3 Burst results for "The Major Business Magazine"
Hello Monday by LinkedIn
"the major business magazine" Discussed on Hello Monday by LinkedIn
"You're thinking about transitioning. Okay, so let's stay on that one second because I think that particularly post pandemic, those of us with any level of social anxiety, feel awkward and anxious about reaching out to people that we don't know well. What is the secret to how to do that well? And where does our confidence come? I mean, honestly, Joanne all respect. You have been the editor of a major business magazine. My brother, who you've never met, is going to take your call. How about our listener who's maybe never done that? Oh, I don't think it matters what your job was. I mean, honestly, people who I've reached out to or who have reached out to me are at all different levels. I think one way to do it, honestly, is to ask someone advice, right? In terms of just asking for a piece of specific advice. I think that a lot of people are very open to that. I think there's a feeling that we like to pay it forward because we think about the people who helped us along the way. And you want to pay it forward. I do think the key is the don't ask something unreasonable. Don't ask for an in person meeting. Don't ask for a letter of recommendation from somebody you don't know. Yeah. And there's one more part to that. I would also say that the key is to learn and this feels very hard, but to learn to take the answer no with the grain of salt. And by that I mean not to disrespect someone who has given the know, but not to take it personally. Right? Yes. I ask you, you don't have time right now. You say no, I am just fine. I am okay. I can continue on in life and ask someone else. I think that is a really, really great point. Because somebody could miss your email or somebody could just be way too busy to be able to respond. And that's not personal to you. And that is something that I think this is something my previous book was that's what she said. And it was about closing the gender gap, and I did a lot of research about women in particular. And this is something that is very common among women, which is we take things really personally if somebody doesn't want to talk to us or doesn't respond to us, we think what's the matter with me and very often there's nothing the matter with you, it's the person whoever you're reaching out to is busy or they miss your email or they got something else going on. We have to be cognizant that the world is not all about us. People are not sitting there in judgment on us. I think an idea think that gender plays a big part in it and even as I say that, I'm just thinking about I've been going back and forth for the last couple of days. There's a podcast I really want to be on and so I emailed the host. We had a back and forth about something else and then I sent him a big long hey and please will you put me on your podcast and here's what I think I can offer and he's ghosted me. Oh. And I spent the first week being like, oh, he doesn't want me on his podcast. But then I spent this week thinking, oh, maybe he gets a 100 million emails a day, or maybe he got a call that his kid was sick at exactly the moment that my email came in, or maybe he just doesn't exactly know what to say, or maybe he hasn't figured out how to say no yet, but the point is I just don't know yet. And so after I'm done here, Joanne, I'm just committing to you now that I'm going to go and email in a second time. I think that's a great idea. That's a great idea. I actually had a situation recently where there's someone who I only met once, and he emailed me, and I missed the email. And he sent me a second email, and it was a broader project he was doing that actually turns out I was really interested in hearing about. And I was really grateful that he sent that second email and also that he thought of me about this project that he wanted to talk about. And I actually had this conversation with him. I said, I think it's so cool that you had the gumption to kind of find me and reach out to me. And he said, well, yeah, you should be doing the same thing with other people. I mean, I feel like I'm still learning as well. Yeah, and that's a wonderful transition to the last question that I want to ask you, which is how much of this stuff in this book applies to the journey you've had in your own career. A 100%. Someone said to me recently that authors write books that they need. And that would definitely apply to me. I mean, I was the person who, you know, I had been out on the road, talking about my previous book, when the pandemic hit, and everything I canceled, and everything got shut down. And so I was the person who was suddenly at home saying, oh my gosh, like, what is next for me? But I also feel like it's applied to my entire arc of my career. Like you, I had a very, very strong idea when I was young, you know, I'm going to be a journalist and someday I want to work for The Wall Street Journal. That was my goal. That was it. And I actually was hired by The Wall Street Journal. I got the internship, which was my big goal in life when I was in college. And then they hired me. And then I was like, oh, well, now what? And I stayed in The Wall Street Journal for 22 years. I loved it. Loved it, loved it. It became an editor. It was just, it was