Looking to the Stars to Find Common Ground
An adventurous Aries and a pessimistic Pisces really can work together—if your team is up for a little introspection and discussion on how their different strengths can complement one another.
In the latest episode of Security Sandbox, Relativity CSO Amanda Fennell and CHRO Beth Clutterbuck welcome American astrologer Emily Parker. The trio shares a lively discussion on how astrology, as well as more traditional tools like the Myers-Briggs personality test or DiSC assessments, can help you understand and perfect your team dynamics.
Listen in for some tips on peeling the onion (or parfait?) of your personality and fostering greater creativity and collaboration.
Thanks for tuning in! If you enjoy Security Sandbox, please leave a review and give us five stars wherever you get your podcasts. Every review helps us reach more listeners like you!
Amanda Fennell: Welcome to Security Sandbox! I'm Amanda Fennell, chief security officer at Relativity, where we help the legal and compliance world solve complex data problems securely—and that takes a lot of creativity! One of the best things about a sandbox is that you can try anything. This season, let's explore how curiosity and personal passions inspire stronger security. Grab your shovel and let's dig in.
In today's episode, our sandbox heads to the stars for a revealing discussion on how self-introspection and awareness can lead to better high-functioning teams in the workplace. Joining me for today's discussion are Beth Clutterbuck, chief human resources officer at Relativity, and Emily Parker, an American astrologer who's been practicing and teaching astrology for over two decades. So here's your sign to turn up the headphones and settle in.
Self-introspection ... You have to know yourself before you can truly work well with a team, with a partner, in any dynamic. Right? So I'm going to say, when you're trying to find out about yourself, if somebody were to look for the stars—I'll start with you, Emily. What do you think a layperson should know about astrology if they've just never encountered it? Or even worse, if they're like, "Oh, my God, no. Astrology is horrible." What's some of the things you think you would tell somebody if you're at a party and they ask you about it?
Emily Parker: Astrology does give a lot of insights into all areas of life, but it really does help us to work to reflect on ourselves and who we are—and also who other people are and how they work in our lives. What's the dynamic? What can we do with them? How creative can we be? What successes can we have and how do we pursue that?
AF: So this is supposed to be a tool, really, for trying to figure this out.
AF: Beth, I feel like after working with you now for a while, we use a lot of tools here in HR for this fostering of self-introspection. Do you see some tools that are similar that you're using with HR? Any techniques?
Beth Clutterbuck: Oh, absolutely. And there's so many out there and almost all of the techniques and tools involve collecting feedback—either asking those around you to provide input or asking tough questions of yourself. And typically, the first one, we collected via 360 reviews, focus groups, interviews, and the second is via diagnostics, of which there are so many flavors. DiSC, MBTI, Strengths Finder, Hogan, Herman Whole Brain ... I could go on and on. So I'm really excited about astrology! [Laughs]
AF: Did you do your strength finder? You've done yours before?
BC: I have, but I haven't looked at it in a long, long time. The last one that I did was Hogan. And Herman Whole Brain, I did that for a very long time, and I used to be certified at MBTI. But there's just so many out there.
AF: What is MBTI, for anyone who doesn't know?
BC: It's Myers-Briggs, and it's actually quite a robust methodology to really kind of look at different components. I am an ENTJ for those that are in the know.
AF: I didn't know ... I'm an INTJ.
EP: I'm also an INTJ.
AF: I feel like you could have guessed that though.
BC: The I and the J, yes, absolutely.
AF: Didn't think the T?
BC: Didn't think the T. I'm actually a huge J, lower on the E. I'm actually borderline EI. When I get more energy I actually have to have alone time, which is interesting, but I can play the extrovert really well.
AF: That's legitimately how I am. I have to play the extrovert. I'm like 90 percent at this point. Every time I take it, it gets worse. It's like I'm infected or something with introversion. But you know, it's one of those things that, it's just—we lose our energy over time when we're happy to be around a lot of people. It's just that the recharge is very much the home alone. Reading a book with a glass of wine. That's my recharge.
BC: Yes, yes. And introspection and being introverted is actually a huge strength, just as all differences are.
AF: For you, Beth, what does inclusion look like today when you think of this? Because it used to be simple. It was like, "Oh, it's race, it's gender," and so on. Is inclusion different now?
BC: I'm going to go kind of off on a tangent here, and I hope that you've seen the movie Shrek.
EP: Who hasn't?
BC: Right? Because Shrek is like—I have three kids. I watch Shrek and all of the Shreks like gazillions of times. One of my favorite parts in Shrek, the first one, is when Donkey is talking to the ogre, and he's trying to say that an ogre is like a parfait made of layers.
AF: It's an onion! [Laughs]
BC: And the ogres goes, "Oh, no, an ogre is not a parfait. It's an onion." Well, the whole point is that either a parfait or an onion, it's layers, right? And every human is made of multiple layers based upon all sorts of different aspects that make us uniquely who we are. And I think when I think of inclusion, I think it's first embracing that concept and then understanding how your layers might be complementary, might be different, and then really being okay with, actually, difference is wonderful. And let me explore that. Let me find both the commonalities and the different areas, and then really use all that great intel to find an authentic common ground, to have a conversation, to build trust, to deepen the relationship. So that's kind of what I think about. I sometimes smile because I'm like, it's parfait! It is! We're all made of layers.
AF: Beth, this is great.
EP: I have never used the parfait. I've never used that. I just wanted to say, Beth, you sound like an astrologer. Everything you just said—
AF: I was going to ask you, this sounds like astrology! So tell us how it's the same.
EP: The most specific thing that she said is the diversity within someone, I believe is how you were putting it, Beth? People are extremely complex, and there is the ability to look at a chart and see certain inclinations that a personality may develop in someone, you know; how they develop their personality, I mean. Then when you talk with them, and you learn about their life experience and how they've applied different strengths, how they've dealt with different weaknesses that they may have that they've then found ways to work through meeting challenges ... you do that with a with a lot of different tools. Astrology is just one of them. And being able to really be open to who that person is and listen to them is a really key thing.
