The difficulty of quitting
In my life, I can count the number of times I’ve quit a job with no notice and a “shove it” note on one finger. I was accidentally included in an email from a boss who made a cruel comment about me. It was one in a long chain of abusive statements toward me and everyone else. I had worked enough 90 hour weeks for this man, so I printed out the email, circled his statement, wrote “ADIOS” in red Sharpie, handed it to him, and walked out that minute. I was immediately hired to be the Marketing Director at a real estate firm, and then began working here, so it all worked out for the best.
I have no regrets. If you’ve ever seen The Devil Wears Prada, you’ll understand my plight. He deserved it. But not all bosses deserve a nasty red sharpie note, but it happens regardless.
When Errol Samuelson, former president of realtor.com and Chief Strategy Officer at Move, Inc. left to become Zillow’s Chief Industry Development Officer, it appeared to me to be a red Sharpie note to the ol’ boss, but instead of handing it to him personally, he called it in. I’ve been pondering the timing of the departure and what it means for the industry.
The timing of Samuelson quitting
We had known for some time that Move would be in an investor’s meeting all day on Wednesday, an event that everyone knows does not permit interruptions. Steve Berkowitz, CEO of Move, Inc. told us that while Samuelson was not expected to be in the day-long meeting, he was aware of it. Additionally, Berkowitz said that he had a standing appointment with Samuelson on Thursday in person to go over his 2013 objectives and review his 2014 goals. In other words, he quit the day before he had to meet with the boss to discuss his performance.
These two facts confirm to me that the timing was choreographed purposely. Was this designed to hurt Move’s chances with investors or hurt their stock? “That can’t be determined,” Berkowitz told us. He tells us that while in the investor meeting, he ignored a call from human resources, then the legal department, and realized something was afoot when his Chairman rang his cell phone – he stepped out, learned the news, and called Samuelson.
In less than a minute, Berkowitz says he congratulated Samuelson, asking only that they hold off on announcing the departure for 24 hours. Within the hour, Zillow published a well crafted press release on the subject. Berkowitz is keeping a positive outlook, noting that “business is business,” but quitting in this manner is nowhere on par with my red Sharpie note, and it seems to violate basic business ethics, particularly given the fact that every Move, Inc. strategy in Samuelson’s brain has gone to Zillow who one Move, Inc. insider opined is “known for their drama,” particularly with the timing of press releases, lawsuits, and the like.
A slight change in tone
Berkowitz’s statements have been extremely courteous so far, but we noticed a slight change in the tide when he asserted to us that Samuelson “was privvy to the strategy, but was not involved in the day to day operations. We won’t miss a beat at all.”
Although the feeling inside of Move, Inc. seems to be that Samuelson burnt a bridge, the overriding feeling is that it was completely unnecessary.
Berkowitz echoed a feeling we had here at AG, noting that Samuelson was one of the most outspoken critics of Realtor.com competitors, and to see that change overnight is like a Republican becoming Democrat with no explanation.
Moving forward, Berkowitz noted that their “direction is solid,” their “value is strong,” and that they will continue to live up to the promises they make. He opines that their current team is extremely strong, and that combined, they have more industry experience than any of their competitors. They have restructured Samuelson’s role, and recent promotions will take care of the company strategy, which Berkowitz notes he has always driven, no matter who reported to him.
“People’s actions define them.”
Berkowitz says that this departure has him concerned for the industry. “Remember this: people’s actions define them.”
One topic Berkowitz sidestepped was the reaction of the National Association of Realtors, simply leaving it at the fact that Samuelson was privvy to their strategies as well (which we can imagine they’re likely somewhat annoyed by).
My interactions with Samuelson have always been positive, so I was surprised at the choreography of this departure, and I do think that Zillow has one hell of an industry leader in their midst, but climbing the wall and kicking down the ladder behind him seems unnecessary, and although Berkowitz wouldn’t say it, I will – this feels designed to hurt Move, Inc. in favor of Zillow. From where I stand, it didn’t have to be that way, and it actually hurts Zillow’s relationship with NAR, informed brokers, and informed agents who butter their bread.
