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January 13, 2019
Forward
Meet Dr. Brittaney Belyeu: Forward’s Newest Physician in Los Angeles
Below is an article originally written by PowerToFly Partner Forward, and published on January 11, 2019. Go to Forward's page on PowerToFly to see their open positions and learn more.
Forward is the new approach to primary care, offering customized plans to help you control the future of your health. Today, we sit down with Dr. Brittaney Belyeu to hear her take on tech-enabled, member-centered healthcare.
Dr. Brittaney Belyeu — our newest physician at our Los Angeles location at The Americana in Glendale — received her medical degree from UCLA and completed residency training in Internal Medicine, with an emphasis on Primary Care, at the University of Washington. She values building a strong therapeutic alliance with members and using that as a foundation to help members move toward optimizing their health.
What first drew you to practice medicine?
As a child, I watched my mother suffer from widespread pain and fatigue as she searched for answers from her doctors for what was going on. She also dealt with the stress of work and caring for our family. Seeing her deal with these trials, I began to recognize the importance of a physician in improving a person's quality of life, which is ultimately connected to their ability to care for themself and their family.
What areas of interest do you have as a physician?
I am interested in prevention and optimization of chronic disease. My other primary interest is how technology and information systems can help a member better understand their health.
What do you value most in your relationships with members?
Being a primary care physician often means being invited into areas of a person's life that make them feel worried and vulnerable. I value the trust that is built in establishing a therapeutic relationship with members.
What is your experience with the current healthcare industry? Where would you most like to see improvements or changes?
There are inefficiencies in processes and transmission of information in the current healthcare industry that can lead to patient-provider miscommunication, unnecessary care, and unnecessary cost. I would like to see those inefficiencies addressed, which technology and optimization of information systems can help to facilitate. Additionally, it is important to train a workforce that is passionate about providing efficient but equitable care, particularly within the primary care field.
Why did you decide to join Forward?
I joined Forward because it is a new model of care that strives to address the inefficiencies that I mentioned above, while also placing high value on the member experience. This gives me the opportunity to be a part of positive change toward a better and equitable healthcare system.
What are a few fun facts about you that our members might not know?
I love food! If I could be dropped anywhere on Earth right now, it would be into La Boqueria in Barcelona.
July 14, 2020
From IC to VP in Four Years: Reflections on Growth & Problem Solving from Peloton's Betina Evancha
Betina Evancha loves putting together IKEA furniture. If you have some languishing in a box in a closet, waiting for you to muster up the patience to sort through a hundred tiny screws, she'd be happy to help.
<p>"It's very zen, right?" asks Betina, who is the VP of Product Management for fitness tech company Peloton. "My work life is lots of lateral thinking, where there are no correct answers to problems a lot of the time. So it's very soothing to do something where you just start, follow the directions, and at the end, you have a chair."<br/></p><p>We sat down with Betina to talk about her career as a product manager, how she's seen Peloton's Product Management team grow from four to 25, and what she's learned about tackling not-so-straightforward problems along the way.</p><h3>Finding her niche: mixing people and problems in product management</h3><p>Betina studied mechanical engineering in college and took a job after graduation as a consultant, excited by the opportunity to solve problems for different kinds of businesses. But she wanted to be more hands-on with her solutions than consulting allowed for, so in her free time, she learned how to code and later took a job as a mobile developer.</p><p>That was better, but still not quite right; she felt like she had more to offer. Her then-boss gave her an opportunity to be a product manager, and that was her Goldilocks moment.</p><p>"Product management is super fun—there are lots of different problems to solve," says Betina. "There's data problems and user testing problems and strategy. It's an opportunity to work with many different skills and tools, and I enjoy the challenge."</p><p>Betina joined Peloton in 2016 as the fourth member of their product management team. They covered many of Peloton's products, from the website, to the system used in showrooms, to the Peloton Bike itself. Her focus was on the Tread, Peloton's full-body workout offering. The team grew quickly, and two years in, her boss offered the opportunity to manage people.</p><p>Management was interesting to her, she explains, because it would give her an opportunity to learn how to make an impact through others. "You're no longer just solving problems yourself. You're thinking about how to help someone else solve problems and help them improve, while giving them ownership," she says.</p><p>She went from a Senior PM to a Director of Product Management and found she thrived in the role. A year later, when the VP of Product Management role opened up, Betina decided to throw her hat in the ring.