Does this courtship sound familiar to you?
“We used Instant messenger a lot. But sometimes you just want to get away from your computer, so then we’d text. But fighting while you text is so tedious you may as well just get back on IM.”
This description is from Sandra Proulx, who maintained a long-distance relationship with her boyfriend for two years, before they moved in together in New Hampshire.
Their relationship reflects one of the big changes that millennials have brought to dating: The long-distance relationship. It’s becoming more and more mainstream as young people increasingly rejigger what it means to step out into adult life.
The trend starts before college, when young people are tied to technology, communicating with people all over the world, and making friends with people they’ve never met in person.
Then college comes, and the experience includes much more travel than it used to. Junior year abroad used to be the time to travel. Now there’s also a summer internship for most students, and many students travel to another state every summer for a coveted internship of one sort or another. Among college students 78% say they have been in a long-distance relationship.
After that, traveling for a job seems normal. Thirty years ago, people would generally look for a job out of college in a city they wanted to build a life in. Today, the first job is just a first step.
And millenniels are experimenters. They see their twenties as a time to try out a bunch of different jobs, and they also see it as a time to try out a bunch of different cities. It used to be that you could tell where someone was living by the area code on their phone. Now that area code on their cell phone only tells you where they started.
Additionally, millenniels are acutely aware of the problems generation X encountered from putting off having children. Baby-boomers mothers told gen-X daughters: “Don’t worry about getting married, you have time. Focus on your career. You can have kids later.”
Now we have a whole industry of women penning their ordeal of trying to get pregnant. And it’s pretty clear that IVF is not something that makes putting off having kids til age 40 something to plan for.
So the typical gen-Y graduate plans on being married around age thirty. Which means that while he or she is gallivanting from job to job and city to city, there is also, a parallel hunt for a stable partner.
Enter the long-distance romance.
To be sure, not everyone likes doing the long-distance routine, and New Kid on the Hallway lays out a lot of reasons why. But anecdotal evidence suggests that long-distance relationships have become mainstream for people not only in college, but after college. And, in fact, when it comes to making two careers and one relationship work across state lines, there are some best practices. Here are three:
1. Have a plan for being together eventually, and be flexible.
Ben Morris, founder of Boston Pedicab, spent a semester of school in San Diego where he met his girlfriend, Carolyn Soohoo. Two months after meeting her, he went back to Northeastern to finish college, they agreed to maintain a long-distance relationship while Morris finished school and then, he’d move to San Diego.
Knowing that they had a plan to be together made them committed to daily, hour-long phone calls. “It’s not like you can kill an hour together watching TV,” says Soohoo, “in order to be together we had to be talking.”
But before he got to San Diego, he founded Boston Pedicab, and Soohoo ended up coming to Boston instead. It was a big move for Soohoo. But she points out that learning to live together was not that hard because she and Morriss knew each other very well, “Because of the distance, we were forced to talk about things that would come up a lot later in other relationships.”
2. Get comfortable with deep conversation that flows electronically.
The ubiquitous Blackberrry is evidence that technology has allowed people to blur the lines of work life and personal life. And the better you can use technology the more you can blur the lines. For example, Twitter – technology to update people about what you’re doing all the time — makes IM look like low-maintenance communication. And if you’re good with a wiki then collaboration with people you can’t see doesn’t seem that hard.
Much of the technology that makes the workplace telecommuter-friendly to young people makes a telecommuter relationship possible as well. And, perhaps the most surprising thing is that these relationships seem to work out.
Proulx says that a lot of their communication took place within the 160-character limit of a text message. “When you only see the person once a month, you figure out how to write a whole novel’s worth of information in 160 characters.”
3. Be honest with yourself when it’s going nowhere.
Elina Furman is the author of the new book Kiss and Run: The Single, Picky, and Indecisive Girl’s Guide to Overcoming Her Fear of Commitment. Not surprisingly, she has experience with long-distance relationships.
But hers lasted five years, but it didn’t really go anywhere. “I thought it was the best thing in the world. But I was much less committed than I realized. The long-distance allowed me to gloss over issues and keep a safe distance without ever having to commit.”