AF: I think that must be where the inclusion part always seems to come in and is the most important. You can acknowledge that people have different perspectives, but do you genuinely listen to them? Are you listening and hearing them? There's a line from another movie that's like, "Can you hear it or are you listening?" It's two different things. And so it's something that you have to keep in mind—that those different perspectives, when they come up, you should embrace them and listen to them and allow some space that they may be right. I've often seen that come up with a lot of things in security. Someone from the team will want to do something that I absolutely just don't agree with, based on my experience or et cetera or my risk appetite, and at the end we end up doing it, but I always caveat it to say, "Just so you know, I don't agree with this, but I'd like to give space for the fact that I could be wrong. So let's go for it." And sometimes it works and it is what it is.
EP: And you can be pleasantly surprised with some of the results, which is wonderful.
AF: If I always thought I was right about everything, how boring would that be if I never gave space to anything? I'd never see anything new. I would never embrace anything new and exciting. And as the panelist here today who's an Aries, new and exciting is my forte, so that is what I like to look for.
BC: Fantastic. And I would just double-down on the fact that the reason why there are so many tools and diagnostics out there is really so that people have all sorts of different methodologies to find more about themselves, to really be able to look at it from different angles. And then once you get well-equipped at looking at yourself, you can then apply that to others around you, and you can find the nuance and you can say, "Okay, well, this is how I can adapt my style." This is how I can adapt my approach so that I can actually have a better and more fruitful interaction." And it could be all sorts of things. And I love the fact that we're talking about astrology, because over my career, I've done so many different tools and diagnostics, but I've never really thought about actually looking at astrology.
AF: We're going to have Beth be our resident astrologer.
EP: Beth, you really do. You just sound like an astrologer, like the way you think, which I think is really great. Astrology is so much about people, and you know people so well because of what you do, and you have such high interaction with them. And I don't know, I just love your point of view and where you're coming with things. It's great.
BC: Oh, thank you.
AF: Actually, I even thought about that when I was thinking about the preparation for today. And stuff like this is so awesome because this is about people getting to know themselves. And Beth loves people. This is the thing she does. She tries to figure people out, right? It's very good.
This is one of the things that I was wondering about ... I think people hear about astrology. They hear that it's, you know, you're trying to be introspective, learn more about yourself. What can or can it not predict or forecast? We do a lot of forecasting and predictions in security and especially at a tech company. This is what we do. A ton of our strategy is about predictions, forecasts, and so on. What are the limits of astrology?
EP: Currently, in my opinion—and I think a lot of other astrologers' too—we don't really know the limits of astrology. There's a lot of really serious study and thought in the world about it. But we do know that we as humans have a lot of really big influence on how we live our lives, as we all know. That free will is a real thing. And we can look at trends, we look at cycles in astrology, and we try to see where things might go, how they might go, and what we can do to incorporate better changes if possible. And usually there are. Usually there are a lot of things that we can do to make things better. But we do investigate a lot of different areas. Just like in, probably cybersecurity, you check out a lot of different things to discover what's going on and why and what can be done.
AF: This is great—to be able to use tools for introspection or to identify something that you could say is, for lack of a better way, something that's hardwired into you. But when do you stop using that as a copout for something like, "Oh, I can't be patient because I'm just not, that's not how I'm wired." When does emotional intelligence kick in and what does that look like?
BC: I think any time we try to hide behind a piece of data or a framework, it's just usually a symptom that we're worried about showing our vulnerability and that we're worried about coming off as being less than, which is a true human reaction. Unfortunately, it puts a barrier up, and you don't actually get to the level of trust to be able to build the relationships. And so I think I certainly see when people do that, and for me that's a sign that I have to come at it from a different angle and not allow that piece of data or that framework to actually define someone. I think if someone said, "Well, I'm an Aquarius and therefore I'm eccentric," which is what they say about Aquarius. And yes, I am slightly eccentric at certain things and other things I'm incredibly the opposite. But if I use that all the time to validate actions that were inappropriate or things that I did that were harmful to others or hurtful to others and use that as my rationale, that's really the opposite of what we're actually talking about. That's putting up barriers and not really understanding yourself or using what you know about yourself to build better relationships with others.
EP: I did want to add one thing to what Beth said and address the fact that you could use astrology or any other thing. You could say you're an Aquarius, you could say it's Tuesday, and this is the reason why I'm acting how I'm acting. It's really about emotional intelligence, like what you're saying, Amanda, and it's about maturity. And in every sign of the Zodiac, with every planet, with everything that we're looking at, we look at the higher and lower energies and how they get expressed. And what we're trying to do is bring our best to the table.
AF: Are there—and I'll ask this actually for both of you in your industries. I'm going to start with Emily, because it's going to be the easier answer. Is there a nonstarter for you? Is there something, if you see in a chart, you're like, nope, not getting involved, not interested, with astrology?
EP: Absolutely not. I'm going to say that most astrologers are going to look at a chart and look at the positive potentials of any individual, and I mean that. Any individual. And they're going to try to explore how that could be expressed best. We have a lot of history where we can look at people that didn't give their best or did things that were cruel or not great. We have experiences. We have events in the world that we can look at. We can actually look at the astrological information and look at that data and see what it's doing and look at consequences, look at what fed into that.
AF: So for events in the world, are you saying you look back at 2020 and it was—this was predictive?
EP: It was. And there were astrologers that did predict that. There's a lot of astrologers in the world, and just like any other field, there are good astrologers and ones that aren't as good. And so, unfortunately, sometimes who was getting the attention might not be the astrologers that are more experienced or who do good practice. That's not to disparage anyone or anyone in any practice, but it takes a long, long time to study, and people just don't get that. They think they read one book, and they're an expert or whatever it is. But that's everybody that's human in any subject. [Laughs]
AF: Well, if you knew how many experts in COVID there are right now...
EP: Oh my gosh. Yes, exactly. Well, that's why there were only a few astrologers, and they were very good astrologers who actually said, listen, we had similar configurations to the pandemic back during the black plague. We had this and that. And they said, listen, we're not saying that it's going to happen. We're saying some stuff might go down. You know, prepare. Like I told you, Amanda, there was an astrologer who actually moved to a remote area of Australia. They were like, "Oh, my God," they left Britain, and they went to Australia to just kind of like hide out until it was over. And they predicted that things will get better, by the way.
