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Business Career Engagement Entrepreneurship Future of Work Generation Y Income Inequality Innovation Workplace

On the Rules No One Else is Playing By

The American Dream speaks the language of ambition and its tongue whispers it is not for lack of luck, but lack of effort that you are a failure. Put in the work and you’ll become a success. Luck nor social constructs or randomness or the genetic lottery create the richest men of the world – and they are men – but an exchange of value. The rules are: work hard and be rewarded in return. Except we know that’s not true.

“The U.S. has the 4th-highest degree of wealth inequality in the world, trailing only Russia, Ukraine, and Lebanon,” reports former U.S. Secretary of Labor Robert Reich. “The 400 wealthiest Americans own as much wealth as 80 million families – 62% of America. The reason is the stock market. Since 1980 the American GDP has approximately doubled. Inflation-adjusted wages have gone down. But the stock market has increased by over ten times, and the richest quintile of Americans owns 93% of it.” 

This quintile, they don’t work hard – they don’t work at all – and are rewarded in return. They don’t work hard and amass influence. They don’t work hard and acclaim power. They don’t work hard, and yet millions try to emulate them. Those millions do work hard, and in systems and institutions with large trompe l’oeil ceilings of the sky. That is the American Dream. The illusion creates hope. But we no longer have hope.

“More and more I get the sense that we’ve lost it,” argues New York Times columnist Frank Bruni, “and by ‘it’ I mean the optimism that was always the lifeblood of this luminous experiment, the ambition that has been its foundation, the swagger that made us so envied and emulated and reviled.”

We hit the faux-hope ceiling and facing reality has been unseemly ever since. No one likes work. Bosses are crappy. No, really, really bad. Most bully to cover their own insecurities. Workers never feel appreciated. And none of us are really sure what we’re doing matters anyway. Whatever the job, you’re expected to show up and know the job, not learn the job, not make mistakes or take risks.

A mere 13% of workers are engaged. But unlike the days of the company man, where you could put in your time no matter how boring or rote it became, then retire after 30 years with a pension, today’s employers rid themselves of such responsibility. The loss of loyalty not only means the loss of security, but the deep and meaningful work that comes with dedication and duty.

“The world’s leaders have coolly, calmly, rationally, senselessly decided that bankers, CEOs, lobbyists, billionaires, the astrologers formerly known as economists, corporate ‘people’, robots, and hedge funds are worth more to society than… the young. The world’s leaders are letting the future crash and burn,” argues Umair Haque in the Harvard Business Review. Our youth “is getting a deal so raw that no one but a politician or a serial killer could offer it with a straight face. So let’s call it what it is. Not just unfair—but unconscionable.”

In such demanding and depressing times comes innovation, and it tells us to pour our resources and energy into entrepreneurship. Become a freelancer. Work on the side. Explore your “freedom.” And companies love it. Your corporate sovereignty means no salary, no pension, no retirement plan, no healthcare, no 8-hour work day (you willingly work more), no boundaries, no stability, no safety, and no fealty.

And with everyone out for themselves, there is something more immediate lost than the safeguards of our future; we trick ourselves into believing we’re changing the world. No matter the bills aren’t being paid or we can’t get up in the morning or retirement won’t exist when we reach 60, 70 or 80 years old.

We hold onto the idea that “money isn’t meaning,” and that’s a pretty story. It comforts us while we filter photographs or swipe credit cards for a new pair of hiking boots. But the more we encourage such misleading mindsets, the more off-kilter and out-of-balance not only our economy, but our personal lives will become. Money has always been an exchange of value, and it’s only recently that money has been an indicator of meta non-value.

What I mean is the wealthy don’t acquire money through an exchange of value, but an abstraction of money at a higher and higher level. Take a look at Appaloosa, a hedge fund that employs 250 people and Apple, a company that employs about 35,000 people and earned around $6 billion in 2009. “Appaloosa, the hedge fund, earned about as much as Apple in 2009 by speculating on… well, we don’t really know,” argues former Seventh Generation CEO Jeffrey Hollender.

