GET EMAIL UPDATES FROM POWERTOFLY
BROWSE CATEGORIES
GET EMAIL UPDATES FROM POWERTOFLY
August 31, 2018
Symantec
Understanding and Empathy in the Age of Imposter Syndrome
Partner Content
Below is an article originally written by Hanna Abruzzo at PowerToFly Partner Symantec Corporation, and published on August 20, 2018. Go to Symantec's page on PowerToFly to see their open positions and learn more.
If you want to support women in the workplace, any workplace, start by believing in them.
On my 11th morning at Symantec, I walked into the lobby to see a dozen young women staring at me. I knew why they were there. After all, it was only five years ago that I was in high school myself, and I've seen my fair share of "Women in STEM" initiatives. As I walked to the elevators and scanned my badge, I figured they were probably staring because I am what they were there to see: a young woman in a field that has few. I realized that I am now exactly where I wanted to be five years ago, when I was them. But now I am me, and I feel the same as I did then. I feel unsure.
As a member of Symantec's Women Action Network Employee Resource Group (SWAN), I was invited to share my story with a group of Tech Trek attendees visiting campus. Programs like Tech Trek are a great way to introduce girls to STEM at a young age.
After the SWAN event that day, I received an email asking if I'd write an article for our corporate blog. I said yes. Today, I received the first issue of the blog in my email, and opened it to see if there was a certain style I should adopt in my piece. Of the eight stories in the issue, three are specifically about how to be more inclusive of women in a technical workplace.
That's not the article I want to write. I don't have anything new to contribute, and as someone who's still clicking through each of those employee training courses, I know this audience understands on some level why Symantec values diversity. I want to talk about a topic tangential to inclusivity. A corollary, if you will. If you want to support women in the workplace, in any workplace, allowing them in is a great start. In my opinion, the next step is believing in them.
Imposter syndrome doesn't just plague women, of course. Feel free to add "and men" to any of these sentences if you like. However, isolation is a catalyst for such a syndrome, and looking around in a sea of men is one way to feel pretty darn lonely.
At a young age, kids are even more impressionable to failure. Being a smart or talented girl can be especially hard. The high schoolers who visited us are no stranger to that. Your coworkers are no stranger to that. Having boys throw tantrums because you're better than them can teach you to feel bad for succeeding. You should make yourself small. Or, you should never ever fail, because how will it feel when they use your failure to feel better about themselves?
Either way there is pressure and doubt. I saw that same doubt when I talked to the Tech Trek students. They were here to visit, but they wanted to prove to me that they had earned it. I asked the circle I was sitting with to tell me what they did for fun. The first girl said, "I'm on the robotics team." "No, I mean, what do you actually do for fun, outside of school and robotics?" "…I knit." They liked to garden, play sports, watch anime, learn new instruments, dance, read, and draw. Honestly, I was surprised by the number of avid knitters in the group. And yes, they also like to play with robots. But they thought they had to be someone else for me, someone who was extraordinary at school and lived, breathed, and dreamed science and technology. Many of them were shy to admit they didn't want to be engineers. One wanted to be a doctor instead. Only a teenage girl would be embarrassed to admit she wants to be a doctor. That's the reality of imposter syndrome.
A particular interaction that stood out to me, although the entire day was fun and inspiring, was afterwards, when one of the students came up to me and asked me about my experience being bisexual. What was college like? We both knew she was really asking, "Will I have to hide?" The intricacies of navigating life as a gay person is a topic for another post, but the point still stands.
Every day, for different reasons, people you work with ask themselves, "Will I have to hide?" "Will I have to hide that I don't like Computer Science even though I'm taking a tour here today?" "Will I have to hide my opinion in these meetings because my teammates will think I'm stupid?" "Will I have to hide that my coworker talks down to me and it hurts my feelings?" "Will I have to hide that I want that big promotion so my peers won't think I'm trying to rock the boat?"
I believe that if you want to be an ally of any minority, then answer the questions they won't ask. If you want to be a friend, answer those questions. Tell them you believe in them. Tell them you admire their work. Show them it's okay to be uncertain by opening up when you need help. Ask them for their opinion. Empathize and seek to understand.
October 29, 2020
Raytheon Technologies
4 Tips for Continuous Learning & Success in Technical Fields
How Raytheon Technologies' April Sanders Has Built a 30-Plus Year Career in Aerospace & Defense
If you look at April Sander's LinkedIn profile, you'll see that it has just one entry: Raytheon Technologies.
Sanders has been at the aerospace and defense company for 32 years and is currently Raytheon Intelligence & Space senior manager of systems engineering.