Not that all dead-end relationships are bad. Furman is the first to say that having a boyfriend who was generally out of the picture probably helped her career: “I had the security of the relationship without the responsibilities of a relationship, and that freed me up to concentrate on my career.”
But as she got closer to age thirty, she got more interested in the idea of settling down. And in hindsight she recommends that you ask yourself: “Are you making a plan for living in the same zip code, or are you just coasting?”
Either is fine, but the key to success – in both the long-distance relationship as well as the careers it accommodates – is to know what you are aiming for so that you can ask yourself if you’re getting it.
The transition from the end of school to the beginning of adulthood is very hard. Today that transition lasts longer than it used to, because there are so many choices and so few tried and true career paths — if any — that work anymore.
Here are five things to keep in mind to make the transition into adulthood a litte easier:
1. Don’t expect things to fall into place too soon.
Today most people use their twenties as a time to search, and then settle down around age thirty. It’s a smart thing to do given the wide range of choices there are for young people today. It’s a great idea to use your twenties to explore — as long as you don’t berate yourself for not knowing what you’re doing. In fact, it’s only a very small percentage of college graduates who know what they are doing with their lives when they graduate. Most start figuring it out when they leave college.
2. Take some risks.
Maybe you’ll move a bunch of times before you figure out the place that will make you most happy. And you’ll probably change jobs three or four times to find something you like. Exploration is common — in a wide range of arenas — and smart. It’s the only way to really know what you like, and this is the time to do it. When you are living in a dump and you hate your job, you can reframe your situation in a way that acknowledges that you are a living in a time where you are trying things to see what works – nothing is permanent and you learn from bad choices.
3. Lookout for depression.
One of the demographic groups at highest risk for depression are people in their early twenties. This is because the transition to adulthood is so difficult. And the time people often feel depression is about a year after graduation, when their work life turns out to be much less interesting than anticipated, and college friends are scattered geographically and making new friends is difficult. Depression is a treatable disease, if you get treatment. Depression is serious — it’s not a time to rely solely on friends and family. Call a professional.
4. Calm down about your debt.
Yes, young people today start out life with more debt than ever before, but this doesn’t have to be a road to disaster. Think in terms of workarounds. For example, most likely your version of the American dream is not about money, so you can fulfill your dreams while dealing with debt. And while you probably want to do work that fulfills you, you don’t have to starve doing that — CollegeSurfing Insider gives examples of how you can pair soul-filling work with good-paying work to find a career that will make you happy.
5. Surround yourself with mentors.
One of the most important indicators of how good you will be at getting what you want in adult life is how strong your network of mentors is. One of the Mentors can be a wide range of people. Your parents count. Your friends count. And your parents’ friends count. But you need to start roping them in early. Mentor relationships require cultivation, and the earlier you start the more support you’ll have getting through your twenties.
So what about Coachology? Hallie Crawford is a career coach who works a lot with young people who are just starting out in their work life. She is donating 90 minutes of coaching (over the phone) to help someone get themselves on track, in terms of where they want to go and how they can get there. You don’t need to set your path in stone, but it’s good to have some path in mind, even knowing that it will change. Hallie can help you find your path by understanding yourself a little bit better in terms of your career.
To get a better sense of Hallie’s ideas, check out her blog. To get free coaching from Hallie, send an email to me by Sunday, March 18, with three sentences describing what you’d like to get from working with Hallie.
A good way to think about the process of getting a job is that a resume gets you in the door, and an interview is where you close the deal.
Here are nine ways to ace an interview and get the job:
1. Tell good stories.
When someone says, “Tell me about yourself,” they don’t want to hear you rattle off a list of what you’ve done or what you’ve accomplished. People want stories. Stories are what make you stick in people’s minds.
The problem is, most people can’t figure out a story to tell about themselves, so they start listing facts. This is boring, and research shows that listing facts about ourselves instead of telling stories actually makes us feel disjointed — which is, of course, no good in an interview. Compelling stories make us believe in ourselves. So find a story arc to your career, and tell it during every interview.
2. Understand the behavioral interview.
When someone asks you a question that begins, “Tell me about a time when…” it’s a cue that you’re in a behavioral interview. There are established ways to answer this type of question.
