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Let Your Work Do the Bragging for You?

March 26, 2020 By Nagesh Belludi 1 Comment

From American clergyman Madison C. Peters‘s Wit and Wisdom of the Talmud (1900):

All the other rivers said to the Euphrates: “Why is the current of thy water not heard at a distance?”

The Euphrates replied: “My deeds testify for me. Anything sown by men at my shores will be in full bloom within thirty days.”

The rivers then addressed the Tigris: “Why is the current of thy waters heard at a distance?”

“I must direct the attention of the people to me by my tumultuous rapidity,” the Tigris replied.

The moral: The less the merits of a person are, the more he will feel urged to proclaim them to the public.

If you know that you’re great, you shouldn’t feel a strong need to tell anyone about it. “It is always the secure who are humble,” noted the English writer, philosopher G. K. Chesterton in his insightful essay “In Defense of Humility,” included in The Defendant (1901.)

Your Good Work Should Speak for Itself, But …

Reminding that there is nothing that says more about its creator than the work itself, the Canadian entrepreneur Matshona Dhliwayo has said,

Let your work speak for itself:
If poor, it will remain silent.
If average, it will whisper.
If good, it will talk.
If great, it will shout.
If genius, it will sing.

Your feelings of self-esteem and self-confidence hinge on being able to take pride in your achievements. However, be mindful of the thin line between confidence and conceit—confidence is believing in yourself, but conceit is bragging about yourself.

Unfortunately, in the current world of work, it pays to promote yourself—you must speak up about your accomplishments because no one else is going to do it for you.

Use your work to lead others to view you favorably—but beware, nobody likes blatant braggarts. If other people sense that you’re trying too hard to blow your own horn, they’ll be turned off, and you’ll achieve the opposite of your intended effect on them. This is especially true if the attributes you’re trying to flaunt aren’t the ones that interest the others.

With competition more intense than ever before, what really matters is “who knows you” and “what they know about you” than about “whom you know.”

Do more than is asked. Deliver more than is expected. Show up where the action is. And make a show of your work.

As the boxing legend Muhammad Ali once declared, “It’s not bragging if you can back it up.”

Wondering what to read next?

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  3. How You Can Make the Most of the Great Resignation
  4. The #1 Cost of Overwork is Personal Relationships
  5. Transient by Choice: Why Gen Z Is Renting More

Filed Under: Career Development, Effective Communication Tagged With: Career Planning, Parables, Personal Growth, Persuasion, Work-Life, Workplace

Some Lessons Can Only Be Learned in the School of Life

November 19, 2019 By Nagesh Belludi Leave a Comment


How Anil Ambani Learned the Ropes of Doing Business in India

In the Fall of 1982, Anil Ambani, scion of one of India’s wealthiest family, returned home to Mumbai, then Bombay, after attending the University of Pennsylvania’s Wharton School.

Anil had fast-tracked through his two-year MBA program in less than 15 months.

He met up with his father Dhirubhai Ambani and announced, “Look, Dad, I’ve become an MBA, and I’m going to take a break since I worked hard. I will see you in the New Year.”

Dhirubhai asked, “I am very happy and delighted that you accomplished this. Since I did not go to any formal school or college, I do not have any degree, why don’t you tell me, from your learning at Wharton, what does an MBA stand for?”

Smug and self-satisfied, Anil replied, “That’s simple. Master of Business Administration.”

Dhirubhai countered, “An MBA represents Manē Badhā Āvō che,” (Gujarati for “I am know all.”) He explained,

You are entering India, and you need to Indianize your MBA … at Wharton School, did they teach you about customs duties, excise duties, income tax, sales tax, Parliament?

Do you know about a zero-hour question, a call-attention motion, and the difference between a starred question and an unstarred question in the Indian Parliament?

If you don’t get to know all these things, let me assure you, all your formal education is not going to help you. You need your practical Indian MBA. And I am going to create that learning environment for you so that you can get the exposure.

A formal education doesn’t necessarily teach you everything about how to navigate the real world

Dhirubhai Ambani, the prototypical crony capitalist that he was, was highlighting the importance of learning the ways and means of doing business in pre-liberalization India.