<p>She first joined Raytheon Technologies, then Hughes Aircraft, out of a sense of loyalty—a Hughes fellowship program had paid for her tuition at Cal State Long Beach. "That's really what drew me to the company. They invested in me and gave me challenging summer internship assignments so upon graduation, I didn't consider other companies," she said.</p><p>She stayed, though, because she realized just how meaningful her work was (and is) and how much she had to learn from her projects and her peers.</p><p>"I've had the opportunity to do many different things, from capture management research and development to payload systems integration and testing and even testing radar systems. What keeps me here is the innovation and the people," she said. "I've been with the company for over 30 years, and I still feel like I'm learning every day."</p><p>We sat down with Sanders to hear about her career and get advice—especially for other women who want to find success in highly technical fields like aerospace—on thriving in a male-dominated industry. Here are four of our favorite takeaways: </p><h2>Tip 1: Seek out new challenges</h2><p>Sanders has always been a hard worker. She said that she gets it from her mother, who worked two jobs to provide for Sanders and her six siblings. Growing up in south central Los Angeles, Sanders would tag along to help her mother with her second job doing custodial work after she'd finished her homework each day. </p><p>"The whole experience helped ground me, but it also gave me the vision to look for something different," she said. "I'd go to these different offices, and I'd see pictures of the employees on vacation with their families and it was inspiring; it exposed me to a different life."</p><p>She applied her strong work ethic to school, particularly in her math classes, which had always come easily to her. A school counselor noticed and told Sanders to consider engineering. She hadn't heard of the field before.</p><p>"I didn't know what an engineer was; I thought it was a train conductor," she said. Once she learned more about it, she knew it was for her.</p><p>She took all the math classes she could in high school and got into every college to which she applied, but chose Cal State, where she studied electrical engineering, because it was what she could afford. </p><p>"Seeing the price tag to go to USC, UCLA, I could not put that burden on my mother," she said.</p><p>From there, she found her way into aerospace.</p><p>Early on in her career at what is now Raytheon Intelligence & Space, a Raytheon Technologies business, Sanders was on a project that required her to learn something new. </p><p>"In college, I absolutely hated software development. I did not want to program," she said. "But I was working on this radar system where I had to troubleshoot special test equipment used to test the radar receiver module. I did all the hardware troubleshooting and couldn't identify any issues, so it forced me to delve into the software. And once I understood how the hardware and software played together, I developed a love for it."</p><p>Over the years, Sanders has continued to learn new skills and now approaches new projects with excitement about what she's going to be able to learn.</p><p>"I've had many opportunities to move to different areas of the company doing different things," said Sanders, whose work has included "software, integration and test, capture management, business development, and functional leadership." She said that it almost feels like "being in different companies, working on all types of products from airborne radar to space systems and wireless communication for ground-based systems."</p><p>"I've done things I never thought I would ever even have an interest in doing. And it keeps it fresh; it keeps it new for me," she said.</p><p>She encourages other women to do the same: "You really have to be open to new ideas, even if it is out of your comfort zone, because you just never know what may come out of it."</p><p>Even now, after having worked across her company and "getting in on the ground floor of the space program" at Raytheon Intelligence & Space and building it up into a large team—at one point she had over 30 engineers directly reporting to her—Sanders is still taking on new challenges. In her role as senior manager of systems engineering, she's responsible for a much larger team and using very different skills than she did in her more technical roles. </p><p>"It's a bit of a challenge because I'm used to setting goals for myself and checking them off," she said. "It's different, but I'm learning a lot about how we run the business and how we take care of our people."</p><p>"I always consider when I take on a new role, if I'm not a little bit nervous or scared, then it means I'm not going to learn anything new or grow from it," she said.</p><h2>Tip 2: Let your reputation precede you and your work speak for you</h2><p>After Sanders succeeded at her software troubleshooting assignment, a manager from a different project contacter her and asked her to join their team. </p><p>"This is true for just about every assignment that I've had at Raytheon Technologies," she said. "A manager who's seen the work I've done on a program will pull me to work another program."</p><p>Sanders said that she's really learned to "let [her] work speak for itself" because, especially early on, she often found herself as an "only" at work. </p><p>"I stood out in most meetings when I first joined, being the only female or the only African American," she said. "I know some people might have the impression that I'm in a role because I'm African American or female. I'm not offended by it. I see it as a challenge to demonstrate that I belong."</p><p>While the makeup of Raytheon Intelligence & Space has changed greatly in the last 30 years, Sanders said, "They walk the talk." </p><p>"My very first year, they had a diversity team set up and asked me to be a part of it, even as an entry-level engineer," Sanders said. "Now, we're a very diverse organization, and I see it every day when I walk the halls"</p><p>Sanders still recognizes the weight of being an African American woman in a historically white and male-dominated field. </p><p>"I know that I [might be seen as] representing people of color or women," she said, "so I feel the pressure of wanting to represent us well and will go above and beyond."</p><h2>Tip 3: Recognize your own limitations</h2><p>While it's important to put your best foot forward and let your work stand on its own merits, said Sanders, it's also important to remember that you won't be perfect. </p><p>"I don't beat myself up if I stumble or make a mistake. It's OK to do that as long as you recognize it, acknowledge it and do better next time," she said. "I think we put a lot of pressure on ourselves and beat ourselves up if we don't perform. But recognizing your limitations and being OK with not being the best at everything is key, because we can't be the best at everything. We struggle a lot with just saying, 'You know, I can't do that' or 'That's not my area of expertise,' but that's really what we should be saying and doing."</p><p>Sanders suggests that people be unafraid to ask for help, rely on their peers to fill in their gaps, and acknowledge their relative strengths along with their relative weaknesses.</p><h2>Tip 4: Coach, don't criticize</h2><p>In her latest challenge of managing a big team, Sanders is learning what being on the other side of management feels like. One of the lessons she's learned from that perspective is seeing just how important it is to support her employees in a way that encourages their growth.</p><p>"Coaching as opposed to criticizing goes a lot longer; it's much more effective," she said. "Giving a pat on the back or catching someone in the hallway and telling them they did a great job goes such a long way to boost confidence."</p><h2>Bonus tip: Learn from the best</h2><p>Looking back on her long career, Sanders is most grateful for one thing: the rich learning environment she's been able to participate in for the last 30 years.</p><p>"I work with some of the greatest minds in the industry," she said. "We have people that are considered national assets for the knowledge that they have on some of our systems. Being able to work with people like that on a daily basis? That's what motivates me. As a lifelong learner, it's like being a kid in a candy store and every person I get to learn a little bit from, it helps me put the puzzle pieces together to understand the bigger picture."</p><p><em>If you're interested in a career at Raytheon Technologies and learning from the best, check out their open roles</em><a href="https://powertofly.com/companies/raytheon-technologies" rel="noopener noreferrer" target="_blank"> <em>here</em></a><em>.</em></p>
READ MORE AND DISCUSS
Show less
October 26, 2020
Career Advice
The Most Interesting Technical Field You've Never Heard Of: Talking GIS and Geointelligence with NGA's MaryAnne Tong
If I asked you what GIS—geographic information systems—is, would you know where to begin?
