Pay them a competitive salary. Protect against mission and role creep. Give something clear to work toward and a strategy to employ to get there.
As an organizational leader, these are the foundations of developing a healthy relationship with your workforce. I’ve found there are other signs of an empathetic organizational culture that you can develop, without excessive budget needs.
These are examples of ways to show your team that you actually care about them as people. It goes a long way to develop the relationships you need to take on a big challenge, particularly without a pile of money.
Our species, Homo sapiens, first grew powerful by banding together through myth-making. That self-deception is our strength and our curse.
That is something like the thesis of Sapiens, a kind of pop anthropology anthology that has — like all books that generalize heady issues — caught both praise and derision. Written by Yuval Noah Harari, it was first published in Hebrew in Israel in 2011 and in English in 2014. I was gifted a copy by a collaborator of mine, Deborah Diamond and I ready it in a couple weeks. I’m sharing here some of what I got from reading it.
Public intellectuals seem to face a harrowing choice. Either dive deeply into their subject matter to influence their peers but risk their ideas remaining obscure, or focus on translating and synthesizing for a broader audience, and attract scorn from those deeper situated in the academic. Harari is squarely in the latter category, garnering a 2018 New York Times profile focused on the adulation he’s received from tech executives, despite his criticism of their work.
Like a breakout hit in linguistics that I read, I approach these books with neither extreme. I find them fun, discover ideas to dive deeper into and often get inspiration. That was my experience with Harari’s book — even though I found myself ignoring extended passages of his extrapolation. I enjoyed it.
The book, known as a poignant look at feminism and motherhood, set in 1883 Philadelphia, is readily available as a hardcover, paperback, large-print edition, audio book and ebook through most booksellers and online.
I was proud and charmed to be asked to address the spring 2019 Delaware graduating class ofIT Works, an impactful, if small, workforce development program from nonprofitTech Impact.
This cohort of 18 was the program’s largest so far, and in showing how powerful it is to give at-risk young people a free certificate program for tech support roles, they attracted enough friends and family that the audience was more than 100. The event was cheery, taking place inside the Wilmington offices of CapitalOne, a funder of the program.
You can read a version of my remarks here, or listen below (or download them here)
The historical arc of offices is richly told. Despite the criticism they get, I’m fond of them, over many offices or more established cubicles. Someone recently asked me for advice, and I found I had three quick answers that I stand by.
Less about roles, I see two broad ways we approach editing: developmental editing and copyediting. One isn’t better or more important than the other. They’re just different tools in developing story. One supports the approach; one finalizes the landing.
It’s been 10 years since my mother died. I was 23, an adult by many measures but critically in other ways I wasn’t. For one, I was painfully unstable in my early professional steps.
In her final days, I sat with a bulky laptop in a hospital waiting room struggling with the feeling that I had as much control over her health as I did my job prospects. I was sad and frustrated and depressed and feeling very sorry for myself. So it follows that I didn’t take much time then to consider how much she had done for me.
Many years later, I still find it hard. I think of her often. In quiet moments when I’m doing something she loved or that she taught me, I still get the urge to call her. Sometimes, that makes me sad. But other times, as I’ve learned, my continuing on with things I know from her makes me glad. And because of my love of learning, it’s the memories of her teaching me something I love most.
One of the best outcomes from building the habit of building habits is having a skill to make big change. If you want to stop always being late. If you want to be a better public speaker. If you want to drive your company to new heights.
Once you identify the obstacles, these all are essentially tasks of building habits. But we often stare down the end of an enormous project and are so intimidated we never start. That happens to me a lot. So I remind myself that it all comes down to an incredibly simple act: just get started.