It’s All in the Attitude

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Several years ago on an extremely hot day, a crew of men were working on the road bed of the railroad when they were interrupted by a slow moving train. The train ground to a stop and a window in the last car – which incidentally was custom make and air conditioned – was raised. A booming, friendly voice called out, “Dave, is that you?” Dave Anderson, the crew chief called back, “Sure is, Jim, and it’s really good to see you.” With that pleasant exchange, Dave Anderson was invited to join Jim Murphy, the president of the railroad, for a visit. For over an hour the men exchanged pleasantries and then shook hands warmly as the train pulled out.

Dave Anderson’s crew immediately surrounded him and to a man expressed astonishment that he knew Jim Murphy, the president of the railroad as a personal friend. Dave then explained that over 20 years earlier he and Jim Murphy had started to work for the railroad on the same day. One of the men, half-jokingly and half seriously asked Dave why he was still working out in the hot sun and Jim Murphy had gotten to be president. Rather wistfully, Dave explained, “twenty-three years ago I went to work for $1.75 an hour and Jim Murphy went to work for the railroad.”

Zig Ziglar, See You at the Top

Your brain power on distraction

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Imagine your task is to ride a bicycle for 10 miles. You begin to pedal and just as you build up speed and start making progress, something unexpectedly makes you hit the brakes. Because you had to stop, you’ve lost your momentum and have to expend more effort to get going again. Imagine you are forced to brake every time you start to go faster. You can never coast. You have to pedal — hard — all the time. How much longer do you think it’s going to take you to get to your destination? How much more difficult and frustrating do you think it’s going to be? This is your brain power on distraction, and it causes unsatisfying, unfulfilling work days.

Maura Thomas writing in the Harvard Business Review

A Work Performance Predicter

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Last summer, Gallup released the results of a survey that asked employees whether they had a "best friend" at work. In short, only 2 out of 10 employees said they "strongly agree" with the idea that they do in fact have one.

The idea is "controversial," according to Gallup. "But one stubborn fact about this element of engagement cannot be denied: It predicts performance." 

Specifically, Gallup says answering yes to the "best friend at work" question" can help with other specific areas of employee and engagement, including whether employees reported liking their coworkers in general, being recognized for success, and even just whether they "had a lot of enjoyment" at work on a given day.

Bill Murphy writing in his newsletter Understandably

Deadlines & Productivity

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People like to say if it wasn’t for the last minute, nothing would get done. But research shows people’s productivity is not linear. When people sit down to do a task, they’ll put in a lot of effort initially. At some point there’s going to be diminishing returns on extra effort. To optimise productivity, you need to maximise benefits and minimise costs and find that inflection point, which is where you should start to wrap up. 

Elizabeth Tenney, University of Utah’s Eccles School of Business quoted in a BBC article

Switching Strategies

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Parents need a veritable smorgasbord of strategies to raise their children, everything from tough discipline and strict boundaries to treating kids to ice cream and a day off. Knowing when to use which one is a sign of healthy flexibility. The same goes for leaders at work, who might want to change the way they manage their employees when the company is going through a season of stress.   

Kira M. Newman writing for Greater Good Magazine

The strongest predictor of men’s well-being

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American men (along with their peers in the UK) derive happiness not from traditional notions of power and strength, but from the typically quieter task of doing meaningful work and contributing to the communities around them. That’s the finding of research out of the UK. Leah Fessler has more in Quartz

The best predictor of toxic work culture

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To find evidence-based insights on culture change, we began with the large body of existing research on unhealthy corporate culture. Leadership consistently emerged as the best predictor of toxic culture. The importance of leadership will surprise no one, but it does underscore a fundamental reality: Leaders cannot improve corporate culture unless they are willing to hold themselves and their colleagues accountable for toxic behavior.  Toxic social norms can take on a life of their own in a team or an organization and persist through multiple changes in leadership. Without a commitment from the top team, any organization wide culture change — including a cultural detox — is destined to fail. 