MaryAnne Tong does: Google Maps.
<p>When MaryAnne, who is a Geoint Analyst Cartographer for the Maritime Safety Office at the <a href="https://powertofly.com/companies/national-geospatial-intelligence-agency" target="_blank">National Geospatial-Intelligence Agency</a> (NGA), finds herself needing to explain her role and the technology she uses to fulfill it—which is something she does on a fairly regular basis—she starts with the popular navigation app.</p><p>"Google Maps, Google Earth, that's all GIS. When you use navigational tools to get you from point A to point B, that's GIS," says MaryAnne. "GIS is the ability to represent all your data spatially. It can graphically show where you are on the earth; it touches everybody's life in one way, shape, or form."</p><p>MaryAnne would know; she has worked in GIS for her entire career, which has involved working with small engineering firms, city and Tribal governments, Native American land management, and more. As of 2018, MaryAnne has been employed with NGA, a major intelligence agency that provides geospatial intelligence (GEOINT) to the U.S. government and works with mission partners around the world.</p><p>We sat down with MaryAnne to learn more about her journey throughout her career, including what her day-to-day work with GIS looks like, the technical skills GIS is built on, and how she has learned to advocate for her own advancement in a male-dominated, highly technical field. </p><h2>Finding her way to GIS</h2><p>MaryAnne didn't always know she wanted to work in GIS. In fact, when she started at the University of Toronto in 1996, she didn't even know what GIS was. She went to college to study business administration, but "absolutely hated it." Instead, she followed her passion for the environment and conservation to receive an environmental science and geography degree. One of her professors suggested she look into GIS as a career prospect and MaryAnne was intrigued. She enrolled in a post-graduate diploma program that specialized in the subject at Fleming College, which was then the best GIS school in Ontario Canada. But, she found herself a bit out of her depth. </p><p>"That was probably the hardest thing I ever had to do," she remembers. "Back then, I was looking at DOS-based software, I had to use ArcInfo and AutoCAD. Now, you have ArcGIS pro and web interfaces that are a little easier to navigate." But MaryAnne learned programming, wrote a lot of scripts, and finished the program with her Geographic Information Systems – Application Specialist diploma. Shortly afterwards, she got a job offer in the States for the planning division at a local city government; she left her native Canada with, "two suitcases and no friends."</p><p>While in the United States, MaryAnne's first GIS job involving the strict use of ESRI products didn't pay very well. She remembers eating "oranges and cereal" for dinner and washing her laundry a friendly neighbor's house to save money. "It actually grounded me quite a bit," she says of the experience. "It made me realize what's important and what isn't, and it made me want to fight even harder to make sure that I kept advancing."</p><p>And advance she did. A few years later, MaryAnne received her Geographic Information Systems Professional License (GISP). This is an important certification license that MaryAnne must maintain, and she does so by keeping up-to-date with current GIS applications, and by volunteering her GIS knowledge with organizations like the National Tribal Geographic Information Support Center (NTGISC)—also known as Tribal GIS. On par with her volunteer work, MaryAnne soon found herself employed with the Seminole Tribe of Florida on a small GIS team that did a little bit of everything. Her team had to maintain all the tribe's GIS information for their seven non-contiguous reservations. "I would look at the parcel fabric, at assigning addresses for georeferencing, and I was working with different counties to try to establish a standardized way for reporting emergencies. I worked on utility networks and we did emergency management planning," she explains. One of her very important responsibilities was to keep both digital and physical versions of up-to-date maps in advance of Florida's hurricane season to ensure the national disaster response teams could get to people on the reservation who needed help.</p><p>That job eventually led her to NGA, where she began working with maritime GIS for the first time. In contrast to previous jobs where she was a 'Jill of all trades,' MaryAnne ended up establishing a specific set of responsibilities at NGA: Continuously reviewing GIS data on a 28-day production cycle to confirm that the agency is providing accurate information to its customers, including the Navy and the Department of Defense.</p><p>"We get information from different sources, including different countries, and need to guarantee accuracy so no mariner crashes into something—like an iceberg—that might cause their vessel to sink or run a ground, like a naval ships hitting docks or rocks," explains MaryAnne.</p><h2>What a suite of responsibilities looks like at NGA, technical and otherwise</h2><p>MaryAnne says that the most important factor to succeed in a role like hers is having a familiarity of data; you don't have to be an expert in the field. For instance, while MaryAnne was well-versed in GIS when she arrived at NGA, she didn't have any geospatial intelligence or maritime experience. However, she emphasizes that you have to be comfortable looking at the data, analyzing information, and speaking up when you have questions.