The interviewer is trying to see how you acted in the past, which is a good predictor of how you’ll act in the future. You need to tell the interviewer about a situation you encountered, the action you took to solve the problem, and quantify the results. This is called the STAR response — Situation or Task, Action, Results.
3. Ask questions at the beginning, not the end.
Don’t wait until the end to ask good questions. What’s the point? You just spent the whole interview telling the person you’re right for the job — it’s a little late to be asking questions about the job, right? So ask your questions at the beginning. And then use the answers to better position yourself for the job during the interview.
At the end, when the interviewer says, Do you have any questions?” you can say, “No, I think I asked everything I needed to ask at the beginning of the interview. But thank you” instead of thinking of a pile of pseudo-questions
4. Stop stressing about your MySpace page.
Look, there’s nothing we can do about the fact that nearly every college kid is writing stupid things to his friend and posting it on MySpace or Facebook.
Hiring managers care less and less about these pages; it’s not earth-shattering news to human resources that college kids do stupid things. Which is lucky, because often, trying to clean up an online footprint is a lost cause.
So instead of worrying about what you did in the past, focus on what you’re doing now. Write articles online, or write a blog — do anything that will come up higher on Googlethan your prom date photo. Getting your ideas at the top of a search is the way to impress an interviewer. You want to get hired for your ideas, not your clean record on MySpace.
5. Explain away job hopping and long gaps.
It doesn’t matter what you do with your time as long as you’re doing productive, interesting things. So a gap is fine, as long as you can talk about what you learned, and how you grew during the gap. And job hopping is fine as long as you can show you made a significant, quantifiable contribution everywhere you went.
6. Present a plan.
Show the interviewer that you’ve done a bit of thinking about the company and the job. Brendon Connelly at Slacker Manager suggests that you go to the interview with a plan for the first three months you’re in the job.
Show some humility — say, “This is just something I came up with that we might use to get the interview started.” Of course, you can only do this if you know a lot about the job. But the best way to get the job is to know a lot about it.
7. Manage your parents.
It’s common today for parents to be involved in their twentysomething child’s job hunt. Parental involvement is so ubiquitous during interviews for summer internship programs that companies like Merrill Lynch will actually send an acceptance letter to a parent if the candidate requests one.
But some parents hover so close by that they make their kid look incompetent. Get help from your parents, but don’t get too much. Check out CollegeRecrutier.com to find out where your parents fall on the spectrum.
8. Play to stereotypes.
You’ll probably interview with more than one person. And each person you talk with will have some sort of personal agenda that will infiltrate your interview. Your job is to identify the type of person you’re talking to so that you can give the type of answer they’re looking for.
Understanding personality types will be helpful. But also take a look at Guy Kawasaki’s hilarious list of interviewer stereotypes and how to wow each type with your answers.
9. Practice. A lot.
An interview isn’t an improvisation — it’s a rehearsed performance. And it’s no mystery what the most common interview questions are, so prepare you answers. Even if you end up fielding a question you didn’t anticipate, surely a version of one the 50 answers you did prepare will work with the surprise question.
You can practice with a friend, or you can go back to your college counseling office, which will probably help you out no matter where you are in your career. But Alexandra Levit at Water Cooler Wisdom recommends using InterviewTrue to practice on video.
A lot of readers ask me how to find a recruiter to help them find a job. In general, my answer is: Forget it. Headhunters don’t work for people who need jobs. Headhunters work for people who have jobs to fill.
The way this works is the hiring manager has a specific type of person he needs to hire, and that person is hard to find. The hiring manager cannot spend all the time it will take to locate this person, so the hiring manager pays a recruiter to find this special person.
“Few headhunters are in the talent management business,” says Terry Gallagher, of the search firm Battalia Winston International. “Most executive search firms only represent their client’s interests and executive staffing needs.” This means, recruiters start with a specific position to fill, not a specific candidate to employ.
Recruiters are expensive. Often 20% of someone’s starting salary. This is not peanuts. So you can be sure that companies do not hire recruiters to find people with general qualifications. General qualifications are easy to fill. If you are a generalist, there are lots of people like you.
