Two threads on Hacker News recently have shed light on the utter failures of leadership in tech. The first was an honest question: “Women in tech, how do you find non-toxic work environments?” The second was in response to an article, “Why Good People Leave Large Tech Companies.”
Earlier this year, I wrote about a little thing called “imposter syndrome.” It refers to the feeling we get when, no matter how much we’ve achieved, we feel like we don’t belong or don’t deserve to be in a position of leadership.
About 70% of us will experience it at some point, especially the bosses among us. No wonder why so many of us constantly ask if we stack up. And how do you measure that, anyway?
By now, you may have heard of a musical called Hamilton.
In you haven’t, here’s a rundown: Since its Broadway debut in August 2015, people can’t get enough of it. They’re paying upwards of $500 for crappy seats, and close to $3,000 for good ones. It won a Pulitzer, a Grammy and 11 Tony Awards. Its composer and original star, Lin-Manuel Miranda, is now a celebrity.
In other words: People are listening to this stuff.
There’s a reason why we love TV courtroom dramas. Beyond the shocking objections and confessions, it seems like there’s constant screentime for strong, powerful arguments.
As marketers, that last part is especially exciting. Whether we know it or not, we are unabashed nerds for all things negotiation — and it’s a skill that all of us should master.
When you listen to someone speak, are you really listening to them … or are you listening to the voice in your head?
Hearing someone and listening to someone are two very different things. It’s all too common for people to wait for their turn to speak or think about what to say next instead of truly listening to someone.
Whether we realise it or not, our brains are wired to pay more attention to a select handful of voices in a crowd. It might be a celebrity setting a new fashion trend, a business leader announcing a new viewpoint on company culture, or a brand unveiling new innovative product designs.
If it’s an area we’re interested in, we automatically listen to some voices more than others.
Technically, your boss owns your professional time. That means it’s perfectly within her rights to reprioritize what you’re working on if she thinks doing so is the best thing for the team.
But even good bosses can have a hard time understanding what’s being sacrificed when they assign new tasks and projects.
Tragedy. Illness. Job or relationship problems. We all go through tough times at one point or another. It’s unfortunate, but it’s inevitable.
What sets us apart, then, is how we recover from the bad things life throws our way. When you experience a negative event in your life, how do you react? What strategies do you use to heal, grow, and move on?