Serial procrastinator? Check your mental energy, not time management
(EDITORIAL) Need a hack for your time management? Try focusing on your mental energy management.
Your author has a confession to make; as a “type B” personality who has always struggled with procrastination, I am endlessly fascinated by the topic of productivity and “hacking your time.”
I’ve tried most of the tricks you’ve read about, with varying degrees of success.
Recently, publishers like BBC have begun to approach productivity from a different perspective; rather than packing days full of to-do items as a way to maximize time, the key is to maximize your mental energy through a different brand of time management.
So, why doesn’t time management work?
For starters, not all work time is quality time by nature. According to a study published at ScienceDirect, your average worker is interrupted 87 times a day on the job. For an 8-hour day, that’s almost 11 times per hour. No wonder it’s so hard to stay focused!
Second, time management implies a need to fill time in order to maximize it.
It’s the difference between “being busy” and “being productive.”
It also doesn’t impress your boss; a Boston University study concluded that “managers could not tell the difference between employees who actually worked 80 hours a week and those who just pretended to.” By contrast, managing your energy lets you maximize your time based on how it fits with your mental state.
Now, how do you manage your energy?
First, understand and protect the time that should actually go into deep, focused work. Studies continually show that just a few hours of focused worked yield the greatest results; try to put in longer hours behind that, and you’ll see diminishing returns. There’s a couple ways you can accomplish this.
You can block off time in your day dedicated to focused work, and guard the time as if it were a meeting. You could also physically retreat to a private space in order to work on a task.
Building in flexibility is another key to managing your energy. The BBC article references a 1980s study that divided students into two groups; one group planned out monthly goals, while the other group planned out daily goals and activities. The study found the monthly planners accomplished more of their goals, because the students focusing on detailed daily plans often found them foiled by the unexpected.
Moral of the story?
Don’t lock in your schedule too tightly; leave space for the unexpected.
Finally, you should consider making time for rest, a fact reiterated often by the BBC article. You’ve probably heard the advice before that taking 17 minute breaks for every 52 minutes worked is important, and studies continue to show that it is. However, rest also includes taking the time to turn your brain off of work mode entirely.
The BBC article quotes associated professor of psychiatry Srini Pillay as saying that, “[people] need to use both the focus ad unfocus circuits in the brain,” in order to be fully productive. High achievers like Serena Williams, Warren Buffet and Bill Gates build this into their mentality and their practice.
Embracing rest and unfocused thinking may be key to “embracing the slumps,” as the BBC article puts it.
In conclusion, by leaving some flexibility in your schedule and listening to your body and mind, you can better tailor your day to your mental state and match your brainpower to the appropriate task. As someone who is tempted to keep a busy to-do list myself, I am excited to reevaluate and improve my own approach. Maybe you should revisit your own systems as well.
6 skills humans have that AI doesn’t… yet
(OPINION / EDITORIAL) It’s not unreasonable to be concerned about the growing power and skill of AI, but here are a few skills where we have the upper hand.
AI is taking over the workforce as we know it. Burgers are already being flipped by robotic arms (and being flipped better), and it’s only a matter of time before commercial trucks and cars will be driven by robots (and, probably, be driven better).
It may feel unnerving to think about the shrinking number of job possibilities for future humans – what jobs will be around for humans when AI can do almost everything better than we can?
To our relief (exhale!), there are a few select skills that humans will (hopefully) always be better at than AI. The strengths that we have over AI fall into 3 general categories: Ability to convey emotion, management over others, and creativity.
Let’s break it down: Here are 6 skills that we as humans should be focusing on right now.
Our ability to undertake non-verbal communication
What does this mean for humans? We need to develop our ability to understand and communicate body language, knowing looks, and other non-verbal cues. Additionally, we need to refine our ability to make others feel warm and heard – if you work in the hospitality industry, mastering these abilities will give you an edge over the AI technologies that might replace you.