One must note that Ambani’s extraordinary rags-to-riches story was a blend of cunning, street smartness, audacious risk-taking, and an unparalleled knack for bending the rules through powerful politicians and bureaucrats. As controversial as he was, Ambani must be understood in the socio-political context of India’s post-Independence industrial milieu. He artfully exploited the opportunities those times offered.

Idea for Impact: Formal education cannot complete the kind of real-world operative skills that you need

If you’re truly serious in your desire to get ahead in business, you will need a broader grasp of your chosen discipline than you can get from formal education.

  • Look, listen, learn. Every industry, company, organization, and team has its own culture. Spend time observing the winners: what does success look like? Who holds power, and how are they persuaded? What are the traits of people who get ahead? Emphasize developing skills in line with the winners.
  • Develop a network of people who can potentially lend a hand or bail you out of a jam. Invest in the people who will listen to your ideas and support your ambitions. Get to know peers at all levels to build a support base. Any person may have the knowledge and the allegiances that they can put to work for you if they’re so inclined.
  • Discover how to make the most of the circumstances you’re dealt with. Don’t manipulate others for your own devices in a Machiavellian sense—although, occasionally, you may need to use duplicity for respectable purposes, i.e. where certain ends can justify certain means.

Remember, the political payoff for fostering and nurturing relationships, and for developing a vast reservoir of skills and experiences, may take months, years, or even decades.

Wondering what to read next?

  1. Five Ways … You Could Elevate Good to Great
  2. Before Jumping Ship, Consider This
  3. Don’t Use Personality Assessments to Sort the Talented from the Less Talented
  4. Five Questions to Keep Your Job from Driving You Nuts
  5. “Follow Your Passion” Is Terrible Career Advice

Filed Under: Career Development, Sharpening Your Skills Tagged With: Attitudes, Career Planning, Employee Development, Getting Ahead, Job Transitions, Learning, Mentoring, Personal Growth, Role Models, Thinking Tools, Winning on the Job

Don’t Use Personality Assessments to Sort the Talented from the Less Talented

October 25, 2018 By Nagesh Belludi Leave a Comment

Personality assessments have featured in personality development and career counseling for almost a century. Myers-Briggs Type Indicator (MBTI) and other tests form the basis for helping people deal with conflict, understand team interplay, outline career search, sharpen decision-making skills, and cope with stress.

Personality Assessments Cannot Predict Performance

Even as their use has grown significantly over the last two decades, personality assessments—including strengths inventories, and emotional intelligence assessments—have been criticized at length:

  • An individual’s personality cannot be summed up by a personality assessment. Individuality is described best by continuous (not discrete), normally-distributed attributes. For example, the MBTI Step I classification of individuals into 16 categories (or 4 dichotomies from Carl Jung‘s book Psychological Types (1921)) does not encapsulate the full range of personality variance.
  • An individual’s behavior cannot be limited to one side of a dichotomy. For instance, every person can be outgoing and assertive in the external world (extraversion,) while requiring time for some contemplation (introversion).
  • Many academic studies question the tests’ predictive validity and poor reliability. Moreover, personality assessments have poor test-retest consistency. Test takers have been shown to change at least one dichotomy when they take the MBTI Step I survey a second time.
  • Personality assessments can initiate confirmation bias (“Barnum Effect”)—the test scores are self-fulfilling because people tend to behave in ways that are predicted for them. In other words, a person who learns that he or she is “outgoing” according to MBTI may behave that way.
  • Personality tests are decidedly fakeable, especially when used to evaluate future career opportunities. All personality assessments are contingent on a degree of honesty, but MBTI test-takers are often motivated to match up to extraverted, sensing, thinking, and judging (ESTJ) proclivities in the modern organization.
  • Assessments are regularly offered as universally applicable. Not only do they tend to mirror the biases of the test developers, but also they are skewed in preference of the social groups the developer studied.

Personality Assessments are Starting Points for Change, Not a Predictor of the Outcome

Academics have long acknowledged the previously mentioned criticisms of personality assessments. They’ve argued fruitfully that many of the criticisms should be directed to how HR practitioners understand personality tests and use them in the development arena.

MBTI and many other personality assessments were never intended to sort the talented from the less talented. They are designed for the individual who takes the assessment, and not for the HR practitioner. In other words, personality assessments were designed to help individuals discover their underlying preferences regarding learning styles, problem-solving styles, self-awareness, ethical inclinations, emotional intelligence, and stress management.

