In honor of MLK Day, we post a short educational video here with excerpts from Martin Luther King, Jr. and James Baldwin that draw the connection between racial injustice and economic inequality in the United States. Their insights are as true today as they were fifty years ago, showing just how far we’ve come and how far we have to go. If we want peace, we must work for justice in all its forms.
From the New York Times Business Section:
There is no shortage of books claiming to reveal the secret truth behind successful careers. Then there are all the podcasts, TED talks, late-night motivational speakers and your relatives’ sage advice. The bottom line of most of these advice-givers? A successful career requires managing the person in the mirror – overcoming your tendencies and habits that can undermine efforts to find happiness at work. Read on to see what professors and researchers suggest for managing different situations, whether you want to improve your situation at work, if you suspect changes are coming down, or if you are making a go of it in the gig economy.
Build a Strong Foundation
There are some key fundamentals of building a successful career that you should be aware of whether you are just starting out, or are closing in on retirement.
There are some key fundamentals of building a successful career, whether you are just starting out, or are closing in on retirement. And they apply to all walks of life – if you are a butcher, a baker or a computer systems analyst.
Fair warning, the following tried-and-true strategies will have little impact on what you do every day. They will not necessarily help you meet an assignment due by Friday morning, or complete a to-do list.
Instead, they are foundations that will give you a solid base on which to build a successful career that can withstand unexpected changes. These ideas will also help you put work and career in proper perspective, because there is a lot more to life beyond the daily grind.
The Value of Networking
There’s no getting around it: Networking has an awful reputation. It conjures up images of self-absorbed corporate ladder-climbers whose main interest is, “What’s in it for me?”
But there is almost unanimous agreement among researchers that building and nurturing relationships with people — current and former colleagues and people we respect in the business — provides a strong medium for a vibrant career and a cushion for when the unplanned happens.
Read the complete article here.
From New York Times:
From inside the control room carved into the rock more than half a mile underground, Mika Persson can see the robots on the march, supposedly coming for his job here at the New Boliden mine.
He’s fine with it.
Sweden’s famously generous social welfare system makes this a place not prone to fretting about automation — or much else, for that matter.
Mr. Persson, 35, sits in front of four computer screens, one displaying the loader he steers as it lifts freshly blasted rock containing silver, zinc and lead. If he were down in the mine shaft operating the loader manually, he would be inhaling dust and exhaust fumes. Instead, he reclines in an office chair while using a joystick to control the machine.
He is cognizant that robots are evolving by the day. Boliden is testing self-driving vehicles to replace truck drivers. But Mr. Persson assumes people will always be needed to keep the machines running. He has faith in the Swedish economic model and its protections against the torment of joblessness.
“I’m not really worried,” he says. “There are so many jobs in this mine that even if this job disappears, they will have another one. The company will take care of us.”
In much of the world, people whose livelihoods depend on paychecks are increasingly anxious about a potential wave of unemployment threatened by automation. As the frightening tale goes, globalization forced people in wealthier lands like North America and Europe to compete directly with cheaper laborers in Asia and Latin America, sowing joblessness. Now, the robots are coming to finish off the humans.
Read the complete article here.
From National Public Radio:
It can be a drag but working on the holidays is inevitable for some jobs. A nurse, a cook and a ballet wardrobe supervisor share what it’s like to work during the most wonderful time of the year.
Not everybody gets a break on holidays. In some professions, including this one, working on Christmas or New Year’s Eve is just part of the territory. We asked our listeners who are working this holiday season to tell us about it.
“The Nutcracker” doesn’t take a vacation. Marlene Olson Hamm is an assistant wardrobe supervisor at the New York City Ballet, where they’ve put on 49 performances. Two of them will be on Christmas Eve.
MARLENE OLSON HAMM: It can feel like you’re missing out on the holiday season – time with your family, all the Christmas parties.
SIMON: Trudy Kemp from Owasso, Okla., not only works Christmas, she works overnight. But there are perks.
TRUDY KEMP: Because I’m a nurse, I work with mommies and babies.
SIMON: Thomas Hukriede cooks at a restaurant called The Laundry in Steamboat Springs, Colo. Wonder why it’s not called The Kitchen. Anyway, he’s pretty happy with holidays in the kitchen.