AF: Beth, to go back to that question about the non-starters, I'll ask because you're in charge of HR at a company that is wildly successful. We are super powerful, growing, doing so many amazing things, and empowering so many people to do their best in their career. When we do a lot of these different assessments and tools and try to figure out self-introspection, and also team dynamics, are there any nonstarters there? Are you like, "Oh no, this person's not going to work out here."
BC: You know, surprisingly, just the same as Emily has iterated ... Everyone has different layers, different experiences, different strengths, different areas that are underdeveloped. There's no nonstarters. It's basically trying to find that authentic common ground as a starting place. And once you have that, you can start to build trust, build relationships. So definitely no nonstarters for me. The more that you can actually understand about others and really look at it from their point of view versus from your own point of view, I think I certainly see the most rapid development when individuals are starting with others, and they're embracing difference being something that's wonderful, something to explore, something to understand more. That's where I really kind of see the magic happen.
AF: If you have introspection, if you have people's Myers-Briggs, or so on, and you have a high-functioning team, how do you approach that integration? How you try to interact with everyone? Is it something that you reevaluate every year? Do you just keep it top of mind as you approach complex or difficult situations? How can we best wield these tools for self-introspection?
BC: There's so many great best practices and techniques out there, but the first is obviously to talk about it. Talk about it as a team, really understand. First of all, it's always helpful to have an expert help you understand your interpretations—I love the analogy to Emily in astrology because if you have someone who might be certified in Myers-Briggs or Strengths Finder, they're going to be able to digest the information in a way that is really easy to consume. Once you have that and everyone's had that experience, then come together and be really transparent about what you've learned about yourself. Were you surprised by that? What do you think? And that really starts to open up the feedback, and people will start talking. And listening. And then once you actually get past that point—and sometimes that can be all sorts of messy and all sorts of great, it really depends on what's coming out and what the vulnerability of people willing to share. But once you actually have that on the table, then you can say, okay, well, let's agree how we want to work together. What do we think now with this information that we have? What would be the most optimum way for us to organize how we work together? You know, for example, and this is not personality or strengths, et cetera, if you know you've got individuals who are just self-declared, not morning people, and you as a team have said, "Hey, listen, we want to have a really important stand-up every week," it's probably not a great idea to organize it at seven o'clock in the morning because you know that your colleague is not going to show up at their best. Similarly, if you've got a vegan friend, you're not going to invite them over for dinner and then make steak. So it's like, how do you make sure that you're accommodating and you're creating your team dynamic and your ways of working to bring out the best in everyone?
AF: I've got three areas that I feel like have really bubbled to the top here, and I'm going to pull them together and see if this is what you both agree on. We seem to see a really obvious connection between high-performing teams that are happy and introspection and learning about yourself in terms of astrology. I think this importance of the onion and the layers is a big one, and we can't get out of here without many Shrek references so expect that on social media. But the importance of the onion, the layers, the complexity that each individual brings—and embracing that—I think is just a really prevalent one.
Another is leveraging experts or data or interpretation of data in some way for that self-introspection, whether that's astrology, Myers-Briggs, and so on. But leverage someone in a professional capacity in their area that could help guide you through that data. I know that we've actually had Emily do something as a team-building event before with some of our people. Not everybody believed in astrology, and some people really didn't want anything to do with it, but they had a lot of fun learning about each other on their own, regardless of what the data said. But I think having some interpretation of something there and just being open-minded to what's being said is very good. It's a big one. So, definitely leverage an expert.
And this third one, it feels like it's about finding and curating what the feedback loop should be in your life to make sure that you're being the best that you can be. Those signs—the pluses and deltas. It's really about that great change, is it?
EP: That's a great point.
AF: Is it? Oh, yay!
EP: Yes, that's like the best point ever. That's awesome. Because really, we tend to repeat the same mistakes if we don't learn from them, right? And that's kind of like what you're saying. I think what Beth said earlier, too, she's talking about people finding details about each other so that they can then seek similar goals, create real goals that can be achieved. In finding achievable goals, which is something that ... We may put goals out there, but we might not necessarily get to that mark, and the way to get there is to work together. Collaboration is extremely important and synastry is important. That's when you put charts and people together, and you learn and you build bridges and you do; as cheesy and as clichéd as that might sound, it's really true. You build a place where you meet together and you say we're in this together. I'll use another analogy: We're in the same boat. What are we going to do? How are we going to do it? How are we going to succeed? And what does that look like, right?
BC: And if you're optimizing for bringing out the best in everyone around you, and it's less around how can I show up as being the best or the most important, but how can I ensure that I'm creating the environment where my team or my colleagues can be at their best? And if everyone is operating at their best collectively, oh, my gosh, you're going to totally smash it.
AF: I do always end on a quote, and there's one that's bubbling up for me. I don't know why, I feel like I just have like a dictionary of quotes or a little lexicon here, ready to go. But there's this idea of, we're all trying to do something here where we feel like we contribute and we're being better and we're learning along the way. There's one—and I know that Emily will love this one. Stephen Hawking …
EP: Oh, yeah!
AF: … has a quote. He says, "Look up at the stars and not down at your feet. Try to make sense of what you see and wonder about what makes the universe exist." Anyone who's made it to the end of this episode, I can tell you these last two words will be the most impactful: Be curious.
BC: I love that! Oh, I love it! Absolutely, and be open! Be curious and be open. Difference is great!
AF: Yes. It's been wonderful! Both of you have been so awesome to have on. I feel like this should be a repeat episode because we had about 50 other things we didn't get to.
EP: And it's great to be in the sandbox. It's awesome.
10 Full-Time Roles You Can Do Remotely! [Updated Sept 2021]
[This article was updated September 20, 2021]
Work-from-home jobs sometimes get a bad reputation: low pay, repetitive work, micromanagement... the list goes on. But if one good thing has come out of 2020, it's that it's redefined working from home. Remote work has come a long way, and the opportunities to work from home in 2021 are more promising than ever before.