So look, if you are entry level or you are changing careers, you are not going to be attractive to a recruiter. Entry level people do not have any special skill that would make them fit a job that retained recruiters get hired to fill. And people changing careers do not have specific skills in their new career, they have specific skills (at best) in their old career.
Headhunters don’t work with career changers. Headhunters work with superstars. And maybe not always superstars, but the less star power you have, the more of a specialty you have to have. Are you the only person in the world who knows how to build an inventory system like Wal-Mart has? Call a recruiter. Are you the number-one salesperson in all of Yahoo? Call a recruiter.
But the thing is that those people don’t need to call recruiters. Recruiters call them all the time. Recruiters know who the amazingly talented are. It is no mystery. So if you want to get on recruiter radar, you need to focus on making yourself look amazingly talented — in a proven-track-record way, not in a my-mom-says-so way.
If you think you are at place in your career where a recruiter would be interested, Michael Keleman at Recruiting Animal says, “Do a search of recruiters on LinkedIn. There are zillions of them there and some might indicate that they are in your area. Contact them and ask if they work with candidates like you. You don’t have to contact them through LinkedIn, just call.”
If you’ve got great experience, you might get special treatment from the recruiter. Recruiter David Perry, for example, has been known to represent candidates like they are movie stars. But most of the time, Keleman says, “You resume will go into a database until a company hires the recruiter for a seach you’re suited for.”
So go ahead and try getting a recruiter’s attention. But focus more on networking on your own, and doing great work, because those are the keys to getting good job opportunities.
By Bruce Tulgan — Sometimes people who make insane demands are actually giving you the clues to getting better work out of your team.
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Who makes the best salesperson? A cheerleader.
The drug industry is so systematic about recruiting cheerleaders that the New York Times writer Stephanie Saul wrote a feature about it, spotlighting women like Onya: “On Sundays she works the sidelines for the Washington Redskins. But weekdays find her urging gynecologists to prescribe a treatment for vaginal yeast infection.”
There are some suggestions that the cheerleaders became the substitute for the now-illegal freebies that drug companies used to give doctors (like trips to Tahiti). Now drug companies persuade doctors to prescribe drugs by lending them the presence of a hot salesgirl.
Lynn Williamson, the cheerleading coach at the Univeristy of Kentucky, says that it’s not just that the woman are dreamy. Williams thinks that cheerleading talent does, in fact, correleate with talent for sales: “Exaggerated motions, exaggerated smiles, exaggerated enthusiasm – they learn those things, and they can get people to do what they want.”
Williamson is not alone. Spirited Sales is a recruiting firm that specializes in cheerleaders. Here’s a quote from their web site: “Spirited Sales Leaders has a database of thousands of self-confident, outgoing, responsible and enthusiastic young men and women from around the United States with varying levels of B2B sales experience.”
The web site also talks about how cheerleaders have a track record of leadership and success. This actually rings true to me. I mean, athletes are coveted by many recruiters because athletes do better in business than non-athletes. And cheerleaders are, in many aspects, just like these athletes; but cheerleaders, unlike athletes, are consistently outgoing and good-looking. And good looks give people an edge in business, as well.
So who’s the smartest hire you can make for your sales team? A cheerleader. As long as she can meet the demands of the job.
And what happens when the best girl for the job goes to work every day? She gets hit on. Constantly. And even when it’s not a direct hit, it’s a guy who is married and bored and not bored enough to cheat, but definitely bored enough to take too much face time from the salesperson while he’s making a purchasing decision.
Not convinced? According to the Times article, an informal survey showed that 12 of 13 medical saleswomen said they had been sexually harassed by physicians. And if you think it’s only physicians, you’re wrong. It’s even Hewlett-Packard board members.
So here is advice to women in sales:
1. It’s not your fault.
It is totally common to get hit on at work, especially if you are a cheerleader type. You are not provoking this behavior. You are being you, and men like you. Do not feel bad about this. And, definitely don’t wear dowdy clothes just becuase the men are hitting on you. Anyway, women who totally downplay their sexuality are seen as less competent.