Intended for Increasing Self-awareness, Not Appraisal

On the contrary, HR practitioners tend to interpret test scores speciously to gauge behavior, rather than as pointers of categorical preferences. Besides, HR practitioners often fail to factor in the test-takers’ past and current environmental influences.

And then there’s the risk of people being pigeonholed or pushed into a particular course regardless of his or her preferences. HR practitioners and career counsellors who put too much emphasis on personality assessments may compartmentalize people into rigid categories. This flies in the face of a central tenet of the MBTI premise—that individuals could choose to act against their preferred type if the occasion demands it. People’s attitudes and behaviors often change over time because of emotional experiences or socialization into specific work and social cultures.

Idea for Impact: Use Personality Assessments to Facilitate Self-Awareness, Not for Categorization or as Predictors of Achievement

If you’re a manager or a HR practitioner, don’t use personality assessments to categorize people or as predictors of achievement. Encourage people to take personality tests, but help them interpret these pieces of data about themselves—only they could make sense of test results in the context of their life history, social environment, and ambitions for career and life.

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  5. What’s Next When You Get Snubbed for a Promotion

Filed Under: Career Development, Leading Teams, Managing People, Mental Models Tagged With: Career Planning, Employee Development, Hiring, Job Search, Job Transitions, Managing the Boss, Mentoring, Personal Growth, Winning on the Job

Writing Clearly and Concisely

February 13, 2018 By Nagesh Belludi Leave a Comment

In my judgment, most books should be booklets, most booklets essays, most essays articles, most articles paragraphs, and most paragraphs should be statements.

It is far more important to write well than most folks realize. Writing not only communicates ideas, it also generates them—in the minds of both the author and the reader.

Effective Writing is a Lifelong Pursuit

One of my 2018 goals is to peruse two classic texts on writing clearly and concisely: William Strunk and E.B. White’s The Elements of Style (1918) and William Zinsser’s On Writing Well: The Classic Guide to Writing Nonfiction (1980.)

'The Elements of Style' by Strunk & White (ISBN 1940177480) Strunk and White affirm that brevity is the essence of good writing in these three sentences:

Vigorous writing is concise. A sentence should contain no unnecessary words, a paragraph no unnecessary sentences, for the same reason that a drawing should have no unnecessary lines and a machine no unnecessary parts. This requires not that the writer make all his sentences short, or that he avoid all detail and treat his subjects only in outline, but that every word tell.

Succinctness, simplicity, and humanity are also dominant objectives in William Zinsser’s On Writing Well.

Look for the clutter in your writing and prune it ruthlessly. Be grateful for everything you can throw away. Re-examine each sentence you put on paper. Is every word doing new work? Can any thought be expressed with more economy? Is anything pompous or pretentious or faddish? Are you hanging on to something useless just because you think it’s beautiful? Simplify, simplify.

'On Writing Well' by William Zinsser (ISBN 0060891548) On Writing Well is a celebrated guide to concise, unmistakable, and well-crafted writing. The book has sold several million copies worldwide, and is a required reading at many a university course.

Good writing doesn’t come naturally, though most people seem to think it does … Writing is hard work. A clear sentence is no accident. Very few sentences come out right the first time, or even the third time. Remember this in moments of despair. If you find that writing is hard, it’s because it is hard.

Zinsser’s central premise is that good writing is the result of hard work, not inborn talent. The book’s particular strength is in Zinsser’s selection of paragraphs by great writers, and his instruction on how to learn from those writers: “Writing is learned by imitation. If anyone asked me how I learned to write, I’d say I learned by reading the men and women who were doing the kind of writing I wanted to do and trying to figure out how they did it.”

On Writing Well is a must-read for anyone who writes and desires to his or her prose. Read Derek Sivers’ helpful synopsis of the book.

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  4. Beware of Advice from the Superstars
  5. Book Summary of Oprah Winfrey’s ‘The Path Made Clear’

Filed Under: Career Development, Effective Communication, Sharpening Your Skills Tagged With: Books, Geting Ahead, Learning, Personal Growth, Role Models

Luck is So Much More Important Than We Acknowledge

October 20, 2017 By Nagesh Belludi 1 Comment

As I’ve grown older, I’ve learned to appreciate how much of life is the product of chance—that invisible hand of life: when and where you were born, the age you live in, people you meet, the problems and opportunities you face, how you meet your spouse, and so forth.