Now tell me our ignorance and unwillingness to fight doesn’t have something to do with the tradeoff between money and meaning. Money isn’t evil. Only the systems we’ve designed and encouraged to make it so. We keep following the rules no one else plays by, but expect the same result. When it doesn’t happen, we create worth and are happy if someone “likes” it on Instagram.

But your value is worth more than that. It’s worth more than massive debt, overwhelming anxiety, being underchallenged, underemployed or unemployed. It’s worth more than what’s in your bank account and it’s certainly worth more than what you’re getting paid (despite any lies the Microsoft CEO will tell you).

Want to fix the economy? What — too big? How about your life? Want a fair shot at the American Dream? Or just a better boss? Or maybe a chance to just give your kids something, if you can’t give them everything? Want to fix the wanting, the feeling, the gnawing? We have to align worth and wealth.

Categories
Corporatization Notebook Work/life balance Workplace

Your 3-Hour Life

A survey of 483 executives, managers, and professionals “found that 60% of those those who carry smartphones for work are connected to their jobs… for about 72 hours,” a week reports Harvard Business Review. Assuming those people do sleep for at least seven and a half hours “that leaves only three hours a day Monday-Friday for them to do everything else (e.g. chores, exercise, grocery shop, family time, shower, relax).”

That’s pretty disgusting. Even now, I often wonder how high-performers do “everything else.” When I was leaning in, a big feeling of deficiency was deciding how I was going to workout, spend quality time with Ryan, call my mother, have a social life, cook healthy meals, keep a household, let alone plan and participate in the experience economy that Generation Y uses to measure our success.

It’s pretty telling that the executives in the study don’t mind being so connected to their jobs, but do mind “when companies use 24-7 connectedness to compensate for organizational inefficiencies and when it significantly undermines their personal lives, productivity, creativity, and ability to think strategically.” Working 72 hours a week isn’t about providing value or doing great things or marking tasks off a to-do list, but about feeling important. Working 72 hours a week is about ego. And the saddest part is that these employees are trying to win a race that’s completely irrelevant, devoid of any meaning or real satisfaction.

There’s nothing wrong with working a lot, at times. It can be exhilarating and useful and fulfilling; I enjoy work, probably more than most people. But working at the exclusion of “everything else,” working so there are three hours left for life, is wrong. Wake up, and do it now: corporations don’t own you.

Categories
Leadership Podcasts Technology Women Workplace

Does Marissa Mayer have an Ambition Gap?

Yahoo CEO Marissa Mayer has a vision for the company, and we have a vision for her. Does Marissa Mayer have an ambition gap? Listen to the podcast here:

[audio:https://kontrary.com/wp-content/uploads/2013/09/MarissaMayerpodcast.mp3|titles=Does Marissa Mayer have an Ambition Gap?]

Transcript of this podcast:

Earlier this month, Comscore released numbers that showed, for the first time since 2011, Yahoo beat Google in traffic; Yahoo’s unique visitors were up by roughly 20% compared to July of last year, when the company came in third behind Google and Microsoft. For Marissa Mayer, it’s a success as one of the most scrutinized CEOs in America.

Hello and welcome to Kontrary, a different take on work and life. I’m Rebecca Thorman. Today, we’re going to talk about Yahoo CEO Marissa Mayer and vision – first, her vision for Yahoo, and second, our vision for Mayer.

Let’s start with the recent profile in Business Insider, which they describe as an unauthorized biography. You can basically skip over the beginning which is really boring and not well-written at all, and start paying attention once you get to the lower bits about the transition from interim Yahoo CEO Ross Levinsohn to Mayer, and the dichotomy between their two strategies, which is essentially the decision between whether Yahoo is a technology company or a media company.

Marissa Mayer is a product visionary vs. Ross Levinsohn who is a businessman. Levinsohn was the interim CEO from May of 2012 until July 16, when Mayer took over, and was lead to believe he had the job. The strategy he presented to the Yahoo board was this:

Eliminate the majority of Yahoo’s products, increase Yahoo’s EBITDA (a fancy accounting phrase for income) by 50%, cut the workforce down to 4000 employees, and turn Yahoo into a media company. So essentially Levinsohn would be laying off 11,000 employees in order to make Yahoo profitable. From a purely economic standpoint this may makes sense, but it’s really devoid of any heart or inspiration.

