have a title that begins with "C" -- you are very, very unlikely to be a change agent through your resignation. Don’t give feedback that isn’t asked for. Don’t write something nasty on social media or give the press a juicy quote. Don’t send around a nasty email.

Rule No. 2: Give two weeks notice, but be prepared to be sent home immediately 

If you were essential, important, trusted, and reliable, then you'll stick around for your last 10 working days. If they aren’t sure whether you’re going to start deleting things off the server or stealing competitive data because they were thinking of firing you anyhow, then there's no way they're keeping you around. If you stay, do your best two weeks of work at the company during your last two weeks. This creates a lasting final impression. I've given the best references to the people who exited with class.

Rule No. 3: Offer help in transitioning 

If you were a critical part of the organization, offer help in the transition. Between the period when you make a decision to leave and give notice, invest time in documenting things for the next person. If they really need you for a demo in two weeks and a day, try to accommodate that extra day. Do everything you can to avoid leaving them in a lurch.

Rule No. 4: Don’t return unless invited

There are some former employees who come around our company and are totally welcome -- as long as they don't disrupt things. For other ex-employees it would be awkward. Don't create a situation.

Rule No. 5: Be circumspect in offering your reasons for leaving

Maybe you wanted more money; that’s fine to say and constructive. It could also be that you’ve already raised other issues that were never addressed -- that’s fine to say, too. But if you never addressed the issue before, don’t bring it up on the way out, or your employer will think you’re being unfair. Alternatively, is the real reason you're leaving because you hate your boss and your nearest co-worker? Then repeat after me: “I had another opportunity and it was too good to pass up” or “I’d like to do something else and want to break into some new areas.” Keep “I don’t like working with jerks” to yourself.

Rule No. 6: Don’t meet up for gripe sessions with co-workers still at the company

This almost always gets back to someone, and it reflects more on you than on your employer. Be careful about doing this even with people who formerly work for the company; they may pass along to current employees what you’re saying. Don’t try to “save” others by “spreading the word” about the outrageous deficiencies of your former employer. You’ll only hurt yourself.

Rule No. 7: Don’t write anything negative or sensitive on Glassdoor that could be traced back to you

I have to be honest -- as an employer, I don’t really like Glassdoor. You can find factual information there, but some of it is incorrect, and much of it isn’t up to date. If you post anything, don’t let yourself be identified either through the timing or the content of what you write. Above all, if you say anything negative, it shouldn’t be obvious that it's you.

Rule No. 8: Return or offer to return everything

Especially security cards or keys -- if anything turns up missing, you’re hosed. Some employers let me keep my laptop because it was on the verge of upgrade. That was very nice of them. Remember what President Underwood said: “You are entitled to nothing.”

Rule No. 9: Consider asking for a letter of recommendation or LinkedIn recommendation

If you stay at your next job for four years and the person who would have written you a reference dies, retires, or gets promoted to a higher-stress job, they might not be available. Get endorsements when you can. This also enables you to find out what they might say if in a telephone reference -- or if they have mixed feelings and don’t want to lie (such as, “hard worker, technically adept, but bad customer skills”).

Rule No. 10: Keep in touch with former colleagues

Build a digital Rolodex and keep your contacts warm. I’ve switched jobs and thought, “Wow, this is going to be great,” only to realize I’d rather have my old job back. I've worked with people when they were peons and later become decision makers. Some of my company’s partners are a direct result of my relationships with former colleagues.

Rule No. 11: Get feedback

Try to find out what people really think about you on close to the last day, when they have less to lose if what they have to say isn’t so nice. Find out what your best and worst areas are. Then see what your next employer says. Try to do this with your boss and any stakeholders in your work.

Rule No. 12: Don’t badmouth the company to customers

This won’t reflect well on you and doesn’t do anyone any good. Also, don’t inform customers of your impending departure unless your boss has cleared it. If you go to a direct competitor, this is even more important. If asked, say, “I preferred the offering and felt it was a better opportunity.” If asked for specifics, go over the talking points of how the company differentiates itself. If you can’t do that with a straight face, you shouldn’t have taken the new job.

Rule No. 13: Avoid going to a direct competitor

Unless you’re in a field or specialty where you can’t step out of a small sphere of competitive businesses, avoid jumping to a company that was formerly your worst enemy. Otherwise, you create legal and ethical concerns. Also, if your competitor is hiring you for some critical intelligence or relationship, what happens when they have it? In a way, you’ve proven you can’t be trusted. Why should they keep you around any longer than they need to?

Rule No. 14: Don’t rage-quit

If you’re angry, calm down before quitting. I once nearly rage-quit a fairly lucrative startup, then found a CTO position at another, only to have it boiled by software patents right before I would have joined it. Had I left the first startup in haste I’d have missed a fairly large payout.