If you're like me, and freelance, task-oriented remote jobs like article writing, data entry, transcription, or professional survey taking (yep, that exists), aren't your thing - don't worry. There are more full-time remote opportunities than ever before that offer you the freedom to manage your own time, the security of consistent monthly income, the support of a team, and the promise of growth. In fact, we've got close to 5,000 on PowerToFly.
So, if you're looking for a remote opportunity in 2021 that will push you to develop professionally, look no further than our list of the 10 best work-from-home jobs. And by best, we mean fun, challenging roles that will help you grow, while making a respectable income.
All the jobs listed have average salaries between 45 and 119k, and have average or higher-than-average growth potential (based off of the U.S. Bureau of Labor Statistics' predictions for growth from 2018 to 2028 and/or LinkedIn's 2020 Emerging Jobs Report).
10 Best Work-From-Home (Remote) Jobs for 2021
Jobs sorted from highest to lowest average salary. (Salary data taken from ZipRecruiter, Glassdoor, LinkedIn, and/or the U.S. BLS depending on availability and specificity to remote roles.)
Who It's Good For: Detail-oriented stats masters skilled at identifying and understanding trends.
Why You Can Do It Remotely: With more data than ever before at our fingertips, companies know the value of hiring folks who know "big data" as more than just a buzzword. True stats buffs are hard to come by, so expertise often outweighs location.
Growth 2018-2028: 30.7%
Average Annual Salary: $119,000
Who It's Good For: Self-directed (and disciplined) coding enthusiasts who love problem solving and having the freedom to work whenever they feel most focused.
Sound Like You? Check Out: 4,000+ Software Developer/Engineer jobs on PowerToFly and be sure to check out this Q&A with software engineer, Kasey Champion to learn about her experience working at a fully remote company and get her tips for acing technical interviews!)
Why It Can Be Done Remotely: Arguably, not only can programming be done remotely - it should be! Why? Writing code requires undisturbed blocks of time rarely found in traditional workplaces.
As computer scientist and entrepreneur Paul Graham observed in his essay on makers' vs. managers' schedules:
" Most powerful people are on the manager's schedule...But there's another way of using time that's common among people who make things, like programmers and writers. They generally prefer to use time in units of half a day at least. You can't write or program well in units of an hour. That's barely enough time to get started."
Office culture was designed with managers' schedules in mind, and thus makes adhering to a maker's schedule extremely difficult. Remote work, alternatively, is much more conducive to this. After all, it's a lot easier to snooze your Slack notifications than it is to ignore your boss literally hovering over your shoulder.
Growth for 2018-2028: 21%
Average Annual Salary: $111,781
3.Designer (Web, Graphic, Product, or UI/UX)
Who It's Good For: Designers who do their best work independently or from the comfort of their own home.
Sound Like You? Check Out: Remote Design Roles
Why You Can Do It Remotely: No doubt there's value in brainstorming with your team, but once you know the needs of a project, most design work can be done independently and then shared. With tools like Zoom, Jira, and Slack, it's easier than ever before to share your work, get feedback, and hit deadlines. (And, like programmers/developers, designers are also more likely to benefit from a maker's schedule!)
Average Annual Salary (for UX Design): $98,816 according to data from ZipRecruiters
Average Median Salary (for Graphic Design): $50,370 in 2018, according to the U.S. BLS (not specific to remote roles)
Who It's Good For: Anyone who loves big-picture strategy and building products that users will love.
(If you enjoy more nitty-gritty task oversight, consider project management instead — both roles can be done remotely! You can learn more about the differences between the two PM roles here.)
Why You Can Do It Remotely: As more and more software engineers and other tech professionals work remotely, it only makes sense that the PMs coordinating with them work remotely. If you're a virtual communication wiz comfortable communicating online and using tools like Zoom, GitHub, Jyra, Slack, and Asana (the list goes on...), then you're all set!
Annual Growth: 24%*
*Based on expected growth for Product Owner from LinkedIn's emerging jobs report. The BLS doesn't currently track growth specifically for Product Manager positions.
Average Annual Salary: $81,149
5.P.A., Nurse, or Nurse Practitioner
Who It's Good For: An experienced medical practitioner ready to swap 12 hour shifts for a more flexible schedule.
Why You Can Do It Remotely: New technology is changing the way healthcare is delivered. You can provide wellness and medical education, patient-centered care, and treatment virtually, all while collaborating with a multi-disciplinary team of engineers, physicians, and medical assistants.
Growth for 2018-2028 (Nurse Practitioner): 26%
Average Annual Salary (Remote Nurse): $73,374
Who It's Good For: Top-notch communicators (writers) who can explain complex topics succinctly and clearly. (It's helpful if you have expertise in at least one technical subject.)
Sound Like You? Check Out: Remote Technical Writer Jobs
Why It Can Be Done Remotely: Like programmers, technical writers are makers - they need large, undisturbed blocks of time to create content. Technology and the nature of remote work can help ensure writers are able to communicate efficiently with their teams and organize meetings when they'll be constructive, not distracting.
Growth for 2018-2028: 8%
Average Annual Salary: $68,,454
7.Customer Success Manager
Who It's Good For: Good communicators who love helping others and problem-solving.
Sound Like You? Check Out: Remote Customer Success Roles
Why It Can Be Done Remotely: Most customer service needs can be met over the phone and online. With a computer and good internet connection (and enough patience), you can handle all your customers' needs from wherever you are.
Growth for 2020: 34% annual growth rate (The BLS doesn't share data specific to customer success, but thanks to the growth of SaaS, Customer Success Specialist made LinkedIn's 2020 list of the top 15 emerging jobs)
Average Annual Salary: $67,371
Who It's Good For: Folks who are equal parts creative and analytical.
Sound Like You? Check Out: Remote Marketing Manager Jobs on PowerToFly
Why You Can Do It Remotely: Analyzing industry trends and crafting strategy can be done from anywhere. And with teams becoming more and more spread out, you can coordinate cross-functionally with sales people, engineers, and more using Zoom, Slack, and other online tools.
Growth for 2018-2028: 8%
Average Annual Salary: $62,788 (according to data for remote professionals from ZipRecruiters)
Average Median Salary: $134,290 in 2018, according to the U.S. BLS (not specific to remote roles)
Who It's Good For: A people-person skilled in market research, project/time management, and negotiation.