Much of these are largely outside of your control.

In this context, it’s interesting to think about how some people are born with a pair of aces, never realize it, and squander opportunities handed down to them. As the great philosophers (and Singapore’s Founding Father Lee Kuan Yew) have advised, life is what you make of the cards you’re dealt with—using some talent, courage, and wisdom.

But often, stuff just happens. Some things are simply beyond your control—you can only do your best by focusing on your effort and lowering your expectations of the outcomes of much of what you’ll do in life.

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  4. How to … Identify your Strengths
  5. Five Signs of Excessive Confidence

Filed Under: Belief and Spirituality, Career Development Tagged With: Getting Ahead, Luck, Personal Growth, Social Skills

Become a Smart, Restrained Communicator Like Benjamin Franklin

July 11, 2017 By Nagesh Belludi Leave a Comment

Benjamin Franklin, America’s founding father, statesman, and polymath, was a doyen of the self-improvement movement. His methods for self-mastery are worth taking a serious look at if you’re interested in getting better at anything in life.

In his wonderful Autobiography (1791,) Franklin discusses his once-foolish delight in spinning artful arguments and doggedly winning over his opponents.

Winning an Argument Aggressively is but a Short-term Ego Victory

'The Autobiography of Benjamin Franklin' by Benjamin Franklin (ISBN 1492720941) As a young man, Franklin had a habit of fervently arguing his case in all matters and alienating people around him. He frequently ensnared his challengers with hard-hitting rhetoric:

I found this method safest for myself and very embarrassing to those against whom I used it; therefore I took a delight in it, practis’d it continually, and grew very artful and expert in drawing people, even of superior knowledge, into concessions, the consequences of which they did not foresee, entangling them in difficulties out of which they could not extricate themselves, and so obtaining victories that neither myself nor my cause always deserved.

However, Franklin ultimately recognized that his take-no-prisoners approach of arguing was by no means endearing him to other people. His realized that his brash way of outwitting his challengers had been self-defeating.

Benjamin Franklin, Doyen of the Self-improvement Movement

Arguing, if it is to Be Constructive, Must Be Done Tactfully

In an attempt to develop amenable character traits, Franklin radically improved the way he interacted with others. He let go of all expressions of conceit and bold self-confidence. He stopped using words such as “certainly” and “undoubtedly” in his speaking and replaced them with phrases that signified personal opinions—for instance, “It appears to me, or I should think it so or so for such & such Reasons, or I imagine it to be so, or it is so if I am not mistaken.”

I continu’d this method some few years, but gradually left it, retaining only the habit of expressing myself in terms of modest diffidence; never using, when I advanced any thing that may possibly be disputed, the words certainly, undoubtedly, or any others that give the air of positiveness to an opinion; but rather say, I conceive or apprehend a thing to be so and so; it appears to me, or I should think it so or so, for such and such reasons; or I imagine it to be so; or it is so, if I am not mistaken. This habit, I believe, has been of great advantage to me when I have had occasion to inculcate my opinions, and persuade men into measures that I have been from time to time engag’d in promoting; and, as the chief ends of conversation are to inform or to be informed, to please or to persuade, I wish well-meaning, sensible men would not lessen their power of doing good by a positive, assuming manner, that seldom fails to disgust, tends to create opposition, and to defeat every one of those purposes for which speech was given to us, to wit, giving or receiving information or pleasure. For, if you would inform, a positive and dogmatical manner in advancing your sentiments may provoke contradiction and prevent a candid attention. If you wish information and improvement from the knowledge of others, and yet at the same time express yourself as firmly fix’d in your present opinions, modest, sensible men, who do not love disputation, will probably leave you undisturbed in the possession of your error. And by such a manner, you can seldom hope to recommend yourself in pleasing your hearers, or to persuade those whose concurrence you desire. [Alexander] Pope says, judiciously:

“Men should be taught as if you taught them not,
And things unknown propos’d as things forgot;”

farther recommending to us

“To speak, tho’ sure, with seeming diffidence.”