THOMAS HUKRIEDE: We love what we’re doing, and we’re happy to be working there. So the best Christmases that we have are together, loving what we do.
SIMON: Thomas says restaurants are warm and inviting places for people who may be far away from their families during the holidays.
HUKRIEDE: Restaurants are like a family. And if it’s slow, you’re just making a lonely holiday season lonelier. So don’t be afraid to come down for a drink or a meal. Let the restaurant be your friends and family during the holiday season.
SIMON: Even though nurse Trudy Kemp is at the hospital pretty late, she looks forward to having an ornament exchange and a potluck meal while on duty. And she especially enjoys singing Christmas carols to the newborn babies.
KEMP: At night sometimes, I will actually walk in the hall – and I have done this forever. But I will actually sing as I’m going up and down the hall. And I do add Christmas carols.
SIMON: Her favorite song goes…
KEMP: (Singing) It’s the best time of the year. Here’s a toast to Christmas cheer. We will eat and drink our fill until there’s nothing left in sight, for we’ll have a party tonight.
SIMON: Oh, what a wonderful way to be greeted into this world. To anybody working or not working – well those who are working, thanks very much. Happy holidays.
Listen the radio segment here.
From today’s New York Times:
“Revolution will come in a form we cannot yet imagine,” the critical theorists Fred Moten and Stefano Harney wrote in their 2013 essay “The Undercommons,” about the need to radically upend hierarchical institutions. I thought of their prophecy in October, when a private document listing allegations of sexual harassment and abuse by dozens of men in publishing and media surfaced online.
The list — a Google spreadsheet initially shared exclusively among women, who could anonymously add to it — was created in the immediate aftermath of reports about sexual assault by Harvey Weinstein. The atmosphere among female journalists was thick with the tension of watching the press expose the moral wrongs of Hollywood while neglecting to interrogate our own. The existence of the list suggested that things were worse than we even imagined, given all that it revealed. It was horrifying to see the names of colleagues and friends — people you had mingled with at parties and accepted drinks from — accused of heinous acts.
A few days after the list appeared, I was in a van with a half dozen other women of color, riding through the desert on our way to a writing retreat. All of us worked in media; most of us had not realized the extent to which harassment polluted our industry. Whisper networks, in which women share secret warnings via word of mouth, require women to tell others whom to avoid and whom to ignore. They are based on trust, and any social hierarchy is rife with the privilege of deciding who gets access to information. Perhaps we were perceived as outsiders, or maybe we weren’t seen as vulnerable. We hadn’t been invited to the happy hours or chats or email threads where such information is presumably shared. The list was F.T.B.T. — for them, by them — meaning, by white women about their experiences with the white men who made up a majority of the names on it. Despite my working in New York media for 10 years, it was my first “whisper” of any kind, a realization that felt almost as hurtful as reading the acts described on the list itself.
As a young business reporter, no one told me about the New York investor known for luring women out to meals under the guise of work. I found out the hard way. I realized he was a habitual boundary-crosser only after The New York Observer reported on him in 2010. Most recently, after I complained in a media chat room about a man who harassed a friend at a birthday party, everyone chimed in to say that he was a known creep. I was infuriated. That information never made its way to me, and worse, it was taken as a given. Was keeping that secret hidden worth the trauma it caused my friend?
The list’s flaws were immediately apparent. It felt too public, volatile and vulnerable to manipulation. But its recklessness was born out of desperation. It detonated the power and labor dynamics that whisper networks reinforce. Information, once privileged to a select few, became decentralized and accessible to all. And the problem of sexual harassment no longer belonged solely to women to filter and share.
Read the complete article here.
From today’s Forbes:
Imagine a work culture in which team members can connect, regardless of where, when and how they work. The traditional workspace is rapidly changing, and today’s businesses need to modernize and evolve if they want to attract — and keep — the most talented among today’s workers.
At Dell Technologies, where I lead HR, we long ago recognized the need for a connected workforce. Dell’s vision for the future is founded in enabling its team members to be their best and do their best work, through a flexible approach to their work.