Sound Like You? Check Out: Remote Recruiting Roles
Why You Can Do It Remotely: As remote work takes off and fully remote teams become more common, it only makes sense that recruiters at these companies would be remote as well. Although recruiting saw a dip at the start of the pandemic, the number of remote recruiting roles is steadily increasing as companies ramp back up their hiring goals—we have hundreds of open remote recruiter roles on PowerToFly!
Growth for 2018-2028: 5%
Average Annual Salary: $59,474
10.Sales Development Representative
Who It's Good For: A self-starter with previous experience or an interest in Sales, or anyone who's just starting out and eager to prove themselves!
Sound Like You? Check Out: Remote SDR Roles
Why You Can Do It Remotely: You don't need to be in a particular location to make sales calls, deliver pitches, send follow-up emails, or manage your sales team. And if you have to fly from an office to meet a client, you can just as easily fly from your hometown.
Growth for 2018-2028: 5%
Median Annual Salary (not specific to remote) for SDRs: $45,937
Interested in one of the roles above? Check out these resources for landing your dream remote job and get ready to reap the full benefits of remote work in 2021 - doing what you like, where you like. Good luck!
[A version of this article was originally published on Dec. 19, 2018]
💎 Get ready to master your technical interview! Tune in to catch three top tips to prepare before applying for a position at Raytheon Technologies.
📼 These tips from Elisabeth Hosmer, Associate Director of Program Management at Raytheon Intelligence and Space will help you master your technical interview when applying for a position at the company.
📼 Tip #1: Slow Down - The first of Elisabeth's top tips to master a technical interview is to really give each question you're asked, enough time for you to formulate the answer you want to share. Don't feel rushed. And if you feel like you need some time to collect your thoughts, let the interviewers know that. The team at Raytheon respects the fact that you want to give some consideration to your answer before jumping in!
📼 Tip #2: Come Prepared - In order to master your technical interview, it's important to remember that not only is Raytheon interviewing you for a potential role, but you're interviewing the company as well. So show up with questions about not only the role, but the company culture too, and what you hope to gain from joining the organization. In Elisabeth's words, so often they have candidates who, when offered the opportunity for them to ask questions, come up blank. It's very important for Raytheon to see you are as invested in the interview, as they are, by coming with some prepared questions!
One Last Key Tip To Master Your Technical Interview With Raytheon
The third tip is simply to OWN IT: what does Elisabeth mean by that? Show up knowing what you can bring to the organization, and be confident in what you've learned in your prior roles and education, and in what you can do that makes you a difference maker for the company. Everybody has a unique story and skill set. And when you show confidence in what you are capable of doing, as well as humility and where you know you need to continue to grow, you appear as a candidate excited to join the organization who in the future can be just so effective in their new role.
📨 Are you interested in joining Raytheon Technologies? They have open positions! To learn more, click here.
Get to Know Elisabeth
Elisabeth Hosmer is a senior program manager for Secure Sensor Solutions at Raytheon Space and Airborne Systems in El Segundo, Calif. Hosmer works closely with the mission area leadership team on business initiatives including leading employee retention programs for Secure Sensor Solutions. Elisabeth also serves as Program Manager of the Modernized GPS User Equipment Increment1 Program (MGUE) in the Resilient Navigation product line.
More About Raytheon Technologies
Raytheon Technologies (NYSE: RTX) is an aerospace and defense company that provides advanced systems and services for commercial, military and government customers worldwide. The company was formed in 2020 through the combination of Raytheon Company and the United Technologies Corporation aerospace businesses, and is headquartered in Waltham, Massachusetts.
Presented in partnership with 15five
If you are in talent acquisition or you are a hiring manager, you probably already know that it's a candidate's market for the foreseeable future. The world has changed forever over the last two years and that includes the talent acquisition space.
PowerToFly has partnered with 15five, a human-centered performance management platform, to present a free webinar on the practices and pitfalls of talent acquisition and retention through a diverse lens. This is a great opportunity to start setting clear goals for 2022.
Join us Thursday, November 4th at 1pm Eastern (10am Pacific)? RSVP HERE (It's free!)
PowerToFly's Sienna Brown, Global Director of Diversity, Equity and Inclusion, will be joined by Mike Fitzsimmons, CEO & Co-Founder at Crosschq; Shweta Jacob, Recruiting Team Lead at Lever and moderator Polly Stocks, Human Resources Business Partner at 15Five for an honest and interactive discussion on all things talent acquisition and inclusive hiring.
Can't attend our webinar on November 4th? 15five also has upcoming talks on goal clarity, employee recognition and performance reviews with such speakers as Chris Timol, President & COO at PuzzleHR. Your free registration works for all talks!
Insight from Elastic's Stacey King Poling
Stacey King Poling knows that tornadoes don't really sneak up on you.
Growing up in Texas and living around the west, including in Oklahoma, Stacey knew what to look and listen for regarding the powerful storms: the National Weather Service warnings, the emergency sirens, the regular instructions on where to go and how to protect yourself. All that preparation and advanced warning helped Stacey and her family live through the 2013 El Reno tornado, the widest tornado ever recorded, and escape unscathed.
If only burnout had the same warning system.
With a 25-year career in engineering, Stacey, who is currently the Director of Engineering for Cloud Productivity at Elastic, has worked on her fair share of high-stress projects. She loves solving hard problems and always found herself energized by them, even when they required long hours of intense effort. A few years ago, though, she started to realize that her energy and motivation were dropping.
A perfect storm of tons of work, a lack of personal boundaries, and a neglectful boss had been brewing, but Stacey didn't see it coming. She burnt out right into a layoff, and only recovered when her next job forced her into an office with clear start and stop times. When COVID hit and sent everyone back to their home offices, where work and life balances blurred, she was back where she'd started.
We sat down with Stacey to hear more about her experience, including why she decided to join the Elastic team and what she's doing there to ensure her engineers don't have the same experience she did.