fantastic. But so often, I never would have imagined I sometimes think about college me. I had no even aspirations to be an editor, like it never occurred to me that I could or would want to be an editor until that opportunity was given to me, and I realized, wow, I really love it. I had no aspirations or ideas that I would write books. Until the first book that I wrote, which was came out of a piece, it was actually a music memoir. It was called strings attached, which I co authored. About my childhood music teacher, which again, not anything that I ever imagined. And so I feel like I understand that journey better and the other thing that I really, really learned in writing next was I have had moments in my life and I think we probably all have, where in between things where I'm like, I'm never going to work again. I don't know what I want to do next. I feel like I'm kind of spinning my wheels here. And I think we all have those moments. And now I realize looking back that all of those moments were necessary to get to where I am and to get to do the projects and the jobs that I have actually loved doing. That was Joanne Lippman, her new book next is out now from Harper Collins. And me, I'm still spinning. I'm in the second phase of Joanne's framework deep in the struggle. I've been trying to be gentle with myself to give myself grace. I don't really know how to solve this problem yet. But I understand that it isn't really a problem at all. It's the messy middle of the change process. One day I'll call it growth, right? Come talk about the struggle phase of change with us this Wednesday at 3 p.m. eastern. We'll meet on the LinkedIn news page for office hours. If you want to direct link, email us at hello Monday at LinkedIn dot com. I'll have coffee. For me, not you, bring your own. And plenty of questions. Maybe you'll have an idea for me. I'd appreciate it. This week we're introducing. A new segment. And for this segment, I'm bringing on our producer, Sarah storm. Hey Sarah. Hey, Jesse. Hey, so we're going to call this section this segment quick tips. I was going to call it quick tip, but I think that we want to leave our self room because a lot of times there, we're going to have a lot of tips here. I can't wait. And these are tips that come from y'all. So if you've listened to this episode and you were thinking, well, Joanne has a lot of great ideas, but you know what? I've got some great ideas too. We'll send them to us and maybe we'll bring them on. This week, though, we are going to talk about last week's episode on adult friendship. I loved last week's episode. It hit home for me, Sarah.
Monocle 24: The Briefing
"the major business magazine" Discussed on Monocle 24: The Briefing
"Those days headlines back to emmer and Zürich. Thank you very much indeed, Emma in London. We're going to get a round up now of the stories making news in Switzerland with our regular monocle 24 contributor Florida Florian is senior associate at the Swiss foreign policy think tank for House. And he joins me here in Zürich hello. Lauren good to have you with us. Hello, Emma. Right, let's begin with a very strong business related story that's in the targets and Tiger today. We were talking a moment ago about the decisions and the complicated paths that businesses have to tread in this resurgence of COVID. But one company has decided to strike out on its own in terms of the admissions policies. Yes, indeed, and I think it reflects well with Tyler has said before in terms of companies trying to second guess what's happening. So this weekend actually the first event was publicly announced that is officially two G so tests not allowed. So you have to either be vaccinated or you have to have had or have to have been tested positive with COVID. And just ask you to explain to us, those who might not know what two G and three G is what the system is in Zürich. In Switzerland. In Switzerland is three G, which is infant gene or get tested, which means either vaccinated or tested positive in the past or negative now, right? Okay. And so in Austria, that's a huge debate in Germany as well of whether to take away that third cheese or that testing G and Switzerland, there is clearly no majority for that, also the experts are advising against for the moment even one of the most vocal experts Christian altars of the university of Bern, who was always a very strong supporter of very strict measures and even quit the official task force because it was too lax in his opinion. So even he is against us now, but yet still be learned. The major business magazine in Switzerland is launching this event on 2nd December, where negatively tested people will not be admitted. So you have to be vaccinated or you have to have had COVID in the past. And one of the guests is even a vocal opponent of the certificate. So I just think that this is going to stir a lot of controversy as to what extent businesses are free to be more street restrictor than the general rules. Because they are striking out alone with this decision. They are. It's the first of its kind. It's the theory that if you can only go in if you're either recovering or vaccinated against COVID, that it actually is a stricter policy than merely a test. That is the idea, but as I said, experts are really not so sure whether that's actually stricter or not. So I think