2. Use it to your advantage.
Men who are attracted to you are more likely to buy from you. So what? Men who like to play golf are more likely to do business with other men who play golf. People have been given unfair preferences forever. Be glad you are the recipient of some of this. If the guy wants to talk with you for too long, fine, as long as he buys something. That’s what salespeople get paid to do: Connect with the customer and talk until they buy.
3. Don’t date someone who is married.
The truth is that the guys who will be most interested in you are the ones who are married. They are not going to leave their wife and kids. They just want something a little more interesting for a little bit. This is a waste of your time. This person is not emotionally available and he is a sponge for the fun, exciting, full-of-possibilities stage of life you are in. Don’t let him ruin it. Sell him something and leave.
4. Dating good dating material is fine.
If you are selling to a really good guy, and he’s single, dating him is fine. But then try to give his account to someone else on your team. Otherwise things get too messy.
5. Don’t put yourself in danger – from the guy or from human resources.
If the guy touches you and you don’t want it, tell him a clear no right away. Don’t worry about losing the sale. If, after you tell him no, he touches you again, leave and don’t go back. Ever. Do not tell human resources if you can help it. The job of human resources is to protect the company, not you, and when you have a harassment complaint, you are a problem to the company. This is not good news. I hate to have to tell it to you, but it’s true. Here are some ideas for what to do instead.
The good news, though, is that outgoing, good-looking women can have great careers in sales — or anywhere else they want to go. So go into the workforce with talent and ambition and create the life you want. Really.
By Jason Warner — I’ve been interviewing people for a very long time. Sometimes I think maybe too long. You have to go back to my very first recruiting job at Microsoft to understand. This was when Microsoft was The Place to Work in the Technology World, circa the mid 1990s.
In this well-defined and very measured job, my objective was to interview candidates 7 hours a day via the telephone. Sometimes it was 8 or 9 hours a day, but on average it was 35, one-hour phone interviews per week, for an average of 7 hours a day. Because of this experience, I’m pretty sure that the limit of human capabilities when it comes to interviewing is an average of 7 hours a day. Anything more is perhaps dangerous.
Now, most professional recruiters would call this phone-screen-Hell. I suspect many of the candidates may have felt that way also, come to think of it. In essence, I would sit at my computer, headset perched on one ear, and interview until late in the day at which point my brain began to melt, all while tapping furiously on my keyboard to take notes.
I did this job for approximately 18 months, which is pretty remarkable given how tedious it was. By my math, I did approximately two-thousand, six-hundred and twenty five interviews during this part of my career (and I’ve done probably half that many again since). That is a lot of interviews. So I got pretty good at it.
One of the things I learned during that time was to structure behaviour interview questions, so I could determine what a candidate’s competencies were. These competencies have names like “Interpersonal Savvy” and “Planning and Organizing” and “Drive for Results” and the theory is that they are supported by behavioural examples – times in a candidate’s life when they’ve demonstrated behaviors which reflect these competencies.
Lest I bore you with HR theory and practice, what I’m getting at is that knowing how interviews are done will make you a better candidate, and one of the keys to any interview is structuring your answers correctly. I’d say less than 3% of all candidates frame up their answers in this way, and the ones who do really stand out. That should be you.
Not every question will be best suited to this approach, but it works well on any of the questions that start with phrasing like, “Tell me about a time when…”. I know, you hate those questions. But here is how to answer them.
Many of the questions you are asked can be answered using a 4-part sequencing to your answer. An easy way to remember this is an acronym called SARI, and it stands for Situation, Action, Result, and Interesting Features. You can remember it by considering if you don’t learn this interview technique you may be SARI.
So, let’s say that the question is, “Tell me about a time that demonstrates your leadership capabilities…” You should structure your answer like this:
Situation: Explain the situation in a way that gives the interviewer context. Less detail is better, but give enough detail to paint the picture.
So, in our example, you might say, “I was transferred into a new department at work, and had to take on a whole new team. One of the key factors was that morale was really low because the department was not resourced properly and turnover had spiked.”
Action: Here is where you explain what you did. Note that I said you, not we. Referring to the action in terms of the intangible “we” is one of the most common interview mistakes I see. You are the one interviewing, so your answer should describe specific behaviors that you actually did.