Rule No. 15: Don’t stay past your expiration date

It’s rare for people who are very unhappy to perform as well as they think they're performing. I’ve stayed at jobs long enough to be fired when I could have quit on good terms. When you realize the situation is probably not salvageable, plan your next steps.
Old bosses and colleagues have a tendency to become future customers. Moreover, the world isn’t as big as you imagine, and this particular industry is smaller than you think. I’ve run into some of the same people over and over again. Sometimes I wish I’d left a better impression, especially when I was younger.
September 03, 2015
Twitter Facebook

By David Klein David Klein is CEO and co-founder of CommonBond . Previously, Klein worked in consumer finance at American Express, as director of strategic planning and business development, where he led a team that managed a $250 million annual portfolio. Prior to American Express, he worked at McKinsey & Company, where he advised clients in the financial services industry. Klein graduated from Brandeis University with a BA in politics, economics, and international business. He is an alumnus of Wharton Business School and served on the board of the Bronx Charter School for the Arts in New York City. @ DavidXKlein CEO and co-founder, CommonBond @ DavidXKlein
“If I want to start a company, do I really need to go to business school?”
I get this question a lot as a CEO and co-founder who started a company from business school.
The real question, however, should be: “What do I have to do to maximize my chances of success as an entrepreneur?” For some, the answer will mean going to business school, and for others, it won’t. (Editor's note: The author's company funds and refinances loans for business school and other graduate programs.)
For me, business school was the right choice. It proved to be fertile ground to incubate 
and accelerate an idea.
While I can’t speak for how other entrepreneurs might have benefited from business school, here are the ways that it proved to be a consequential stomping ground to start my company, CommonBond, a marketplace lending platform that lowers the cost of student loans for borrowers and provides financial returns to investors:
1. Professors with world-class esteem and perspective:
Despite my never having taken a class with him while at Wharton, professor Adam Grant is an example of someone I have been able to lean on when heading into an important negotiation or reflecting thoughtfully about any resistance the company is facing. Grant is something of a burgeoning national treasure, with the runaway success of his 2013 book Give and Take. But before he began shaping the national conversation on how we think about success, he was Wharton’s highest-rated professor who remembered every one of his students’ names while citing research seamlessly into conversation–-all of which he still does.
2. Alumni who are successful and generous:
When Warby Parker co-founder and co-CEO Neil Blumenthal came back to Wharton in August 2011 to speak to a hungry, wide-eyed group of students during preterm, his story strengthened and further inspired my desire to build a company with a strong social mission. Following the talk, he was gracious enough to accept an invitation to coffee, and we began an ongoing dialogue. A year later, he opened up Warby Parker’s headquarters in New York City for my company’s first offsite. I could think of no better setting to inspire my team. Our companies share several things in common, not least among them the fact that we have strong social missions.
3. Classmates who become co-founders:
A few months into school, I had a finished business plan but no co-founders. I wanted to take CommonBond to the next level and thought co-founders would allow for that. I met Mike Taormina and Jessup Shean, who would become my co-founders, through the normal serendipity of business school and am grateful I did. In professor Ethan Mollick’s entrepreneurship class, I had learned that the optimal number of co-founders when starting a company is three. I also learned that finding co-founders with complementary skills and backgrounds can help you build a company faster and more efficiently. I got to benefit from both of those learnings. Business school is an incredibly conducive place to find high-quality co-founders.
4. Clubs that connect like-minded entrepreneurs
: Some of the smartest and grittiest people on campus were active members of Founders’ Club, which brings together people who share the goal of launching a startup. I first learned about the club at Wharton’s Welcome Weekend in April 2011 from Davis Smith, who would go on to become co-founder and CEO of Baby.com.br, one of the most respected startups in Brazil, and is now co-founder at Cotopaxi. Hearing his entrepreneurial story and the power of plugging into an entrepreneurial community inspired me to join the club he founded. The Founders’ Club’s weekly workshop-style get-togethers significantly helped me solidify my entrepreneurial knowledge base and mindset in evaluating good businesses from bad. On the personal side, I am fortunate to call many of my fellow Founders’ Club entrepreneurs both good friends and continual inspirations.
5. Practical resources to get you the extra mile:
As part of the Wharton Social Venture Fund--an organization that taught me how to think like a venture investor--I got access to Professor David Wessels’s ingenious ability to turn complex topics into easily understandable pieces. It was also through WSVF that I learned about and was encouraged to attend intensive training sessions on advanced financial modeling and structuring. Between Wessels’s involvement in WSVF and the intensive trainings, I probably learned more about advanced structured finance than I did in any of my courses. A year later, my company closed its first alumni-backed student loan fund. And just this year, we closed our first securitization.
In my experience, business school provided an insanely fertile environment for entrepreneurship. And while business school is by no means a prerequisite for entrepreneurship, it can provide a valuable experience for aspiring or imminent entrepreneurs.

Michael Dell, Ben Huh, Kip Tindell & Others: Why Entrepreneurs Do Not Need MBAs

Want to enter corporate America? Then an MBA will probably help you. But if you are not interested in climbing the ranks of a large-scale organization, and more interested in starting your own company, than an MBA might not be necessary. Dell CEO, Michael Dell, The Container Store CEO, Kip Tindell, GoDaddy's Bob Parsons and several other entrepreneurs explain why.
September 03, 2015

Afrogalaxy

Contact Form

Name

Email *

Message *

Powered by Blogger.
Javascript DisablePlease Enable Javascript To See All Widget