it's really also a political sign to some extent to be strict, whether it is really strict or underground is really doubly, I think, and the effectiveness of these measures is data able to. But perhaps, again, to speaking to what Tyler has said, again, somebody had to make these decisions so you see CEOs of these companies or hear a business magazine. Actually asking themselves, a lot of these questions of how to host events or how to open up stores and businesses to people so that people are actually feeling confident attending and going there. And so being placing stricter rules then overall might be one of the things that people think they can attract more people into their businesses or two their events. Let's look at a campaign now by one of the oldest organizations in Switzerland to get everybody to was it enough of hostility threats and violence better constructive than aggressive. There's a nonprofit society, telling everybody in Switzer to be Switzerland to be nicer to each other. What is that all about please? This is just this is just an amusing story that has caught my eyes because at the top of the show we've heard them bicycle piles up in the Netherlands. So that must be about the maximum of rage in the Netherlands, right? As if bicycles pile up. So I think everything around these COVID restrictions or policies is still very civilized in Switzerland we've had a demonstrations of just 2000 people outside the city center in Zürich. Yesterday. So that was about as angry as it gets. And yet, the Swiss society for the common good. Which owns directly with funny enough is the alleged place where the three Alpine cantons 1291 swore the oath of the confederation. So it's a very mystical and historical place where also the national day is celebrated prominently et cetera, et cetera. So this institution that owns this kind of founding place of Switzerland has now issued a call for a more tolerance for more respect and for more dialog. And already I think about 20,000 people have signed it. It was all across the newspapers, the TV. There are ads everywhere. And I just find it striking that even in such a civilized kind of situation as we are now, I would argue in Switzerland, there is really already the civil engagement coming up and organizations popping up trying to remind everybody to be polite and to discuss without accusing the other side. So I just think it's a nice picture of this country. Florian, thank you so much for joining us. That was Florian egle from the think tank for us. Yeah, listening to.
Chatter that Matters
"the major business magazine" Discussed on Chatter that Matters
"Welcome back to chatter matters. And chatting with steve cottage in these brand new book called. Were quick as a frequent contributor to the conversation in major business magazines. Business news programs sought after speaker. The world for the future work today. We're talking about the future of your work. Steve take too early days at lincoln. Because you've referred to an earlier as startup yet. We think linked in today like facebook or google. It's just big in. It's out there. So take us back to those early days when you were creating the culture and by the way i want to point out jonathan lister. If you remember jonathan but i asked him about you of course i knew jonathan yes and he said you were incredible and instrumental and giving us a competitive advantage with their culture. He spoke glowingly about yourself. Take us back to those early days. And how you deserve those glowing remarks. I gotta tell you what i mean. I was really in a new ocean trying to create. Something never done before. And i'd never faced this notion into the glue that i think held us together. That allowed us to really grow. Well was the fact that i had a lot of big company refugees. That were assembled as as as a leadership team. We had ex koogle at yahoo x. Adobe ex oracle ex apple what most of us brought to the table was how we didn't want to grow the company. I think the biggest challenge ironically for us in the early days was recruiting. That was our biggest product but was also the biggest challenge for us because we were trying to build a company in silicon valley which at the time then and is still today. It's a career candy store. People have infinite choice and possibility and you can get counteroffers and walk across the street and raise your pay fifty percent. It's not uncommon for that to happen. And so when you are building a company and don't have a brand and don't have the same cachet and you don't have the fancy buildings in the beautiful benefits and parks and so forth a really forces you to get creative. That was the biggest forcing function for us to stumble upon. And i can say this with full honesty and any executive ellington. We'll tell you the same story that was at the table with me. Our goal was to build the company as fast as we could. We were terrified. That google is going to outflank us with a lot of people didn't know was that ninety percent of the traffic to linked came from a google search so google wanted to build a hiring solution. They could direct traffic somewhere else. No one is going to come to lincoln. We needed to build our value in our moat fast. And speed of recruiting was important. Google was making more money in a day than we were making in a year. And so how