Learn to Resolve Important Issues through Sensible Discourse

'How to Win Friends & Influence People' by Dale Carnegie (ISBN 0671027034) Franklin realized that this measured conversation and gentler interactions was helpful in preventing conflicts and softening resistance in those he wanted to influence. He writes, “This Habit, I believe, has been of great Advantage to life, when I have had occasion to inculcate my Opinions & persuade Men into Measures I have been from time to time engag’d in promoting.”

This rule of skilful conversation and interpersonal relationships later became one of the foundational principles in Dale Carnegie’s masterful self-help manual How to Win Friends and Influence People—specifically, that our ticket to success in life is the ability to make others feel good about themselves.

Persuasion is Not About Outmaneuvering Others and Proving Them Wrong

The ability to communicate effectively, plead your case, and influence others is one of the most useful skills for succeeding in the modern world.

  • Learn to resolve important issues through sensible and mindful discourse.
  • Be assertive where you must, but never aggressive.
  • Be open-minded, understand the other person’s perspective, and keep your emotions under control.
  • Never insult, disgrace, or cause the other person to lose face.

Views, opinions, and judgments can differ, and these can and should be discussed civilly. However, to debate such differences vigorously so as to cause bad feelings toward is not necessary and is almost always counterproductive.

Idea for Impact: Arguing for the sake of deciding a winner is never constructive. When an argument starts, persuasion stops.

Wondering what to read next?

  1. How to Mediate in a Dispute
  2. How to … Deal with Less Intelligent People
  3. The Problem with Hiring Smart People
  4. When One Person is More Interested in a Relationship
  5. The High Cost of Winning a Small Argument

Filed Under: Effective Communication, Great Personalities, Mental Models, Sharpening Your Skills Tagged With: Communication, Conflict, Getting Along, Mindfulness, Negotiation, Personal Growth, Persuasion, Skills for Success, Wisdom

Before Jumping Ship, Consider This

July 7, 2017 By Nagesh Belludi Leave a Comment

Dissatisfied with your job? Considering jumping ship? There’s no guarantee your next job will be any better. Many people who jump ship in frustration run into the same problems that were an obstacle with previous employers.

Consider working on a solution before trying to jump ship. Try to discuss your future with your boss.

  • Examine your motivations. Insist on realism. Do you have clear goals and priorities? Step back and assess what’s happening in your career journey. Don’t have unrealistic assumptions.
  • Start with a plan. What specifically are you seeking to make your job better? How can you get it? If you feel your career has become stagnant, realize that people who stay in one function or one industry may move up quickly in the beginning of their careers but often reach a ceiling later when they become too specialized.
  • Be brutally candid with yourself. Make sure you’re capable of handling the roles and responsibilities you’re seeking. Determine if they’re available.
  • Meet formally with your boss to discuss your plan. Take the initiative to lead the discussion; unlike at a performance review, here you drive the discussion.
  • During the meeting, ask your boss to evaluate your skills and your potential. Hear him out. Use active listening—repeat what he said to make sure you understand each other.
  • Give the boss your perspectives after hearing his. Don’t be confrontational. Try to cooperate. Think before you respond: reacting too quickly will set your boss on the defensive and guarantee an argument.
  • Once you’ve agreed upon a solution, do everything to progress it. Example: One woman wanted to be reassigned to her company’s trade sales unit. At her own initiative, she attended her industry’s trade shows, developed contacts, and learned what was necessary to succeed in sales and marketing.
  • Don’t expect quick action: changes take a little time. Perhaps you may be happier with a lateral move: many people think that careers should follow an upward trajectory. In fact, most jobs transitions don’t entail a promotion. Most successful careers involve a mix of lateral and upward movement.

Idea for Impact: Try to ask for honest feedback about what’s holding you back from a promotion. You’ll find it easier to tackle career frustrations in a familiar environment at your current employer rather than at a new company where you’ll be under pressure to learn the ropes and produce results quickly.

Wondering what to read next?