Now remember, he’s been told to run Yahoo as if he will be and already is the full-time CEO. So he sends an email to all employees, and it’s this very typical rah-rah email, telling people, “I’m fired up and I hope you are too. I believe in the power of what we’re doing. We have an incredibly talented team, unparalleled strengths in key areas and most importantly, I see the purple pride building everywhere. Let’s move forward quickly with conviction and confidence.” Now, if I were a Yahoo employee, I can’t imagine getting that email one month, and then, if Levinsohn had been installed as the permanent CEO, being laid off the next month, or hanging around as one of the few remaining employees left.

The morale would have totally tanked. The purple pride would have turned black.

Levinsohn’s plan is very similar to the course of action that AOL took as well. AOL was founded in DC, I worked on their campus as part of a startup incubator for nine months in the past year. And I want to describe the campus. When you near the headquarters, there are all these identical buildings in a typical corporate park, and what you come to realize is that they all used to be owned by AOL, but now have the Raytheon logo emboldened on their side, which is a defense contractor. And there’s just one building left for AOL.

And it’s a beautiful building and workplace, to give it credit, and while the lunches aren’t free, the food is great with a lot of healthy options, there’s tons of natural light and so on and so forth. But the feeling at AOL and in the building is very dead. There are whole sections that are essentially abandoned. They’re not even blocked off, just abandoned and anyone can walk through and see the rows upon rows of empty cubicles under a set of dim lights. It’s depressing. And it’s this constant reminder that the company used to be something else entirely.

And I can imagine that Yahoo would have experienced a very similar downturn, and rather than Levinsohn’s plan bucking the system and reinvigorating the company, it would have taken a very long time to recover, because that’s just what happens with change, especially with something as drastic as that.

Levinsohn is a businessman, he’s about the content, and the bottom line.

Now, in contrast, the beauty of Mayer’s plan is that she believes. She believes in Yahoo and she believes in Yahoo products. She wants Yahoo to be a technology company. In the Business Insider piece, they describe how Yahoo employees created posters in the style of the first Obama campaign election, but instead of Obama’s face, Mayer’s face appears with the word Hope inscribed across the bottom.  Think about that. Mayer’s plan is just as drastic as Levinsohn; there will be just as much change, but it’s centered around creating something, instead of tearing something down. Mayer’s vision is about lifting up, instead of giving up.

While some people thought Mayer came off negatively in the Business Insider piece, I really thought she came off as a bit of a hero, or at the very least a compelling leader; her vision has heart and stays true to this notion of innovation, that of going after something larger than yourself or the shareholder’s bottom line.

One of the featured comments at the end of the BI piece actually says:

Yahoo is lucky to have Marissa as CEO. She has done what none of the previous CEOs could do. She has inspired Yahoo employees and [gave] them confidence…

And another:

My high school senior is devouring the article, and hopefully she draws inspiration from a talented and driven Marissa.

And I think that’s how a lot of women feel. We’ve created our own vision of Mayer, and are all looking up or at least over at Mayer to see what she does. She’s become a role model, and that brings responsibility, whether you like it or not.

And with responsibility, comes a lot of pressure. In an article on Time, Charlotte Alter writes:

Mayer still describes her success as almost effortless. ‘It’s not like I had a grand plan where I weighed all the pros and cons of what I wanted to do,’ she told Weisberg, ‘It just sort of happened.’

It’s a misguided attempt at modesty, but it’s the same ‘little ol’ me’ rhetoric that Mayer’s friend Sheryl Sandberg is trying so hard to stamp out. And it’s the same fairy tale reasoning that girls have internalized for generations; girls don’t ‘do’ things, things ‘just happen’ to them.

Pando Daily’s Sarah Lacy responds, first by defending Mayer a bit:

Marissa Mayer isn’t actually allowed to make decisions for herself, her company and her family– somehow we all read those to be decisions she is making for the world.

and then draws a line in the sand:

We’re seriously supposed to believe Mayer just accidentally landed in a top CEO job? … Not owning up to a certain level of ambition is not only disingenuous, but it perpetuates the idea to the young ambitious women reading Vogue that ambition is somehow bad.