Donald Sull and Charles Sull writing for the MIT Sloan Management Review

Don’t do the job that you want to tell other people you do

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Work is not a series of words on a LinkedIn profile. It’s a series of moments in the world. And if you don’t enjoy those moments, no sequence of honorifics will dispel your misery. 

Some people take jobs with long commutes not fully considering what it will do to their health. Or they take jobs that require lots of travel not fully intuiting what it will mean for their family life. Or they’ll take horribly difficult jobs for money they don’t need, or take high-status jobs for a dopamine rush with a half-life of about three days. If you want to be smarter about your beingness in time, either you can read a lot of impenetrable philosophy or you can listen to Jim. Don’t take the job you want to talk about at parties for a couple of minutes a month. Take the job you want to do for hundreds of hours a year.

Derek Thompson writing in The Atlantic

25 Articles about Searching for a Job

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4 Tips for Getting a Journalism Job - MuckRack

5 platforms to help you find your next journalism job - Poynter

5 Tips for Aspiring Digital Copywriters - Mashable

9 tips to help you find your first job — and nail the interview - CNBC

Are you searching for a job? Here’s real talk about possible red flags - Poynter

Cal State Fullerton Career Center director provides tips for finding jobs virtually - ABC-7

Didn't get the Job? You'll never know Why - Wall Street Journal

Finding your next job: Three things to do before starting - Chronicle of Higher Education

How Companies Mislead And Take Advantage Of Job Seekers And Employees - Forbes

How Do You Apply to a Company Way Out of Your League? - Life Hacker

How Helicopter Parents can ruin kids' job prospects - CNN

How to Find an "In" at your dream company-fast - The Muse

How to Job Hunt (When You’re Already Exhausted) - Harvard Business Review

How to Pick and Ask for Job References - LifeHacker  

How to Request a Letter of Recommendation from Your Professor - YouTube

'Overqualified' May Be a Smokescreen - Fortune

Job-Hunters, Have You Posted Your Résumé on TikTok? - New York Times ($)

Not getting interviews? Troubleshoot your job search with these 3 checkpoints - Fast Company

Six Ways to Score a Job Through Twitter - Mashable

Should you Reveal a Disability in your Job Search? - Fortune

The top 3 skills employers are looking for in 2022 - CNBC

Tried and true job hunting advice based on my own real world job search - Fox Business

What the Great Resignation means for new grads - Fast Company

ZipRecruiter vs. Glassdoor: Which Is the Better Job Search Site? - Entrepreneur

ZipRecruiter vs. LinkedIn: Which Is the Better Job Search Site? - Entrepreneur

Don’t take the job you want to talk about at parties

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Work is not a series of words on a LinkedIn profile. It’s a series of moments in the world. And if you don’t enjoy those moments, no sequence of honorifics will dispel your misery.

Some people take jobs with long commutes not fully considering what it will do to their health. Or they take jobs that require lots of travel not fully intuiting what it will mean for their family life. Or they’ll take horribly difficult jobs for money they don’t need, or take high-status jobs for a dopamine rush with a half-life of about three days. Don’t take the job you want to talk about at parties for a couple of minutes a month. Take the job you want to do for hundreds of hours a year.

If you outsource your sense of worth to the feedback of crowds and the approval of peers and professional counterparties, your working identity will feel like a sailboat in a hurricane. You have to moor yourself to something that doesn’t change direction every few moments, whether it’s the confidence that you’re helping people or the joy of pure discovery.

Derek Thompson writing in The Atlantic

Empathy at Work

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One recommendation that executive coach Keith Ferrazzi gives clients is to conduct “energy check-ins” at the start of meetings, asking others to rate their energy level on a 0-5 scale. A low score is a chance to ask: Is there anything we or I can do for you?"

Empathy can easily be misinterpreted, says Kim Scott, a CEO coach and former Google executive whose book “Radical Candor” advocates for direct communications at work. Managers sometimes mistakenly assume they should ask a lot of questions about staffers’ lives outside work in a way that can feel intrusive.

Too much focus on empathy can cause some leaders to hold off on tough feedback. It’s counterproductive “when empathy begins to paralyze us to ‘I’m so aware of how you might feel that I’m afraid to talk to you,’ ” she says.