</p><p>These are just some of the factors needed to execute the role. But to enjoy it? MaryAnne stresses another important characteristic: Curiosity.</p><p>"What's great about working at NGA is that it is basically up to you how you want to shape your career," says MaryAnne. She determined that she wanted to learn more and develop her career in three specific areas: how geospatial intelligence relates to world politics; what collaboration and leadership look like across organizations; and how to support diversity initiatives.</p><p>With this goal in mind, MaryAnne raised her hand, asked for additional duties, and outlined why she was the most qualified person for the roles she was interested in. Her managers at NGA agreed and helped her to make it happen.</p><p>As a result, MaryAnne expanded her cartography responsibilities one of which is working as the Regional Data Manager Under Instruction for a region in the Asia Pacific that includes China, Japan, North and South Korea, Taiwan, the Philippines, Russia, Vietnam, and Macau.</p><p>"This region is significant for commerce and world politics," explains MaryAnne, "and the uncertainty with specific Asian countries makes the region extremely active and important." MaryAnne's responsibilities in this region also include ensuring that NGA's regional data is aligned to meet all mission requirements of the agreements the agency has with its partners. To enhance her skillsets for the role, MaryAnne has taken NGA classes on the politics and culture of the region. While she has yet to take any additional language classes, she says NGA offers those too.</p><p>In addition, to learn more about what international and cross-agency collaboration looks like, MaryAnne took on the NGA's Maritime International Officer Assistant role as one of her extra collaborative duties. In this capacity, she engages with NGA's international partners to build new relationships with foreign countries and collaborates with her peers in other NGA offices, the Department of Defense, and several foreign counterparts.</p><p>Aside from these duties, MaryAnne is also exploring her interest in how agencies can create more diverse workplaces. Upon joining NGA, she became the primary Recruiting Ambassador for the American Indian council; she also works with NGA's Human Development team on diversity recruitment as a whole. "My exposure with tribal government, as well as my volunteer work with Tribal GIS, is why I chose the American Indian Council as for my Special Emphasis Program council," says MaryAnne. "The ways in which tribal government operates is so unique to each tribe and different from what the majority of Americans have been exposed to."<br></p><p>It may sound like MaryAnne does a lot (and she does), but all of it is done with the backing and assistance of her team and NGA as a whole. "They're very supportive, and that's one thing that I absolutely love about where I work," she says. "NGA is actually an agency that really cares about their employees."</p><h2>Her advice for other women considering a career at NGA</h2><p>"NGA is a great place to further your career, or even to start it. The agency's opportunities are so above and beyond those of any other place I've worked before. The way NGA invests in you as a person, and encourages its employees to grow, is worth more than any dollar amount that you could put on paper," she says. </p><p>From furthering education for PhD programs to encouraging its employees to be the architects of their own career, NGA's opportunities have made MaryAnne happy to have landed there at this point in her GIS career. </p><p>For women thinking about following in her footsteps, whether at NGA or in another technical role somewhere else, MaryAnne has three pieces of advice:</p><ul class="ee-ul"><li><strong>Don't be afraid to speak up, </strong>even if that means asking questions when you don't know something. "You should never be embarrassed. No one knows everything," says MaryAnne.</li><li><strong>Foster your relationships</strong>, which means giving <em>and</em> receiving help. "It's a give and take. Find a mentor that can guide you when you have those difficult questions, and be open to having people ask questions of you as well."</li><li><strong>Advocate for yourself</strong>. "Statistically, men are more confident in putting themselves up for promotions; women need to take on that same attitude and be bold too. We're just as qualified, if not better, and there is no reason for us not to strive and conquer great things in our futures."</li></ul><p>MaryAnne is looking forward to her future at NGA, along with the future of GIS in general. "GIS is really only limited to your imagination. You can apply it to almost anything you want—everything from tracking COVID-19 to whale migration patterns!" she says.</p><p><em>If you're interested in working with MaryAnne at NGA, check out their open roles</em><a href="https://powertofly.com/companies/national-geospatial-intelligence-agency" target="_blank"> <em>here</em></a><em>.</em></p><p><br><br></p><p><br><br></p><p><br><br></p><p><br></p><p style="text-align: right;">Approved for Public Release, 21-001</p>
READ MORE AND DISCUSS
Show less
June 25, 2020
For Employers
How Leaders Can Support Their Black Employees
A five-step framework for addressing systematic racism at work
The world has changed in the past few weeks.
We're watching corporations and organizations across the world come out in support of Black lives in droves. Many of those organizations are doing so for the first time in their history.