Results from early research we conducted show that more than 60% of employees work before or after standard business hours. Furthermore, roughly two-thirds of workers globally conduct at least some business from home on a regular basis, and the average employee spends at least two hours per week working from public places. In fact, research shows that more than 80% of millennials say workspace technology will influence the jobs they take. This aligns to research published by GlobalWorkplaceAnalytics.com, which shows that more than 80% of the U.S. workforce say they would like to telework at least part-time.
Additionally, the firm’s report shows that many Fortune 1000 companies around the globe are entirely revamping their spaces around the fact that employees are already mobile. The report’s findings share that studies have repeatedly shown that employees are not at their desk more than half of the time.
As leading organizations evolve to meet the new cultural requirements of today’s workforce, what exactly are business leaders to do?
Read the complete article here.
From today’s Chicago Tribune by Alexia Elejalde-Ruiz:
Jennifer Ruiz holds her patient’s trembling hand as she presses a stethoscope to the frail woman’s chest and belly. She compliments the woman on her recently painted fingernails. She cheerfully asks how she’s feeling, knowing she’ll get no answer from the little curled body in the big hospital bed but for a penetrating stare.
Ruiz, a hospice nurse, finds her work deeply meaningful, in part for reasons that are obvious: “We get to be there for people during some of the most tragic and tough times in their lives,” she said.
But even those who shepherd the dying and their families through the fear, heartbreak and mystery of the end of life can lose sight of a job’s meaning in the stress of the day-to-day, if their employer doesn’t foster it.
“You have to fan that flame,” said Brenda McGarvey, corporate director of program development at Skokie-based Unity Hospice, where Ruiz works. “It’s your responsibility.”
A job’s meaningfulness — a sense that the work has a broader purpose — is consistently and overwhelmingly ranked by employees as one of the most important factors driving job satisfaction. It’s the linchpin of qualities that make for a valuable employee: motivation, job performance and a desire to show up and stay.
Meaningful work needn’t be lofty. People find meaning picking up garbage, installing windows and selling electronics — if they connect with why it matters.
But many Chicago-area employers seem to be missing an opportunity to tap this critical vein.
In a survey conducted by Energage for the Chicago Tribune’s 2017 Top Workplaces magazine, local employees regarded their employers more positively than the national average on nearly all measures, but companies fell significantly short in response to this statement: “My job makes me feel like I am part of something meaningful.” Meaningfulness also was the only measure that did not see any improvement among Chicago-area respondents this year, compared with last.
Read the article here.
From today’s New York Times by Dan Lyons:
Silicon Valley prides itself on “thinking different.” So maybe it makes sense that just as a lot of industries have begun paying more attention to work-life balance, Silicon Valley is taking the opposite approach — and branding workaholism as a desirable lifestyle choice. An entire cottage industry has sprung up there, selling an internet-centric prosperity gospel that says that there is no higher calling than to start your own company, and that to succeed you must be willing to give up everything.
“Hustle” is the word that tech people use to describe this nerd-commando lifestyle. You hear it everywhere. You can buy hustle-themed T-shirts and coffee mugs, with slogans like “Dream, hustle, profit, repeat” and “Outgrind, outhustle, outwork everyone.” You can go to an eight-week “start-up hustle” boot camp. (Boot camp!) You can also attend Hustle Con, a one-day conference where successful “hustlers” share their secrets. Tickets cost around $300 — or you can pay $2,000 to be a “V.I.P. hustler.” This year’s conference, in June, drew 2,800 people, including two dozen who ponied up for V.I.P. passes.
But for some, “hustle” is just a euphemism for extreme workaholism. Gary Vaynerchuk, a.k.a. Gary Vee, an entrepreneur and angel investor who has 1.5 million Twitter followers and a string of best-selling books with titles like “Crush It!,” tells his acolytes they should be working 18 hours a day. Every day. No vacations, no going on dates, no watching TV. “If you want bling bling, if you want to buy the jets?” he asks in one of his motivational speeches. “Work. That’s how you get it.”