Finding Her Passion—and a Way in the Door
Stacey knew she wanted to work in technology the day she saw the movie Tron. "From that moment I was like, 'Oh, that is my life. I need to be part of this. I don't even know what it is, but it's awesome,'" she remembers.
She learned how to program in BASIC on her parents' Commodore 64, eventually winning an award for her first video game, which she coded when she was in the seventh grade. She went to school to become a mathematician, but didn't have the money to finish her degree, so she started taking database and tech support jobs as she could find them.
"Not a lot of people wanted to give me a shot," says Stacey. "I had to push really, really hard, above and beyond anyone else in my peer group, just to get in the door."
After a string of temp jobs, she applied for a contractor position at IBM. She thought the interview went terribly, but when she got home, she had a voicemail informing her she'd gotten the job.
"It opened a whole new world for me," says Stacey, who got down to work and says that she automated herself out of a job within the first few weeks. IBM was impressed, and had her move over to their web team, which is when she got the infrastructure bug.
"I thought I was going to go into software engineering, because that's where all the glamour is, but I liked the infrastructure side much better. It is so challenging and hard. There's so many areas you have to understand, all different types of systems work," she explains.
She loved her manager at IBM and loved the chance to learn about automation and to push technology forward. Until, eight years into her career there—with not a day of burnout in sight—she was laid off.
Entering the job market was different this time around. With IBM on her resume, she had an offer in two weeks, and began exploring different roles. She did a bit of software engineering and confirmed she didn't like it, then did some systems and integration engineering where she got very into application performance monitoring. "I found a memory leak that was eating up enormous amounts of resources, and it was like, 'Holy crap, I'm good at this.' It's kind of like being a detective, and I really liked it," says Stacey.
She basically created a dev ops function before that function existed, going so far as to speak at tech conferences about it and winning an industry award—her first since the certificate she'd earned for her seventh-grade video game—for her contributions.
As her career grew and advanced, so did her responsibilities. Though Stacey had long been committed to staying an individual contributor, she started to absorb management responsibilities, too, taking on one team, then another.
She kept herself sane by rationalizing that the people she was managing didn't report to her in Workday. "I didn't have official responsibility over them. And there's something about the officialness of that responsibility that changes the game," says Stacey.
But that was just a formality: she was still in charge of hiring, firing, performance reviews, and capacity management. She also had a full plate of technical lead responsibilities to juggle alongside it.
It was just a matter of time until she burned out trying to do it all.
Backing Her Way Into a Burnout Diagnosis
"I'm a super workaholic, right? I'm passionate about what I do. I love it. I could do this all day and all night and be super happy," says Stacey. "That's why I didn't know I was getting burned out."
She paints the picture: Stacey was working her regular hours, which started when she woke up and ended when she went to sleep, which was never for long. She hadn't taken vacation in years, even when her mother was dying. If she woke up during her few hours of sleep, she'd decide to log on and get a little more work done, to push her team a little further along.
"I started getting really uninspired. My motivation levels were dropping. I know everybody has their off days or even weeks, but I wasn't picking up; this was going on for weeks," she says. "I knew the work was important, I thought the work was interesting, but I couldn't get excited about it."
When there was a round of layoffs at that company and Stacey's next role required her to be in the office, everything changed. After years of working from home and having little to no division between her personal life and the demands of her work, having to be in the office—and to leave the office—at a certain time each day shrunk her work day to a manageable eight hours.
"It really gave me the rest that I needed. I got a good routine going, doing workouts and getting my weekends back and seeing friends and family. It really refreshed me, and I didn't realize how important that was until hindsight," says Stacey.
Then the pandemic hit.
Back in her home office, Stacey found herself slipping into old patterns. But this time it was even worse, because she had just taken on teams and projects distributed between the U.S. and Shenzhen, so she'd stay up until late at night to talk to her team in Shenzhen, then hand things off to her counterpart there so she could sleep for a few hours before logging back on and picking it up again.
"I was so tired. I started seeing other people dropping like flies, and I was like, 'There's got to be a connection to why I feel the way I do and why I don't wake up and get excited about my work anymore,'" she says. "It's amazing how those old habits will come right back if you don't protect your time."
Why Elastic—and Stacey's 2-Step Guide for Creating a Healthy Culture There
Even knowing she was prone to burnout, Stacey couldn't stop herself from sliding back into it. Looking back on it now, she attributes some of that to the toxic management culture she had there.
"The CIO was the type of person that said sleep was for the weak and really was extremely demanding," she explains. "It would have been nice to have somebody who would set the example for me. So I wouldn't feel guilty [for not being online], you know?"
She knew that no amount of personal boundaries could change a toxic culture, and that it was time to change companies. She'd used Elastic's products before and liked them, and after seeing they had a role open on LinkedIn, she started to investigate their culture.
Their Glassdoor reviews were "outstanding," says Stacey, and she loved how their recruiting process gives applicants a chance to schedule time to chat with someone of a similar background at Elastic. She ended up talking to a guy named Dan, who had also spent time at IBM.
"I was like, 'Give me the real juice, you know?' And he was like, 'Seriously, I'd tell you if it wasn't, but it's a great place,'" remembers Stacey.
The cherry on top? Elastic's tech-first leadership. Part of why she burned out at her old company was because they didn't recognize the weight of being a combined people manager and technical lead—they usually divided those responsibilities, and Stacey was the odd one out for having both.
"But Elastic is a technical company first. They have demands and expectations that all of their leadership are very technical," says Stacey. In other words? "You have to know your shit."
That was "game-changing" to Stacey, and she decided to apply. She'd gone from being curious about another role to being sure that the role at Elastic was the one for her. Luckily for her, they agreed.
Six months in, she's quite happy with the move. And she's quite committed to making sure she creates an environment where her engineers can succeed—without burning out.
It's a two-step process, explains Stacey. First, there's setting an example of stepping away and taking rest. That looks like visibly being offline herself, as a director.
"You have to be really, really careful because you can get bored of playing any game if that's all you do," says Stacey. "I sign out and step away so that people don't see me online."
It looks like encouraging people to take vacations and breathers when they need them.
"If they want to push through and do a twenty-four hour push, that's awesome. But I better not see them for two days, either," says Stacey.