<p>But supporting Black people goes beyond sharing a mission statement or putting out a press release. It requires dedicated, ongoing work and resources.</p><p>As leaders in the Diversity and Inclusion space, PowerToFly has been getting questions from business leaders on what else they can do. How can they make Black employees feel supported at work? What kind of analysis should they be doing on their own processes and policies to root out systematic racism they may be perpetuating? And how can they keep these conversations about race and racism going even after the media coverage has died down? </p><p>A few weeks ago, in my role as PowerToFly's Director of Global Diversity and Inclusion, I held a chat-and-learn two weeks ago focused on how individuals could be better allies to their Black colleagues and friends. (You can watch a recording of our conversation <a href="https://powertofly.com/career/live-chats/276535-being-an-ally-to-black-colleagues-and-peers" target="_blank">here</a> and read my summary of takeaways <a href="https://powertofly.com/career/webinars/277594-how-leaders-can-support-their-black-employees" target="_blank">here</a>.) Two weeks ago, I held another webinar, this time focused specifically on what leaders—whether CEOs, executives, HR managers, or frontline team leads—can do to support their Black employees. You can<a href="https://powertofly.com/career/webinars/277594-how-leaders-can-support-their-black-employees" target="_blank"> watch a replay</a> or read on for my summary of key points and advice on the subject. </p><p>A reminder: none of what's going on right now is a Black problem. This is an American problem and even a global problem. Black people cannot end systematic racism or white supremacy, and we need white Americans and other allies to work together to end it. We need everyone in the boat with us, rowing together, if we're to see any real change. I know that fighting for that change isn't always comfortable or easy, but it's vital that we do it. It's especially important that all of you leaders, who have seats at the table to change policy and be actively anti-racist in your organizations, do it. </p><p>Thank you for joining the fight.</p><h2>A five-step framework for addressing systematic racism at work</h2><p>Most of us were taught not to discuss race, politics, or religion at work. But times are different now, and ignoring how race and racism impact work is the wrong thing to do. It's vital to address racism in the workplace not just for your employees, but also for the general public, who are noticing which companies are speaking up for what's right and which companies aren't. It'll be increasingly important in the future for leaders to commit to this change as workers and consumers alike seek to align themselves with organizations that share their values. </p><p>To aid you as you start doing that work, here are five steps you can take to start addressing racism at the workplace.</p><h3>1. Get comfortable with having candid conversations about race.</h3><p>There's no such thing as being colorblind. Saying so is problematic. We can't address the things that need to be fixed if we don't see color. Start by acknowledging that there are certain groups of people who are treated differently or haven't had the same opportunities. Start by accepting that you don't have all (or even any) of the answers, but that you're committed to working towards them.</p><h3>2. Do regular, mandatory training on inclusivity, sensitivity, and other race-related topics.</h3><p>Most workplaces have certain courses that are required, at least for managers and leaders, like sexual harassment courses or compliance training. If you want to make it clear that race is important and that racism won't be tolerated at your workplace, you need to invest in mandatory inclusivity training.</p><p>It has to be more than just a check-the-box activity. Your approach can't be, "Oh, everybody took unconscious bias training, we're good to go."</p><p>Just like anything else in your business that you really care about, you'll need to devote money and time to actively dismantling systematic oppression. That looks like monthly or quarterly workshops, having a speaker series where you invite SMEs to take on diversity topics, and investing in a D&I leader or in a resource group and partnering with them to regularly train and educate your workforce.</p><h3>3. Address systemic issues in how you hire, pay, and promote employees.</h3><p>A Black Lives Matter press statement is necessary but not sufficient when it comes to addressing racism at your company. It's a great first step, but if you don't start addressing and making changes beyond the company values section of your website, it's all for naught.</p><p>Start by looking at your salaries. Is there equity in what you're paying Black employees compared to white employees? Don't assume that there is without taking the time to analyze the situation.</p><p>Do the same for employee promotion rates. Who is moving up into bigger management jobs—and who isn't?</p><p>Look at project allocation, too. Are the same people getting the same chances to appear and present in front of executives? Are your Black employees getting opportunities to work on stretch projects?</p><p>Once you understand where the inequities are in your business, address them. These issues have deep-rooted causes and won't go away overnight. You'll need to come up with an action plan and start working against it.</p><h3>4. Review your employee referral program.</h3><p>While employee referral programs can be great, they are often not the best way to attract diverse candidates. If you have a mostly male white workforce, then your employee referrals are going to reflect that. The majority of companies don't have diverse workforces, which warrants a closer look at how these programs are implemented.</p><p>Consider running specialized referral programs through employee resource groups for underrepresented minorities. If you have a Black or Latinx group, for instance, work with your HR or Recruiting teams to source referrals from those pools.</p><h3>5. Create executive sponsorship opportunities for Black employees.</h3><p>Sponsors can make or break a career path. They can fast-track someone to a leadership role, create opportunities, and give an employee cover to try something new. But if Black employees haven't had a chance to get in front of executives—if they aren't playing golf with them, going out to dinners and lunches with them, or working with them on high-priority projects—they won't get those benefits. Add an explicit diversity focus to current sponsorship initiatives, and if none exist, create them in partnership with ERGs.</p><h3>Tips and guidance to inform your approach</h3><p>In implementing the above five steps, you may find yourself feeling unsure or uncomfortable. That's natural, especially if discussing race is something you haven't done before. Remember that to do this work well, you need to be willing to listen and to learn. Below, I've provided answers to some community-sourced questions on how exactly to do that.