In our example, you would say, “So the first thing I did was to schedule 1:1 meetings with everyone, to really understand what the issues were, and what was troubling with the team. I also asked them what they thought I should I do, and what the biggest challenge was that each of them faced. I then followed up with everyone as a group. And the most important step I took was I took action quickly against the issue that was causing the team the most grief…”
Result: Here’s where you share the net result to the business. You should quantify this with numbers or other business metrics, even if they are fudged or fuzzy. It probably goes without saying, but always try to pick an example where the net result was positive. (Hey, you wouldn’t believe the things I’ve heard.)
In our example, something like this, “The net result of my leadership actions was that morale was significantly improved after 60 days – you could just feel the energy in the department. Most importantly, we reduced turnover from 40% annualized to zero during the first 6 months…”
Interesting Features: This where you tell the interviewer something special and/or memorable about the story, so that they really remember it. If you can, tie it back to competencies to strengthen your answer.
“I think this example really demonstrates a servant-leader approach to generating business results. In fact, my team still talks about the turnaround today. I am proud of this example because I think it demonstrates strong leadership.”
So, by now you are probably thinking, “This is great, Jason, but there’s no way I am ever going to remember all this in the middle of an interview…” And you are right, unless you practice.
This is easy to practice. Simply have a friend or your significant other ask you a few “Tell me about a time when…” questions and then practice answering them using the 4-part sequence SARI.
After just a few questions, it will become second nature.
The reason I know so much about being late is because recently, I have been late a lot. So I have been telling myself that each time I am late I have to honestly think about what sort of behavior is causing me to be late, and write it down.
The write it down part is important. For me, writing something makes it more serious. Like I am taking more responsibility for changing something if I write it down. I know I am not alone in this.
I see blogs about losing weight and sticking to a budget, and those people say that blogging about it helps them stick to a plan. I think being on time is a similar type of goal in that you have to think about it every day in order to make a real change in your life.
Hopefully I will not end up writing a whole blog about being on time, especially since there’s such a good one already. Hopefully a post will be enough to get things back in order….
Here are things I’ve come up with for myself:
1. Schedule the event into your calendar.
If you block out time to be somewhere then you won’t be doing something else when it’s time to go. I amazed myself when I tried to do this. I discovered I had enough on my schedule to last 48 hours a day. It would have been impossible for me to be on time for anything.
(Note: If you are a person who is about to recommend to me that I read Getting Things Done in order to be better at time management, here is a link you might like.)
2. Practice saying what you need to say.
Here’s a great thing to say: “Excuse me, I hate to cut you off, but I have an appointment.” It is hard to cut someone off, but they will respect you for sticking to a schedule. The higher up you go in corporate life, the stricter the people stick to a schedule. The good news is that this means it’s perfectly acceptable in work life to say this short speech. Get comfortable doing it at work and then you can do it at home, too. Often saying no takes forethought and practice.
3. Be a time pessimist.
Assume everything will take a little longer than your first estimate. This will either make you right on time for everything, or it’ll make you a little early. People who run early are calm, organized, and always ready. Not a bad place to be.
4. Prioritize.
Some people are late because they simply don’t have enough time to do everything. The only way to change this is to stop doing so much. Face the reality that you cannot get your whole list done. Figure out what’s most important and just get that done. Tell the people who depend on you – like your boss — that you can only do what you have time for, and things at the bottom of the their list of priorities will not get done: a reality check for everyone in your life.
(Another Getting Things Done note: The only people I know who are really good at prioritizing have read the book. Here’s an overview of the book for the uninitiated.)
5. Be honest with yourself.
Why do you let yourself be late? It is disrespectful and makes you look unorganized and out of control. Why are you not getting control over your time. So much about being on time is actually about self-knowledge. Often, we are scared to make the decisions that we must make in order to get control over our time and become someone who runs on schedule. But there is no other way to run a life. To run on schedule is to plan the life you want to live and execute that plan.
It turns out that young people are poised to significantly increase workplace productivity. But, before we get to that link, here are links to help us redefine age and rethink what engagement looks like at work.