Leaders, regardless of their position, are always role models. It is part of the gig, inescapable, just by assuming such a position. While I find it hard to believe that Mayer doesn’t realize this, I also wonder, how far can we go in deciding and assigning responsibility? Our institutional leaders are only human, but man, if we don’t wish them to be more.

While I agree with both Pando Daily and Time, I don’t agree with the people who criticized Mayer’s recent Vogue profile and photo shoot. Is it disingenuous to make judgement on one message and not the other?

To answer that, let me share what Jezebel founder Anna Holmes has to say:

Ms. Mayer’s Vogue profile make me yearn for a time when female competence in one area is not undermined by enthusiasm for another, in which women in positions of power are so commonplace that we do not feel compelled to divine motive or find symbolism in every remark they make, corporate policy they enact or fashion spread they pose for.

I’ll end there. We’ve been talking about Marissa Mayer, CEO of Yahoo, the most scrutinized CEO in America, and her vision for Yahoo, and our vision for her. I’m Rebecca Thorman, and this is Kontrary, a different take on work and life, broadcasting from Washington, DC. Talk to you soon.

What do you think? Is Marissa Mayer’s vision for Yahoo the right one? And is our vision for Marissa Mayer fair? Should she try harder or is she doing well?

Categories
Accountability Career Knowing yourself Love What You Do Workplace

Opting Out of Climbing the Career Ladder

It was five weeks ago when my boss and I were sitting in a coffee shop and I told him I wanted to transition out of my position. The words kind of slipped out. I was mentally exhausted and tired. While certainly there were parts of my job – and people too – that I enjoyed, there wasn’t a day that passed where I didn’t think, “This isn’t what I want to do.”

Last Friday was my last day of work.

I wasn’t planning to quit, really. It seemed right to suck it up and keep going. It seemed responsible. But I told Ryan constantly that I wanted to leave. Many times I told him this was the day I was going to go in and do the deed. And many times I came home and told him, “Well, it was okay today. It wasn’t so bad.”

The job was a good one and I sort of fell into it, and not at all intentionally. I was making a lot of money consulting. I didn’t particularly enjoy consulting; clients are often just as messy as employers, but the money is better. And that was something. But I also craved the security of a job, or so I thought.

What I really wanted was to opt out.

I wanted permission to get off the career ladder. To step down, instead of up. I wanted to stop competing – with myself, with everyone, with society. I am leaving to do my own thing and to build my own business, but also decidedly to take a break.

Most people don’t have that luxury, I understand. We are bound by lifestyles and responsibilities seemingly outside of our control. And I view this period in my life as a last chance, or rather an opportunity, for that reason. Ryan and I are engaged, and soon we will be married and have kids and a house and many other things that don’t make it impossible, but certainly make it loads more difficult to try something different.

It seems weird that someone who has written about careers, practically her whole life since college, should then decide to opt out of her career. Perhaps those with the highest hopes have the largest illusions. I thought work was going to be great. There’s nothing more that I wanted than to work with a team toward a larger goal. I didn’t expect the constant power struggles. I didn’t expect the lack of meaning. I certainly didn’t expect complete and utter burnout.

Work has largely been a disappointment to entire generations, so I’ll take some comfort that it’s not just me. Seventy-two percent of American workers are either not engaged or are actively disengaged at their jobs, reports the Harvard Business Review. Those that aren’t engaged are “essentially checked out. They’re sleepwalking through their workday putting time – but not energy or passion – into their work.” And those that are actively disengaged are doing what they can to make life hell for everyone else.

The recession particularly screwed Generation Y, and the change we sought in the workplace just didn’t come. An open office isn’t a sign of advancement, for instance – it’s just an employer hopping onto another bandwagon after another. While seventy percent of workers sit in open-office plans, no one really likes it. Workers in open-plan offices get sick more often (due to a lack of privacy and stress), are irritated by noises from conversations and machines, and are less productive due to reduced motivation and decreased job satisfaction.