</p><p><strong>How can I navigate a conversation with Black employees in a way that makes them feel supported?</strong></p><p>As business and HR leaders, you might be wired to be very solution-oriented and to want to fix things for your employees. But you can't immediately fix racism or fix an employee's experience with it at work.</p><p>When talking about race with employees, do not make it about you. If an employee is talking to you about what they're feeling or going through, you can say things like, "I'm so sorry you're going through that" or "I hate that you're feeling that way" or "I care about you." Do not say "I know what you're going through" if you don't. Do not apologize on behalf of the white race or in any other way make it about what you're feeling, whether that's guilt or frustration or anything else. Just listen.</p><p><strong>How can I—or should I—check on Black employees without disrupting their privacy?</strong></p><p>Keep in mind that Black people have been taught to assimilate and blend in as much as possible, especially at work. Being called out at work specifically for being Black is not going to be a comfortable thing for many people. Do not zero in on the one Black person on your team in a meeting, for instance, and ask them how they're doing with everything that's going on.</p><p>If you are going to do a check-in, do it in a one-on-one setting. Give your employee an opportunity to give you cues. Are they bringing up what's happening in the news? Are they sharing that they went to a protest? If not, maybe they don't want to talk about it.</p><p>If you decide to check in anyway, don't direct the conversation. Tell them that you're there to help if they want to talk and that you want to know how they're feeling. But if they don't want to engage, let it go. Remember, this is not about you and what you think you need to do to be a good or inclusive leader. This is about your Black employees and what they are feeling.</p><p><strong>How can I address colleagues who have implied or explicitly stated that they are not allies?</strong></p><p>Be conscious of your energy. There are policies to create at work. There are protests to attend in your neighborhood. There are kids to raise and jobs to do. Investing time in someone who does not care or opposes who you are or what you believe in is not good for you, so minimize those debates and focus on what you can change.</p><p>That being said, don't change your message to make people comfortable. Now is a time to take a stance. If your colleagues aren't willing to do that, it might be time to leave them behind. </p><p><strong>How can a primarily white team or organization support the Black community right now, especially if financial levers like expanding hiring aren't available?</strong></p><p>It's important to move towards creating a more equitable workplace and culture even if you don't have a Black employee on your team. It's the right thing to do. Remember that allyship is essential, and that white allies can have huge influence within organizations and communities. So start with the five steps above. If you have a budget beyond that, invest it in additional D&I training. Provide resources for doing anti-racist work in-house. Dedicate time every week in your team meeting to talk on topics relevant to the Black Lives Matter movement, whether that's defining what being an ally is, learning about systemic oppression, or brainstorming ways to get involved in your local community.</p><p><strong>How can I use levers to make sure my internal and external recruiting is as diverse as possible without being discriminatory?</strong></p><p>First of all, there's nothing discriminatory about asking for a diverse slate of candidates, whether you're asking an external recruiter or an internal team. You're not promising anyone a job based on their identity; you just want to make an effort to see a range of candidates. Hiring diversely doesn't happen by chance. You don't post a job and then just see a flood of resumes that perfectly represent all races and identities. That's called the "post and pray" approach and it's destined to fail.</p><p>If you're hiring internally, start by going to employee groups and encouraging group members to apply. Ask if they have anyone they'd recommend for the position. Make an effort to ensure that people know about open opportunities and what you're looking for.</p><p>If you have a recruiter or sourcer working with you, tell them that you want to look at a diverse pool of candidates.</p><h3>Going forward</h3><p>These are tough subjects to tackle and doing so will require sustained focus and resources. Thank you for doing this work. If there's anything we at PowerToFly can do to help as you continue down the path towards becoming an actively anti-racist organization, please feel free to reach out to me and my team at answers@powertofly.com!</p>
READ MORE AND DISCUSS
Show less
October 22, 2020
Career Advice
5 Tips from VideoAmp's Kelly Metz on Learning to Listen, Seeking Out Discomfort, and Building a Career You Love
Kelly Metz was on her thirtieth rewatch of a video her team was producing when it hit her: creativity wasn't her strong suit.
"I just missed the things my peers saw," explains Kelly. "I was blind to them."
<p>It might surprise you to hear that from Kelly, who, now the VP of Product Marketing at advertising technology platform<a href="https://powertofly.com/companies/videoamp" target="_blank"> VideoAmp</a>, has worked in various advertising roles over the course of her long career. But she owns the fact that she's not the most creative person (and that she's working to improve in that space, eager to learn from the people around her). Part of that is because she's very comfortable taking feedback and recognizing her weaknesses. And an equally important part of that is because she's fully confident in her strengths, knows what she brings to the table, and recognizes that the strongest team is one that's diverse, full of people who think differently and have different strengths.</p><p>"When you surround yourself with people that are really, really talented, you start to recognize that they see things differently. They have a lens I don't have. But I see things differently than they do. And I will comment on things they don't notice," she says.</p><p>We sat down with Kelly to talk about her career path, why she left bigger advertising firms to join a startup, and what advice she has for other women looking to take smart risks and make the most of them. </p><h2>From dot-com startups to VideoAmp</h2><p>Kelly started her career in technology and advertising and found that her first few years on the job were rich in learning and development opportunities. "It's just exponential learning in your twenties; it's fantastic," she explains. "Even reaching the director level didn't seem particularly momentous because it was just constant growth up to that point."