1. Recompute your age
Here’s a new way to think about which generation you are part of: How many social media tools you use. Really.
Margaret Weigel, who manages research about media at MIT, introduced me to this idea, by way of commenting on this blog, and now I’m hooked. Weigel writes: “I mark generational differences by media use, not by age. There are gamers, there are bloggers, and then there are those who post every waking moment of their lives on FaceBook, YouTube, Flickr.”
This is a way to explain why people who are twenty years old and leaving voice mails all day are older than their age. It’s also a way to explain why I think of Obama as a gen-Xer. He has 48,000 friends on MySpace – double any of the other candidates for President.
2. Commitment is personal investment, not time investment
Sylvia Hewlett’s broad sweeping study showed that baby boomers are much more willing than younger people to put in excessively long hours at work. However Personnel Development International finds that hours spent working have no direct correlation to commitment to work: Generation X is actually more committed to their work than baby boomers.
(Maybe this is because Gen X job hopped more and job hopping leads to more passion and more passion leads to more engagement at work.)
3. Collaboration is the next frontier of productivity
Ironically, the baby boomers are the ones who have done all the research about how important and effective teams are, but the baby boomers generally don’t like working in teams. My favorite link of this week is from Mike Griffiths at Leading Answers about the wide-reaching data about how incredibly collaborative young people are at work.
It looks like the real productivity is not going to come from hours spent working, which is how the older people in Hewlett’s study think of productivity. But from the collaborating tools and the people who use them intuitively.
What to do with all this? Companies should make sure that people who don’t understand collaboration get out of the way in the workplace.
Knowledge workers can spend about 40% of their day on email, not just reading and replying, but also searching for an email they want to reference. So it makes sense that we are always looking for ideas to make dealing with email faster.
Here’s one: Get a coach.
The three biggest problems with email are: There’s too much, the quality is low, and we don’t share best practices. Mike Song is an email coach, and author of The Hamster Revolution: How to Manage Your Email Before it Manages You. He spends his days teaching people to overcome these problems.
For example, if you improve quality you get fewer emails back looking for clarification. Here are some ways to write higher quality emails:
1. Write a better subject.
Tell people what kind of mail it is by using descriptions at the front such as: action, info, request, confirmed, or delivery, as in, “Delivery: Bio you requested.”
2. Put the whole message in the subject line.
If it’s short, then the person won’t have to even open the email. But you need to tell someone that the message ends in the subject line, so try marking the end of the message with something like this /EOM
3. Structure the body of your message well.
People are not reading whole messages. They are scanning. If it’s a longer email, put a quick summary up top, and if there is an action required, summarize the action up top. Also, use bullets to describe the background. This will be easier for someone to scan and it will force you to be more concise.
Mike coaches individuals and workplace teams on how to use email more effectively. He has worked with people at Pfizer, Hewlet Packard, and Capital One. What struck me was that he can typically save someone ten full days a year by making them more effective with email.
Some of this saved time comes from the fact that email affects everything you do, because so much of your daily diet of information comes via email. So his recommendations go beyond just the email message itself.
For example, people waste a lot of time looking for information. (I do this, by the way. I had a file of links to use when I wrote about email. Where are they? I don’t know. It took me ten minutes just to find this one at TechDirt.)
Mike describes my problem on the nose: “People have a lot of overlap in terms of the folders they use and then people can’t remember where they put something.”
So I asked him what to do. He recommended just four categories. Which I confess makes me nervous, but I can’t say that my current system of ten thousand folders is working very well…
Okay. So here are the details of the free coaching:
Two different people will get email coaching sessions with Mike. A session lasts about three hours. But (this is sort of a big but) he is going to do it at your company, so you have to be in Connecticut, New York City or Boston to get free coaching from Mike.
Here are some other things. He wants to coach your team – so that you all learn to send email to each other better. Mike says that most people are totally annoyed by each others’ email quirks, and you can decrease a lot of time spent on email by getting teams to work together to send better emails. And, one more thing, any size team is okay, but your team needs to be using Outlook.
If you want to get this free training for you and your team, send an email to me by Sunday, March 11.