And it looks like respecting people's time off and not bothering them during it.
"I have a lot of regrets about the time that I spent with my mom and didn't get to spend with my mom, and I never want anybody to go through that. There's no single thing at work, big picture, small picture, that will ever be more important than that," says Stacey.
The second thing is all about giving her team the credit for their own wins.
"I try to make sure that they have ownership of the work that they're doing, that they own the success of it, that they get acknowledgement, because a lot of times in engineering, people don't get the credit for it," she says.
The combination—a healthy approach to time off, and healthy appreciation of the effort put in during working hours—is allowing Stacey to create the kind of place she wishes she'd worked in before.
"I want every single person on my team to know that I know who they are, I know the work that they're doing, and I appreciate their work, because I want them to be proud of their work and love what they do."
Learn more about the amazing speakers and sponsors from our October 2021 virtual summit Diversity Reboot: Lifting Latin Voices All Over The World; 4 days of fireside chats, panel discussions, networking sessions, and our 2-day virtual job fair featuring 16 companies.
From discussions on what it means to be a member of the Latinx community to the correct terminology to refer to this diverse community - we covered it all! If you tuned in, thank you! If you didn't, you can relive the entire experience on our PowerToFly website.
We want to extend a HUGE thanks to our Gold sponsors Pluralsight, UnitedHealth Group, Autodesk, Smartsheet, PwC, NGA, and American Express plus our Silver sponsor dv01. (All of those companies are hiring, by the way) This summit would not have been possible without the contributions of our Influencer sponsors Techqueria, Latinas in Tech, and APCO Worldwide.
Also, don't forget to visit our Merch Store and grab yourself some PowerToFly apparel, we donate 100% of the proceeds from our sales to TransTech Social, supporting transgender people in tech.
Registration for our last Diversity Reboot 2021 summit: Supporting Military and Veteran Spouses is now open! If you're a veteran or a military official looking for a civilian role that will leverage your prior skills and experience, or a spouse looking for a job that can accommodate your mobile lifestyle, we hope you'll join us to hear directly from companies committed to supporting military members and their families!
Special Moments from the Summit
Rep. Ritchie Torres: "If We Don't Care Enough to Fight, No One Else Will"
"If We Don't Care Enough To Fight, No One Else Will" www.youtube.com
Fostering a DEI Community as a Latin Leader
Fostering a DEI Community As A Latin Leader www.youtube.com
Claudia Romo Edelman: Creating Support Networks in the Latin Community
Creating Support Networks In The Latin Community www.youtube.com
When You're Aligned with Your Passion, "Magic" is Not Enough To Describe It!
When You're Aligned With You Passion, "Magic" Is Not Enough To Describe It! www.youtube.com
Dr. Anthony Ocampo's Take on Queer+Immigrant Identity
Dr. Anthony Ocampo's Take On Queer+Inmigrant Identity www.youtube.com
Our Gold Sponsors
Founded in 2004 and trusted by Fortune 500 companies, Pluralsight is the technology skills platform organizations and individuals in 150+ countries count on to innovate faster and create progress for the world.With assessments, learning paths and courses authored by industry experts, our platform helps businesses and individuals close skills gaps in critical areas, innovate faster and deliver on key objectives.Our technology skills platform helps companies create life-changing products that better the lives of their customers. It empowers technologists to dream big and do big. And this is what motivates us every day.
UnitedHealth Group is on a mission to help people live healthier lives and to help make the health system work better for everyone. A Fortune 6 company, they're focused on helping people live healthier lives while making the health system work better for everyone. Here, they seek to empower people with the information, guidance and tools to make personal health choices.They work harder and they aim higher. They expect more from themselves and each other.
And, at the end of the day, they're doing a lot of good for more than 142 million people worldwide.
Their biggest point of differentiation is their people - and the collective talent, energy, intelligence and drive their force of 305,000 individuals around the world bring to our mission every single day.
UnitedHealth Group logo
They make software for people who make things. From the greenest buildings to the cleanest cars, from the smartest factories to the biggest stories, amazing things are created every day with Autodesk. Over four decades they've worked together with their customers to transform how things are made, and in doing so, they've also transformed what can be made. A car's performance now inspires the method of its manufacture, a city's infrastructure helps predict the unpredictable, and the creation of ever-bigger universes shapes ever-bigger stories.
Today their solutions span countless industries empowering innovators everywhere. But they're restless to do more. They don't believe in waiting for progress, they believe in making it. By combining and recombining technologies. By blurring boundaries, reinventing rules, and merging fields. By unleashing talent and unlocking insights across industries. By helping their customers converge on solutions to the challenges they all face today. At Autodesk, they believe that when they have the right tools to work and think flexibly you have the power to transform what actually needs making. The power to design and make a better world for all.
In 2005, Smartsheet was founded on the idea that teams and millions of people worldwide deserve a better way to deliver their very best work. Today, the company delivers a leading cloud-based platform for work execution, empowering organizations to plan, capture, track, automate, and report on work at scale, resulting in more efficient processes and better business outcomes.Smartsheet went public on the New York Stock Exchange in April 2018 and currently enables collaboration, better decision making, and accelerated innovation for over 76,000 domain-based customers in 190 countries, including 96 of the Fortune 100.Smartsheet is a passionate team of 1500+ employees spanning offices in Seattle, Boston, London, Edinburgh and Sydney.