</p><p>Starting out in tech during the dot-com bubble certainly contributed to this steep learning curve and fast pace. "At one point I was driving my own car to ship packages because we were in ecommerce and just trying to make the Christmas deadline," she says, laughing.</p><p>One of the first turning points in Kelly's career was when she decided to leave the world of scrappy dot-com startups and join software giant Oracle. There she took advantage of all of the training and coaching that they offered.</p><p>"It was a game changer for me," says Kelly. "They spend a lot of resources training their people. At smaller firms, especially during the internet bubble, everyone was new. There was no guidance or mentorship and you kind of had to just go with it."</p><p>She learned a lot at Oracle, including how to grow through discomfort and be a good manager of people (a key tip: never, ever skip a one-on-one). When she left the company after five years, she took those learnings with her, continuing to develop not only her understanding of the ad space, but of people management as well.</p>
<p>After five years as VP, Business Development at StudioNow in Nashville, Tennessee, Kelly felt ready for a change. She realized that she wanted two things: first, to move back to her hometown of LA and reunite with the Pacific Ocean, and two, to work at a growing startup with strong fundamentals where she could have an impact.</p><p>Enter VideoAmp.</p><p>Kelly says that she knew VideoAmp was the company for her not when she found out their headquarters were in Santa Monica (though that helped), but rather when she genuinely enjoyed her interviews with the team.</p><p>"The more corporate and rigid the interview structure, the more the culture is like that," says Kelly. "I'd done many rounds of interviews like that. At VideoAmp, everything was way more freeform. They were very inquisitive in the questions they asked. They were clearly curious. I felt like I wouldn't be hemmed into one role. And I'm very pleased with the decision I made to join."</p><h2>Finding the right amount of risk</h2><p>VideoAmp hired Kelly as their Director of Sales Engineering, but not long after joining she became their VP of Product Marketing. "I'd always been on the business development revenue side, and I became interested in product marketing because you're able to work across teams and impact the entire revenue chain," she explains.</p>
<p>She didn't have prior experience with product marketing, but she decided to reach out to VideoAmp's SVP of Marketing, Esther Maguire, who just so happened to sit across the office from her—in pre-pandemic days, that is—about an open spot on her team.</p><p>Now, as the VP of Product Marketing, Kelly is responsible for communicating what VideoAmp's technology can do to their clients and prospects. "You can't measure everything. So what are our clients' priorities and how are we delivering capabilities against those?" she says. That involves visualization, collaboration with designers and other creative types, and really strong communication skills.</p><p>Throughout her career, right up into that big switch from sales engineering to product marketing, Kelly has taken calculated risks. These risks have paid off for her, but they haven't been the result of indiscriminately saying yes to new opportunities. She has five key pieces of advice for anyone looking to embrace opportunity and advance their career:</p><p><strong>1. Seek out discomfort.</strong> "I was never comfortable at Oracle, not for a moment," says Kelly. "And ultimately, if I hadn't had those five years of experience, I wouldn't have gotten where I am now." She notes that "if you're not uncomfortable, you're probably not growing fast enough," particularly if you're early in your career. If you're mid-career or late career, don't stop taking risks, but do make sure they're things that feel in line with your "true north," that is to say, your long-term career and life goals.</p>
<p><strong>2. Set your comfort/risk ratio and live within it. </strong>Taking risks can feel like an amorphous challenge, which is why Kelly suggests spending some time reflecting on how much discomfort is right for you personally. For her, this ratio has fluctuated between 60-75% comfort and 40-25% risk. "I really do believe that positivity and confidence breed success," says Kelly. "Confidence comes from your experiences and what you've achieved, so, especially early on in your career, you need to say 'yes' to enough risks to actually build that confidence." The key takeaway? Confidence doesn't necessarily come from feeling comfortable—it comes from embracing opportunity and showing yourself that you're capable of meeting the challenge.</p>
<p><strong>3. Assume the best of people.</strong> Part of taking on risks means that you might fail. You might be wrong. You might do something your team doesn't agree with. Kelly highlights how important it is to be open to feedback and advice and never assume that your team is out to get you. "When you're in a new situation and you're not yet as confident, it's easy to be defensive, but in the end, everyone's on the same team," she says. "Even when you think someone's feedback is wrong, challenge yourself to consider the possibility that they might be right and see how that changes your perspective."</p>
<p><strong>4. Avoid "yes teams."</strong> When you're doing step three well, it makes it easier to have constructive disagreements and avoid groupthink or "yes teams—people who always say yes and do everything the same way." Kelly finds that truly diverse teams are much more successful: "It's teams that complement each other and challenge each other that make each other better."</p>
<p><strong>5. Be a good listener.</strong> "Those who listen advance the farthest," says Kelly. "People want to be heard. Make sure you're accountable to who is speaking. Take notes, repeat it back, make sure you're capturing their intent. That will speak volumes to your desire to be there, to learn, and to have an impact."</p><p><em>If you're interested in learning more about growth opportunities at VideoAmp, check out their PowerToFly page</em><a href="https://powertofly.com/companies/videoamp" rel="noopener noreferrer" target="_blank"> <em>here</em></a><em>.</em></p>
READ MORE AND DISCUSS
Show less
October 14, 2020
Career Advice
Unlocking the Secrets to This Senior VP's Success: Discomfort, Impact, and Intrinsic Motivation
A Conversation with Bounteous' Jen Spofford
Jen Spofford would tell you that she never had her sights set on becoming a partner at The Archer Group, an advertising agency acquired earlier this year by digital transformation agency Bounteous.
Her former boss would beg to differ.