There is no real thought or inquiry that goes into what composes a great work experience. While I have no desire to sit in a cubicle for eight hours a day, I have even less desire to sit on display in front of twenty other people for eight hours a day.

Frankly, I don’t want to sit for eight hours in any capacity. I want to be outside. I want to lie down at 3 pm and read a book. I want to meditate. I want to go for a run at 10:30 am. I want to build something. I want to meet friends. Since when do we believe that being in one spot for our whole lives is meaningful? The Internet is a poor substitute for life.

I worry about our economy when our brightest minds sit all day. Maybe I am not opting out of my career, but opting out of every convention that we currently impose onto work. I saw Facebook COO Sheryl Sandberg speak in Washington, DC and read her bestseller Lean In within just a few hours. Almost every page is marked up. The will to lead is certainly within me, but not like this. Not like it’s been in nearly every job I’ve held since my first paycheck.

While I have quit jobs before, it was always to climb the next rung. This time was an intentional and measured decision about my life, the first of its kind in awhile, and the first of what I hope is many. Too many times I have walked into doors that have been opened for me. Luck, some would say. Although I try not to attribute success to luck; success has come because I work hard, network and connect with the right people, and show up to the communities I’m involved with. In the past five weeks alone, I’ve turned down two jobs. I know how to make money. I know how to have jobs. I can see the path of a successful career ahead of me. But what I want is entirely different.

This time, I want to be present. I expect the rest will come. I don’t expect all roses; I know life is hard. I don’t believe in the pursuit of happiness without the pursuit of sadness. But I won’t be checked out anymore. I refuse to just go through the motions. I choose to lean in – but on my terms.

I think this is what they call, peace.

Categories
Work/life balance Workplace

10 Reasons Employees Work from Home

The nature of work is changing, and many employees are flocking from their bed to their desk in the next room to start the day. Over at US News and World Report, I talk about the 10 reasons knowledge workers choose to work from home. Read it here.

Categories
Finding a job Management Work politics Workplace

When to Quit Your Job

Not sure when to leave your job? A bad day could be just that, or it could signal the breaking point. Over at US News & World Report today, I talk about some good reasons to quit your job, and help you learn the six signs that show you should sever ties – for good. Read it here.

Categories
Productivity Workplace

5 Reasons Meetings Don’t Actually Suck

Too often meetings are unproductive. Employees complain about the lack of agenda, the fact that nothing gets accomplished and the time it takes to complete. But meetings can be positive and—dare I say it—they can also be fun. Over at US News & World Report today, I talk about the five reasons to get excited when your next meeting is called to order. Read it here.

Categories
Self-management Work/life balance Workplace

8 Pros & Cons of Working from Home

Working from home seems like a dream—until you try it. Before you try convincing your boss you can work remotely, head on over to US News & World Report, where I talk about the pros and cons of working from home. Read it here.

Categories
Get a Raise Management Negotiating Workplace

7 Reasons You Didn’t Get a Promotion

You didn’t get the promotion and are totally bummed. But were you worthy of a promotion in the first place? Over at US News and World Report today, I share the seven reasons you didn’t get the corner office (yet). Read it here.

Categories
Career Work politics Workplace

How to Work With Difficult Personalities

Likeability is a key factor to workplace success. If personality conflicts occur in the office, productivity slows and targets are missed. Over at US News and World Report today, I talk about five ways to deal with different personality types. Read it here.

Categories
Finding a job Workplace

Should you bake cupcakes for your interview?

People are willing to try anything to stand out nowadays, but baking cupcakes probably shouldn’t be one of your strategies. Over at Brazen Careerist today, I talk about the pros and cons of using gimmicks in the job-search, and how you can really separate yourself from the crowd. Read it here.

Categories
Career Networking Workplace

10 Ways to Advance Your Career by Going the Extra Mile

Want to go from cubicle to corner office? You have to put in the effort to advance your career outside of your job in order to get there. Over at US News and World Report today, I talk about the ten ways you can advance your career by going the extra mile. Read it here.