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  2. Five Questions to Keep Your Job from Driving You Nuts
  3. Some Lessons Can Only Be Learned in the School of Life
  4. What Every Manager Should Know Why Generation Y Quits
  5. What’s Next When You Get Snubbed for a Promotion

Filed Under: Career Development, Sharpening Your Skills Tagged With: Career Planning, Employee Development, Job Search, Job Transitions, Managing the Boss, Mentoring, Personal Growth, Winning on the Job

The #1 Cost of Overwork is Personal Relationships

February 24, 2017 By Nagesh Belludi Leave a Comment

Is your career ruining your relationships?

There’s an old adage that no one ever said on his/her deathbed, “Gee, I wish I’d put more time in at the office.” Still, modern corporate life demands high-level performance for sustained periods.

Work has a tendency to capture people’s lives, leaving them out of focus and out of balance. Many people are working longer hours, often to the point of overlooking their individual needs: family, health, fitness, and home.

Personal relationships are often the first casualties of overwork. Hard workers are often in denial about the deterioration of their relationships. They unhesitatingly offer one of the many excuses that society seems to have sanctioned for overwork: “need to send the kids to private school,” “boss demands it,” “we’re experiencing quality problems and I’m making a good impression by firefighting”, “I’m keeping more patients alive,” and so forth. They are often the last to notice that their personal relationships are suffering.

As I mentioned in my article on willpower, many marriages go bad when stress at work is at its worst. This “muscle metaphor” for willpower, on a day-to-day basis, people use up all their willpower on the job; their home lives suffer because they give much to their work.

The time you do spend with your families can be more meaningful

'You Cant Predict a Hero' by Joseph Grano (ISBN 0470411678) Joe Grano, CEO of business consulting firm Centurion Holdings, used to work six days a week and almost every night. After years of slogging on Wall Street, his personal relationships worsened. Discussing how his ambition and long work hours led to his divorce (he had two daughters with his wife) in You Can’t Predict a Hero, Grano writes,

All successful, ambitious people are personally selfish to some degree. This goes beyond just the desire to pursue your self-interest in carving up the power and money in business. You can’t work the long hours that success requires and can’t set the individualistic priorities that ambition dictates without stealing somewhat from your loved ones. Some may think that a selfish perspective is rationalized with the rewards of money and prestige. Perhaps. But what if your loved ones don’t really care as much for those material rewards as you do? The truth is that successful people do what they do because they love doing it. The career is their passion, their mistress. It’s the adrenaline that drives their metabolism. The drive to spend those long hours working is as essential a part of their genetic makeup as is their DNA.

…

If you’re going to become a successful leader, you need to reconcile yourself to your own selfishness, not just the selfishness of others. Many of your peers will spend more time with their families than you do with yours. Finally, accept that the psychic rewards that come from your ambition and eventual success, while satisfying to you, may mean much less, if anything at all, to your loved ones. This is one of the prices of success. You’ll need to sacrifice on the amount of time you spend with your loved ones. Compensate by not sacrificing on the quality of that time.

Idea for Impact: Success doesn’t come without a price; neither does failure. With every choice comes consequences

What people really want and need is not work-life “balance,” but to live deeply satisfying lives both personally and professionally. The trick is a personal choice—to become more conscious of what and who matter most, and then to create the life you want.

Work-life balance isn’t so much about balance as it is about setting and living priorities. Remember, with every choice comes consequences.

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  4. Why You Can’t Relax on Your Next Vacation
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Filed Under: Career Development, Living the Good Life, Sharpening Your Skills Tagged With: Balance, Career Planning, Happiness, Personal Growth, Relationships, Stress, Work-Life

A Little Known, but Powerful Technique to Fast Track Your Career: Theo Epstein’s 20 Percent Rule

February 3, 2017 By Nagesh Belludi Leave a Comment

Lessons on Career Advancement from 43 Year-old Chicago Cubs President Theo Epstein

Theo Epstein (b.1973), president of baseball operations for the Chicago Cubs, has thus far had a stellar career as a sports executive.

As a freshman at Yale, Epstein was assertive enough to flaunt his role as a sports editor for the Yale student newspaper. After cold-contacting many professional sports teams to express interest in working for them, he grabbed the attention of a Yale alumnus at the Baltimore Orioles. This stroke of luck led to three consecutive summer-internships at the Orioles with increasing responsibilities.