<p>"He likes to tell the story of my interview," says Jen. "I had studied the website and seen pictures of the leadership team, and one of my questions to him was why were there no women in leadership. He responded with 'you know, there just hasn't been the right opportunity.'"</p><p>While the specific role of partner may not have been on her mind, Jen did have her sights set on changing that.</p><p>And she has. Seven years into her career at Archer, Jen made partner. Three years later, she and her four co-partners architected the firm's acquisition by Bounteous, where Jen is now the Senior Vice President of Client Service—and where Jen's picture on the<a href="https://www.bounteous.com/about/" rel="noopener noreferrer" target="_blank"> company website</a> is joined by pictures of two dozen other women in leadership.</p><p>We sat down with Jen to learn about her professional journey, her leadership philosophy, and why she thinks intrinsic motivation is the best path to career fulfillment.</p><h3>Seeking discomfort to find growth</h3><p>Jen was born in Delaware and now works out of Bounteous' Wilmington office (well, she did, in pre-pandemic times), which is just a few miles away from where her dad worked for 40 years. "I felt a little mad at the universe for returning me back exactly where I came from," she jokes.</p><p>She didn't start her career there, though. After studying advertising at Penn State, she worked for several big agencies in New York City, putting in the hours and honing her account management skills.</p><p>"I worked my way through the big guys, and that's kind of how New York felt—you had to constantly be on the move to grow," she says. She got into digital advertising and loved it, and took a role at a boutique firm that specialized in digital in order to learn as much as she could. "It was amazing, but emotional. I had 16 hats and I wasn't always wearing them well," remembers Jen. </p><p>She was looking for a slightly bigger agency that still had digital focus, and that's when she found Archer, which just so happened to be in her home state.</p><p>She came on as an account manager and within a year was leading the whole account management team. She credits her quick advancement to her drive to improve: "My goal was always to continue to better orchestrate the impact of our work, and that happened to lead to another title." She became a partner at Archer in 2016, and now at Bounteous, Jen manages nearly 20 team members and is responsible for all of the agency's business east of Chicago.</p><p>"I know if I push myself to get into uncomfortable situations, those are the places where I'm going to grow the most personally and professionally," says Jen. "Out of those uncomfortable experiences, you forge yourself into something better."</p><h3>Points of impact</h3><p>As she moved up the ranks, Jen wasn't tracking her title changes—she was tracking her scope of impact. "Being in the C-suite of a company was never a long-standing dream, but the idea of contributing meaningfully and of making an impact in whatever I am doing, that's something I have to have," says Jen. "If I'm not making an impact, then I need to find a place where I can."</p><p>Seeking to make a positive impact instead of plotting a way up a career ladder has let Jen focus on what she actually loves to do, which is partnering with her clients to achieve their goals and building a strong team underneath her and helping them to grow. And while yes, the titles and the raises have come, too, and aren't completely irrelevant, Jen credits her success to not chasing them. "I don't think about my next promotion. I think about how I'm going to be able to either keep making an impact or what am I going to have to change so I'm able to make the impact I want to make."</p><h3>3 tips to unlock your growth, at Bounteous and beyond</h3><p>As a manager of a big team at Bounteous, Jen seeks to apply her philosophy of internally-motivated career growth with her direct reports, aiming to understand where each person on her team wants to grow and to create the conditions for their success. That does come with promotions and raises, but she's much more focused on helping her team find career fulfillment than she is on those accolades themselves.</p><p>She has three pieces of advice to share with women looking to find that fulfillment in their own roles:</p><p><strong>1. Pinpoint how you'd like to grow.</strong> Jen highlights how important it is that you as an individual do some soul-searching on exactly where and how you want to grow, beyond whatever promotion is on the horizon. "I just don't believe most people can get a 'senior' in front of their title and will go back to their office and feel satisfied, if they weren't before," says Jen. "You need to understand what it is you wish you could do or try or learn that your current situation is not enabling."</p><p><strong>2. Understand where your pain points are in your current role. </strong>Jen gives an example of when a simple promotion isn't actually what you should be asking for: "Let's say your problem is you can't let go of some of the work that you've mastered and you don't have time for things that are actually teaching you something. Well, it's not a solution to promote you if you still have to do that job from top to bottom. Maybe instead, we need to hire someone to support you." You could then free up your time to learn new things and get to grow as a manager of people.</p><p><strong>3. Make sure you've earned your wins and you know how to communicate them. </strong>Before starting any conversation about how you'd like to grow your career, says Jen, you need to make sure you've proven to your manager you're worth investing in. "I think sometimes people early on in their career need to hear that you do need to work really hard and get those successes so you can talk about the reasons why you deserve that next opportunity," she says. "Once you have that, you can persuade me you're ready for the next level."</p><p>"If you stay open-minded, if you push yourself to do uncomfortable things, and if you work hard, you will be presented with opportunities to do more," says Jen. Part of being open-minded is being willing to collaborate on solutions, she notes. She never wants someone to leave her team because there's an issue they're having they don't know how to solve, be it a desire to work in a different role or an issue with their commute.</p><p>"There's a thousand reasons why you shouldn't leave Bounteous and only a few why you should. I want my team to be open with their challenges and real with themselves. I care about every single person on my team," says Jen. "Everyone that stays or goes, I want to help them grow. I want to give them all the opportunities I can. And I fully believe Bounteous, if it continues on its trajectory, will continue to offer them all kinds of growth."</p><p><em>If you're interested in working with Jen and the Bounteous team, check out their open roles</em><a href="https://powertofly.com/companies/bounteous" rel="noopener noreferrer" target="_blank"> <em>here</em></a><em>.</em></p>
READ MORE AND DISCUSS
Show less
Loading...