Mr. Vaynerchuk is also a judge on Apple’s “Planet of the Apps,” a reality show where app developers compete to win funding from a venture capital firm. A recent promo depicted a contestant alongside this quotation: “I rarely get to see my kids. That’s a risk you have to take.” The show’s promotional tweet added: “For the ultimate reward, he’ll put everything on the line.”
Good grief. The guy is developing an app that lets you visualize how a coffee table from a catalog might look in your living room. I suppose that’s cool, but is it really more important than seeing your kids? Is the chance to raise some venture-capital funding really “the ultimate reward”? (Apple pulled the promo after a wave of critical comments on Twitter.)
This is sad enough for start-up founders, but rank-and-file workers are buying into this madness, too. Last year, Lyft published a blog post praising a driver who kept picking up fares even after she went into labor and was driving to the hospital to give birth. Critics saw dystopian implications — “horrifying” was how Gizmodo put it — and Lyft deleted the post. But people at the company, including the driver herself, seemed genuinely puzzled by the negative reaction.
A century ago, factory workers were forming unions and going on strike to demand better conditions and a limit on hours. Today, Silicon Valley employees celebrate their own exploitation. “9 to 5 is for the weak” says a popular T-shirt. A venture capitalist named Keith Rabois recently boasted on Twitter that he worked for 18 years while taking less than one week of vacation. Wannabe Zuckerbergs are told that starting a company is like joining the Navy SEALs. For a certain type of person — usually young and male — the hardship is part of the allure.
The truth is that much of the extra effort these entrepreneurs and their employees are putting in is pointless anyway. Working beyond 56 hours in a week adds little productivity, according to a 2014 report by the Stanford economist John Pencavel. But the point may be less about productivity than about demonstrating commitment and team spirit.
“Everyone wants to be a model employee,” said Anim Aweh, a clinical social worker in the Bay Area who sees a lot of stressed-out tech workers. “One woman told me: ‘The expectation is not that you should work smart, it’s that you should work hard. It’s just do, do, do, until you can’t do anymore.’ ”
This has led to tragedy. Last year, Joseph Thomas, an engineer at Uber, committed suicide. His widow blamed the company’s gung-ho culture, with its long hours and intense psychological pressure.
Now some are pushing back. David Heinemeier Hansson, a software developer, is on a crusade to persuade entrepreneurs that they can succeed without working themselves to death. (The sad thing is that this even needs to be said.)
In a recent essay Mr. Hansson excoriated venture capitalists as brainwashing founders with “an ingrained mythology around start-ups that not only celebrates burnout efforts but damn well requires it.” He says V.C.s are exploiting founders. Their attitude is, “Make me rich or die tryin’,” he wrote.
“Die trying” is by far the more likely outcome. The vast majority of start-ups fail. The odds of striking a huge Facebook-level success are infinitesimally tiny. No one knows this better than the V.C.s, who improve their odds by spreading their bets onto dozens of companies and whipping them all into a frenzy.
Mr. Hansson’s essay singled out Mr. Rabois, the venture capitalist who worked for 18 years with hardly any vacation. This prompted a debate on Twitter, where Mr. Rabois sniped that Mr. Hansson’s take-it-easy approach to building a company would be perfect — “for lazy people who want to accomplish nothing.”
Mr. Hansson and his business partner, Jason Fried, run a Chicago software company, Basecamp, that employs 56 people and turns a profit. The workweek is capped at 40 hours and gets pared back to 32 in summer. Mr. Hansson has enough free time that he competes as an amateur driver in endurance car races.
In 2010, the two men published “Rework,” a book denouncing workaholism, and they’re publishing another one, “The Calm Company,” next year. Mr. Hansson told me that they’ve grown dismayed “seeing people being asked to give up their vacations, their sleep, their youth, their family and their morals on the start-up altar.”
They run workshops and do a lot of public speaking. Their talks usually go over well — although in San Francisco they often hear “incredulous gasps,” Mr. Fried reported. Mr. Hansson added: “People tell us we’re not ambitious enough. We’re not trying to change the world. The perversion runs so deep.”
The chance to become the next 20-something tech celebrity billionaire has not lost its power. Every year thousands of fresh recruits flood into San Francisco, hoping to be baptized into the religion of the hustle. As bad as things have become today, there might be worse to come.