Ray A Smith writing in the Wall Street Journal

 

 

Productivity struggles

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E.B. White once wrote: “I arise in the morning torn between a desire to improve (or save) the world and a desire to enjoy (or savor) the world. This makes it hard to plan the day.” But in my research, I’ve found that productive people don’t agonize about which desire to pursue. They go after both simultaneously, gravitating toward projects that are personally interesting and socially meaningful.

Often our productivity struggles are caused not by a lack of efficiency, but a lack of motivation. Productivity isn’t a virtue. It’s a means to an end. It’s only virtuous if the end is worthy. If productivity is your goal, you have to rely on willpower to push yourself to get a task done. If you pay attention to why you’re excited about the project and who will benefit from it, you’ll be naturally pulled into it by intrinsic motivation.

Adam Grant, writing in the New York Times

When Work is like a Family

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When a business is presented as a family, its workers may feel pressure to pledge an unreasonable degree of loyalty to their employer, putting up with long hours, mistreatment, and the erosion of work-life boundaries, all in the spirit of harmony and a shared purpose. In other words, when a workplace resembles a family, it’s frequently for reasons that would make you want a different job.

Joe Pinsker, writing in The Atlantic

Graduating from the Artificial Bubble

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College classes are an artificial bubble. Students emerge from that bubble upon graduation—often without realizing it. After a few months, they feel frustrated at not making progress. 

In college, they had clear tasks, clear deadlines, and a clear payoff—grades and new classes. That’s all gone outside of academia. As new employees, graduates are likely to start at the bottom of the ladder, be assigned tasks lacking clear instructions, and produce inferior work. 

Here’s the good news: Knowing this is coming will blunt the repetitive grind. Knowing this depressing condition is only for a time will make it easier to keep going. By letting go of former expectations, graduates can fully embrace the new way of life.

Stephen Goforth

19 Articles about Getting the Most out of LinkedIn

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The value of soft skills

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A soft skill enables you to interact well with others. It’s nontechnical and typically falls into categories such as communication and negotiation, adaptability and learning, teaching and training, and interpersonal abilities, including empathy. For organizations, developing and rewarding soft skills is becoming all the more crucial in our ever-automated world. Machines are getting smarter, and as they take over more basic, repetitive, and even physical tasks, the need for workers with social, emotional, and technological skills will be higher than ever.

McKinsey & Company

The Upside of Impostor Syndrome

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In workplace settings, at least, those harboring impostor-type concerns tend to compensate for their perceived shortcomings by being good team players with strong social skills, and are often recognized as productive workers by their employers.  “People who have workplace impostor thoughts become more other-oriented as a result of having these thoughts,” says Basima Tewfik, an assistant professor at the MIT Sloan School of Management and author of a new paper detailing her findings. “As they become more other-oriented, they’re going to be evaluated as being more interpersonally effective.”

She adds, “What I don’t want people to take away is the idea that because people with impostor thoughts are more interpersonally effective, it’s not a problem.”

Peter Dizikes, MIT News

When Loyalty at Work Becomes Harmful

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Numerous examples and research show that overly loyal people are more likely to participate in unethical acts to keep their jobs and are also more likely to be exploited by their employer. These could manifest as being asked to work unreasonable hours or on projects or assignments unrelated to your role, or keeping things under wraps because it is in the company’s (read: family) best interest. We’re all in this together, so you have to play your part, right?

Studies show that employees who operate within a “familial culture” often fail to report any wrongdoing when they feel closer ties to the perpetrator. Feelings of fear the damage might cause to the perpetrator keep fellow employees quiet and complicit.

Joshua A. Luna, writing in the Harvard Business Review

The Dark Side of Saying Work Is ‘Like a Family’

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When I hear something like “we’re like family here”, I silently complete the analogy: We’ll foist obligations upon you, expect your unconditional devotion, disrespect your boundaries, and be bitter if you prioritize something above us. Many families are dysfunctional. Likening them to on-the-job relationships inadvertently reveals the ways in which work can be too. 

Joe Pinsker, writing in The Atlantic