do you distinguish yourself. How do you become a employer of choice. Was we found was by becoming a place for the best people wanted to be in so we we discovered through lots of struggle and through analyzing lots of turner off rejections and people who are leaving that what we could control at no expense was creating a great culture that meant that this was going to be the best place that you would ever work me. You might not make as much as you couldn't some of these other places but we were going to guarantee that you're gonna make the biggest impact learn the most and have the biggest difference in the world and also that mission. We were trying to help solve the problem. We're trying to solve is helping. People find their dream jobs far more. Aspirational we felt than what google was doing or apple or facebook or any other choices that people had and so that forcing function really force us to innovate. We realized that culture was the only thing that we could invest in. That was really can make different in that. The problem we're solving matters just got question though app. Like a tangible as i can see an offer. And i can see what my income is going to be my benefits my shares. If they're offering to me you're talking about intangibles higher purpose saving the planet. You're gonna enjoy things. Where how do you animate intangibles. So that people valium the same way they can value something pragmatic like this is. How much are gonna make well. I think that's a great question. And i think the way you start to do that. Is you really get to know the individual. I and i think this is something really relevant to today's discussion for businesses. Where they're having to sell a different proposition. A different kind of work in a different culture is super on is that most companies will sell you on why you should enjoy their journey and why you should join their journey and we flip the script and said what's your journey and we wanna make sure that your time here keris you on the journey so for example. We would start injuries by saying okay. We both know that. Someday you're gonna leave the company. Where do you wanna be when you leave. The organization became very personal. That i think distinguished us from all these other conversations where people were selling things that are a little bit less. You know a little bit. Maybe more tangible in some ways but a little more hollow money title prestige. Oh you can have google on your business card for example we were trying to say. Hey let's solve a problem that matters. Let's make the world better for you and your children. Is that something that gets you excited. Where do you wanna be. What do you want to do. And we think in in some cases if we thought it was true. We think we can help deliver on where you want to go. And so it's listening a lot of listening and interviewing and trying to understand where what someone wants and where they wanna go and if they don't help them understand what could be possible for them in the organization. Phyllis anita this listen generously because steve just gave you some compelling advice whether you're going for a job or trying to recruit summer become part of their story understand their journey their quest you're an organization helps an individual get to where they wanna go even for a year two years three years one year serving a higher purpose but to you're gonna attract a much better. Individual seaview wrote a wall street journal article recently saying a record number of people are quitting their jobs. Why is that. I think the pandemic has will first before the pandemic we're seeing a greater increase in the length of or the greater increase in how short people are saying organizations. We're already seeing people say less. And less particularly the younger demographic of twenty five to thirty five. What the pandemics done i believe for. All of us is present a life changing moment where we see the world differently and equated to having your first child those of you our listeners who have children will remember when you had your first child how it change where you wanna be how you spend your time who you wanna spend your time with and what you wanna do with your life. It's fundamentals profound. And i think that's what the pandemic did. It jolted us to see the world differently. How we spend our time where we spend who were spending it with. And that has i think accelerated the creation of different choices. That people wanna make. I don't want to commute. i don't miss that. i want more freedom. I want to be able to shop in a grocery store when no one's day or get a haircut and have to fight for an appointment. I want to have that freedom to manage my life differently. I'm not willing to give that up. And some of these organizations that are just blindly saying everyone come back because they are uncomfortable. Managing in a different way are gonna really limit the pool of talent. I think this coming their way. But that there's many factors honestly but the biggest one is this notion of that. I believe everyone sort of vertical value chain has shifted because of the pandemic and the longer we've been in this in this the the the more we see differently our world and some of our choices and we're making different choices and we're seeing that play out. Do you think that that common.