Join their community of solvers. They're inspiring and empowering their people to change the world. Here, you'll learn with purpose, lead with heart and put your skills to work to make a meaningful difference in the world. As part of a diverse team, you'll build trust and create innovative client solutions in unexpected ways. Their purpose, vision and values are what connects the more than 284,000+ people across the PwC global network of firms and helps distinguish us in the marketplace and with our clients. Discover more about the firm including our impact on society, our commitment to creating a culture of belonging, and how we are investing in technology and our people.Discover their new ways of working at PwC. Their hybrid work model includes three ways of working: virtual, flex and in-person. They're expanding the availability of the virtual option to eligible client service staff and new hires. Now, you can live anywhere in the continental US and work for PwC.NGA
The National Geospatial-Intelligence Agency (NGA) delivers world-class geospatial intelligence that provides a decisive advantage to policymakers, warfighters, intelligence professionals and first responders.Anyone who sails a U.S. ship, flies a U.S. aircraft, makes national policy decisions, fights wars, locates targets, responds to natural disasters, or even navigates with a cellphone relies on NGA.NGA delivers world-class geospatial intelligence, or GEOINT, that provides a decisive advantage to warfighters, policymakers, intelligence professionals and first responders. Both an intelligence agency and a combat support agency, NGA fulfills the president's national security priorities in partnership with the intelligence community and Department of Defense. For information about the NGA's mission, vision, and goals, click here.NGA is headquartered in Springfield, Virginia and has two major locations in St. Louis and Arnold, Missouri. Hundreds of NGA employees serve on support teams at U.S. military, diplomatic and allied locations around the world.
As a global company, it is vital to our success that our employees are as diverse as the customers and communities we serve. American Express has built a diverse workforce and an inclusive workplace— a culture we are committed to continuing.Through our Global Diversity & Inclusion strategy, we're able to channel our efforts in specific ways. We aspire to continue to develop a talent pool that brings together unique perspectives, backgrounds and experiences. We foster a workplace culture where differences are valued and expressed freely and all employees have the support they need to take risks, learn, and collaborate.
American Express logo
Our Silver Sponsor
They are dv01, the leading capital markets fintech driving technological innovation and transparency in structured finance. They built the world's first data management, reporting, and analytics platform tailor-made for lending markets to help prevent a repeat of the 2008 global financial crisis.
On their engineering team, they'll collaborate closely to create and develop products that promote accountability, data reliability, and transparency. They're looking for dreamers, thinkers, and doers to help us modernize Wall Street's tech stack.
For your next bookclub:
Hispanics are 100% Hispanic and 100% American. They believe in the American dream and are incredible contributors to this country. US Hispanics represent 60 million people, 18% of the population, 12% of the country's GDP, $1.7 trillion of purchasing power, the youth population - and the list goes on! Yet, they are often invisible, negatively portrayed, seen as takers. Hispanics contribute so much to America, and now it is time for others to see just how beautiful and resilient they can be. Hispanic Stars Rising: The New Face of Power shares the stories about the experiences, challenges, and successes of Hispanic Stars nationwide. It showcases the diverse backgrounds, obstacles and contributions made by this strong and resilient population nationwide and shines a light on the beauty of this fundamental American community.
This compilation of stories includes some of the most important names in aviation and space exploration. From the Wright brothers, who invented the airplane, to Sally Ride, the first American woman in space and the first to flyin the space shuttle, these stories will offer the readers the chance to understand how curiosity and hard work (and a little bit of fearlessness), allowed ordinary individuals to become extraordinary. Learn about how their actions contributed to the progress of humankind and how they became an inspiration for every person that has had an impossible dream.
Is race only about the color of your skin? In The Latinos of Asia, Anthony Christian Ocampo shows that what "color" you are depends largely on your social context. Filipino Americans, for example, helped establish the Asian American movement and are classified by the U.S. Census as Asian. But the legacy of Spanish colonialism in the Philippines means that they share many cultural characteristics with Latinos, such as last names, religion, and language. Thus, Filipinos' "color"―their sense of connection with other racial groups―changes depending on their social context.
The Filipino story demonstrates how immigration is changing the way people negotiate race, particularly in cities like Los Angeles where Latinos and Asians now constitute a collective majority. Amplifying their voices, Ocampo illustrates how second-generation Filipino Americans' racial identities change depending on the communities they grow up in, the schools they attend, and the people they befriend. Ultimately, The Latinos of Asia offers a window into both the racial consciousness of everyday people and the changing racial landscape of American society.
Disney Encanto tells the tale of an extraordinary family, the Madrigals, who live hidden in the mountains of Colombia, in a magical house, in a vibrant town, in a wondrous, charmed place called an Encanto. The magic of the Encanto has blessed every child in the family with a unique gift from super strength to the power to heal—every child except one, Mirabel. But when she discovers that the magic surrounding the Encanto is in danger, Mirabel decides that she, the only ordinary Madrigal, might just be her exceptional family's last hope. Girls and boys ages 4 to 6 will love this Step 2 Step into Reading leveled reader based on the animated feature film. Step 2 readers use basic vocabulary and short sentences to tell simple stories. For children who recognize familiar words and can sound out new words with help.
B.R.A.N.D. Before Your Resumé: Your Marketing Guide for Veterans & Military Service Members Entering Civilian Life by Graciela Tiscareño-Sato
Student veterans, military spouses, veterans in their first, second, or third career transitions will all learn valuable self-marketing skills, guided by a veteran who knows the transition chaos (and success!) firsthand. This book is essential if you're joining the ranks of veterans choosing the entrepreneurship track, if seeking your first career after leaving the active-duty force, or pursuing your first internship or full-time job after completing your degree as a student veteran.
Readers will complete the "extracting product attributes" exercise, see ample examples of great branding created by veterans Graciela has personally coached, and be able to write their own authentic personal branding to influence their intended target audience. Graciela teaches the reader a repeatable marketing messaging process that will be useful for years to come.
Those who wish to collaborate live with Graciela who will coach them to perfecting their branding and/or discussing their business startup idea will be offered the option to do so.In this marketing guidebook, Graciela guides you in becoming an epic storyteller of your unique value, long before you write your resumé which she reminds us all is a marketing deliverable. Taking this approach as she did during her career transitions means that your audience for your new forward-looking branding will be so intrigued by your value that they'll ASK for your resumé!
You'll be empowered to confidently communicate your value to make things happen, as Graciela did during her transformation from military aviator to technology marketing manager. Graciela freely shares the communication process she followed during her highly successful military-to-civilian transition, in which she was mentored by women veterans every step of the way.
Stop going at it alone.
And most importantly, stop listening to those pushing you into writing your resumé (or worse yet your LinkedIn profile) before you've done the essential work to understand your personal values and interests, your value to civilian organizations and the target audience you need to attract.
Learn to B.R.A.N.D. Before Your Resumé with a marketing-savvy fellow veteran at your side.