After graduating from Yale with a degree in liberal arts, Epstein joined the Orioles full-time as a public relations assistant. His ingenuity caught the eye of Orioles President-CEO Larry Lucchino, who took Epstein under his wings. When Lucchino became team president of the San Diego Padres, he took Epstein and made him director of player development.

At Lucchino’s suggestion, Epstein also attended law school full-time whilst working 70 hour-weeks at the Padres. At that time, nobody on the small Padres’ management team had a law degree. By going to law school and getting a Juris Doctor degree, Epstein could help review players’ contracts. “Getting that seat at the table gave me the opportunity to be involved, and then my responsibilities grew from there,” he once recalled.

At age 28, Epstein moved again with Lucchino and joined the Boston Red Sox as general manager. In doing so, he became the youngest general manager in the history of Major League Baseball. Ten years later, in 2011, Epstein became president the Chicago Cubs.

At both the Red Sox and the Chicago Cubs, Epstein intelligently used complex statistical analytics to oversee the teams’ curse-breaking championships. In 2004, Epstein supervised the Red Sox’s sixth World Series Championship and ended their 86-year drought. And in 2016, when, under Epstein’s presidency, the Chicago Cubs finally won the World Series Championship 108 years after the previous time they did, their triumph ended the longest drought in professional sports.

Theo Epstein’s 20 Percent Rule: Undertake Your Boss’s Less Glamorous Responsibilities

In a recent interview (22:31-minute mark in this “The Axe Files” podcast) with the University of Chicago’s David Axelrod, Epstein revealed a career advancement technique that helped fast-track his career at the Orioles, the Padres and the Red Sox:

Whoever your boss is, or your bosses are, they have 20 percent of their job that they just don’t like … So if you can ask them or figure out what that 20 percent is, and figure out a way to do it for them, you’ll both make them really happy, and improve their quality of life and their work experience. And also gain invaluable experience for yourself. If you do a good job with it, they’ll start to give you more and more responsibility.

Idea for Impact: Those Who Raise Their Hands Climb the Ladder Faster

Human nature is such that everyone likes to do what he/she likes and not what should be done. If you can determine those aspects of your boss’ job that she hates and volunteer to help her with those responsibilities, you can expand your job’s horizons.

When you can seize such opportunities to raise your hand and sign up for tasks and responsibilities that aren’t particularly attractive, you not only learn by way of broader experiences and gain confidence, but also become more visible to management and situate yourself for a promotion. As I’ve written previously, before you can be seen as eligible for promotion, you should have demonstrated competence in doing a part of the new job you aspire to.

Seek out projects, prove that you’re eager and able to go the extra mile, and gain valuable face time with top executives.

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  2. How to Improve Your Career Prospects During the COVID-19 Crisis
  3. How You Can Make the Most of the Great Resignation
  4. Five Questions to Keep Your Job from Driving You Nuts
  5. Before Jumping Ship, Consider This

Filed Under: Career Development, Sharpening Your Skills Tagged With: Career Planning, Leadership Lessons, Managing the Boss, Personal Growth

Beware of Advice from the Superstars

October 4, 2016 By Nagesh Belludi 1 Comment


Steve Jobs’s Eschewal of Market Research

Apple’s Steve Jobs said in a 1985 interview, “We built [the Mac] for ourselves. We were the group of people who were going to judge whether it was great or not. We weren’t going to go out and do market research.”

Twelve years later, he famously told BusinessWeek: “It’s really hard to design products by focus groups. A lot of times, people don’t know what they want until you show it to them.”

Throughout his illustrious career, Jobs eschewed market research and relied on his intuition. The aforementioned two quotes have become as legendary as the highly opinionated man himself. Reiterating Steve Jobs’ talent to see the needs of consumers before they themselves could, Apple’s Chief Design Officer and co-creator of Apple’s iconic products Jonathan Ive stated, “We don’t do focus groups—that is the job of the [product] designer. It’s unfair to ask people who don’t have a sense of the opportunities of tomorrow from the context of today to design.”

Take Away: Alas, many people who venerate Jobs have taken his message as a pretext to downplay the need for consumer research. Jobs may be correct, but his assertion is perhaps confined to the kind of pioneering products and services he introduced at Apple and Pixar. Most people who claim to be inspired by this lesson from Jobs’s career neither work in the narrow consumer electronics domain nor have their hero’s brilliant intuition and an extraordinarily gifted creative team to sidestep market research and customer input.