Our ability to show deep empathy to customers
Unlike AI, we share experiences with other humans and can therefore show empathy to customers. Never underestimate how powerful your deep understanding of being human will be when you’re pitted against a robot for a job. It might just be the thing that gives you a cutting edge.
Our ability to undertake growth management
As of this moment, humans are superior to AI when it comes to managing others. We are able to support organization members in developing their skillsets and, due to our coaching ability, we are able to help others to grow professionally. Take that, AI!
Our ability to employ mind management
What this essentially means is that we can support others. Humans have counseling skills, which means we are able to help someone in distress, whether that stems from interpersonal relationships or professional problems. Can you imagine an AI therapist?
Our ability to perform collective intelligence management
Human creativity, especially as it relates to putting individual ideas together to form an innovative new one, gives us a leg up when competing against AI. Humans are able to foster group thought, to manage and channel it, to create something bigger and better than what existed before. Like, when we created AI in the first place.
Our ability to realize new ideas in an organization
Think: Elevator pitch. Humans are masters of marketing new ideas and are completely in-tune with how to propose new concepts to an organization because, you guessed it, we too are human. If the manager remains human in the future (fingers crossed!), then we know what to say to them to best sell our point of view.
Using what we know, it’s essential for almost all of us to retrain for an AI-driven economy that is most likely just a few years away. My advice for my fellow humans? Develop the parts of you that make you human. Practice eye contact and listening. Think about big pictures and the best way to manage others. Sharpen your mind with practicing creative processes. And do stay up to date with current trends in AI tech. Sooner or later, these babies are bound to be your co-workers.
Your business model doesn’t have to be a unicorn or a camel to succeed
(OPINION / EDITORIAL) It’s not unusual for people to suggest a new business model analogy, but this latest “camel” suggestion isn’t new or helpful.
This year in 2020 I’ve seen a great deal of unique takes on how our system works. From 45 all the way down to children instructing adults on how to wear masks properly. However, after reading this new article published by the Harvard Business Review, I don’t think I’ve ever seen something so out of touch with the rest of the business world. Here’s a brief synopsis on this article on business model.
The author has decided that now of all times it’s drastically important for startups and entrepreneurs to switch their business tactics. Changing from a heavy front-end investment or “startups worth over a billion dollars” colloquially called “Unicorns” to a more financially reserved business model. One he has tried to coin as the “Camel”, using references to the animal’s ability to survive “long periods of time without sustenance, withstand the scorching desert heat, and adapt to extreme variations in climate.”
The author then goes on to outline best practices for this new business plan: “Balance instead of burn”, “Camels are built for the long haul”, “Breadth and depth for resilience”.
Now I will admit that he’s not wrong on his take. It’s a well thought-out adjustment to a very short-term solution. You want to know why I’m sure of that? Because people figured this out decades ago.
The only place that a “Unicorn” system worked was in something like the Silicon Valley software companies. Where people can start with their billions of dollars and expect “blitzscaling” (a rapid building-up tactic) to actually succeed. The rest of the world knows that a slow and resilient pace is better suited for long term investments and growth. This ‘new’ business realization is almost as outdated as the 2000 Olympics.
The other reason I’m not thrilled with this analogy is that they’ve chosen an animal that doesn’t really work well. Camels are temperamental creatures that actually need a great deal of sustenance to survive those conditions they’ve mentioned. It’s water that they don’t need for long periods, once they stock up. They have to have many other resources up front to survive those harsh conditions the article writer mentioned. So by this analogy, it’s not that different than Silicon Valley’s strongly backed “startups.”
If he wanted to actually use the correct animal for this analogy, then he should call it a tortoise business plan. Actually, any type of reptile or shark would work. It would probably be a better comparison in temperament as well, if we’re talking ‘slow and steady wins the race.’ Whatever you do, consider your angle, and settle in for the long haul.
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