Stephen King’s Disdain for Outlines in Writing

'On Writing A Memoir of the Craft' by Stephen King (ISBN 1439156816) In the bestseller On Writing, celebrated American author Stephen King famously states that he never uses an outline to organize his thoughts. He describes the routine of outlining as “the good writer’s last resort and the dullard’s first choice. The story which results from it is apt to feel artificial and labored. … I don’t take notes; I don’t outline, I don’t do anything like that. I just flail away at the goddamn thing.” King advised other writers to keep from using outlines.

Take Away: Legions of King’s fans assumed that since this technique works so well for him, it must work for them too. Alas, they were mistaken: they aren’t as talented as him and cannot work without generating a detailed outline for a road map of creative writing. What works for writers—amateurs and professionals—is the advice of Terry Brooks, another famous American author, who wrote in his Sometimes the Magic Works, “Perhaps the best reason of all for outlining is that it frees you up immeasurably during the writing process to concentrate on matters other than plot.”

Sheryl Sandberg’s Privileged Work-Life Balance

'Lean In' by Sheryl Sandberg (ISBN 0385349947) Facebook’s Sheryl Sandberg wrote a prominent career advice book and feminist manifesto called Lean In. Sandberg urges women to fight for gender equality and be assertive to achieve career success.

Sandberg’s writing has been criticized for being out of touch with the reality that most women face. She establishes much of her “you-can-do-it-too” counsel on her own experience as a successful woman who’s balanced her career and family through high profile jobs at Google and Facebook.

Take Away: Few people come from as privileged a socio-economic background as Sandberg to obtain two Harvard degrees, get an illustrious mentor at college, work on prestigious research projects at the World Bank, and acquire hundreds of millions of personal wealth by their mid-careers. Few women can aspire to be as fairy-tale affluent, talented, and privileged as Sandberg. Few can afford to hire assistants and domestic help to help balance the demands of personal and professional life. Few people have the benefit of working in the upper echelons of progressive corporate environments such as those at Google and Facebook that make it as conducive to “lean in” like her.

What Worked for Them Won’t Work for You

If you read about how successful people get successful, remember that the career advice that works for the superstars is not necessarily what will work for most ordinary folks. So, don’t be misled by their “it worked for me” advice.

If a specific technique worked for Steve Jobs, Stephen King, Sheryl Sandberg, or anybody else who gives you advice, don’t assume it will work for you too. Alas, you are likely not as naturally brilliant, gifted, endowed, or disposed as they are. Neither are you as privileged to have access to the resources they can tap into.

In addition, in giving advice, superstars tend to understate—perhaps intentionally—the role that circumstances played in their success. On balance, much of success in life is a product of luck—being at the right time, at the right place, with the right people. Alas, what worked in their circumstances may not work in yours.

The Buddha taught prudence in such matters. He asked disciples to do what he taught only if it worked in the context of their own lives. He encouraged disciples to listen to his ideas, mull them over, try out what made sense, subsequently adapting what worked, and discarding what did not work.

The best way to educate yourself is by exposing yourself to a variety of success principles. Observe the top performers in your field. Then, identify, emulate, and adapt their effectiveness techniques to your circumstances. (See my previous article.)

Idea for Impact: Expose yourself to many success principles and consider what qualities, attributes, mental models, or approaches to life you may want to assimilate into who you are, even in part. Don’t expect to blatantly imitate a hero and expect the same outcomes: BE YOURSELF.

Wondering what to read next?

  1. Five Ways … You Could Elevate Good to Great
  2. Book Summary of Oprah Winfrey’s ‘The Path Made Clear’
  3. The Truth about Being a Young Entrepreneur
  4. Some Lessons Can Only Be Learned in the School of Life
  5. Writing Clearly and Concisely

Filed Under: Sharpening Your Skills Tagged With: Learning, Personal Growth, Role Models, Skills for Success, Steve Jobs

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About: Nagesh Belludi [hire] is a St. Petersburg, Florida-based freethinker, investor, and leadership coach. He specializes in helping executives and companies ensure that the overall quality of their decision-making benefits isn’t compromised by a lack of a big-picture understanding.

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