</p><p>"I knew I had a lot of experience at Peloton and with the subject matter and team, and at the same time, I knew I hadn't been a VP before. I knew I was a good candidate and I knew I'd have to grow into it," says Betina. But she raised her hand and her manager gave her a shot, first with a smaller team-wide project to create a standardized system for planning, and then, when that went well, with the job itself.</p><h3>Developing as a manager—and learning to "bottle the magic"</h3><p>"Being a good manager is not the kind of thing that you do one day and then you are good [at it]. It's a practice and it's an effort that you make. And it's also something that you learn over time," reflects Betina. "It's not like many skills, where you could spend a few weekends studying and then you've learned something. Managing doesn't work that way. You can't practice giving performance reviews over the weekend."</p><p>(We wondered briefly if maybe you could, if there were a manager-marketed VR app that let you practice sitting at a conference table and walking an employee through their performance metrics. We call dibs on bringing it to market.)</p><p>As she's developing as a manager, Betina has been careful to frame her style of leadership and management in ways that felt authentic. "I would say, 'Hey, my job isn't to come in here and tell you what to do. Or even really to change the way we're doing things. It's to provide you with resources and help you grow,'" she says.</p><p>She also needed to determine what kind of values she wanted to encourage, and for her, it kept coming down to something simple: obsession with making the product good.</p><p>When the team was small, that obsession was easy to foster. With fewer product managers, each person's responsibility area was huge, and naturally created a sense of ownership that helped team members thrive. But as Peloton's offerings have expanded beyond a bike and into other areas, Betina notes that it can be harder to maintain that energy.</p><p>"You need to believe that 'the buck stops with you,' right? The nightmare scenario is a PM saying, 'Oh, I would change the product, but I can't because of the bureaucracy,'" she says. To address that, Betina actively ensures that her product team has all of the tools they need to fully own their work and focus on solving member needs.</p><p>She calls that "bottling the magic"—creating an environment where everyone is enabled to obsess over the pursuit of creating a good product. It's a hard task as the team keeps growing in size, but she's committed to keeping that magic and that energy there.</p><p>"One of Peloton's core values is 'operate with a bias for action,' which I very much agree with," says Betina. "If I see anyone on my team start to lose that feeling of being able to create change, I know I need to change the structure to make that person feel like they can do what's important to create a great product."</p><h3>Failing — and learning from it</h3><p>"I like being successful and doing things correctly," says Betina on behalf of…pretty much all of us. But then she gets vulnerable, on behalf of all of us, too: "But I've been in a lot of situations where I didn't have the answer to the question. I've sometimes failed publicly. It's not that fun to do. Figuring out a way to fail at something, learn from it, and do it better next time has been challenging."</p><p>For Betina, the path forward requires finding ways to maintain her confidence despite setbacks. She says she's learning from her manager, Tom, who she jokes might "genuinely not have an ego" and who has shown her that admitting when you don't have the answer can empower and strengthen the team.</p><p>But despite the pain that comes with growth, Betina's thrilled for the chance to be doing the growing. "Honestly, it's been a total privilege to work on the stuff that I get to work on with the people I get to work on it with. I genuinely love the product and I think it's really fun to work on something that our members are really excited about," she says.</p><p>She's looking forward to the future, too, which may see her team growing even further and taking on new products yet to be dreamt up. "The complexity will just continue to increase," she says. "So how do you continue to create that sense of possibility and excitement about what we can build?"</p><p><em>If you're interested in learning more about Peloton or checking out their open roles, click</em><a href="https://powertofly.com/companies/peloton-interactive-inc" target="_blank"> <em>here</em></a><em>.</em></p>
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July 10, 2020
popular
12 Ways to Seem Smart in a Zoom Meeting
It's been six years since Sarah Cooper graced us with her 10 Tricks to Appear Smart in Meetings. But how on earth can we appear smart in our new virtual world, in which for many of us, going to work is just sitting in one long series of probably-not-necessary Zoom meetings?
<p>Well, we've got you covered with 12 (that's two better than 10!) tips for seeming smart in a Zoom meeting:<br/></p>
1. Dial in.
<p>Dialing in rather than joining via the link instantly boosts your credibility. Who calls into Zoom meetings? People who are still busy and important enough to be leaving their houses! But you needn't actually be one of those people, or even more than a foot away from your computer to pull off this maneuver. (Remember, this article is called *seeming* smart, not being smart.)</p><p><strong></strong><em>Bonus: </em>If it's a large meeting at which attendance will be taken, the person running the meeting will inevitably ask, "Who's calling in from 443-322-2121?" That's when you raise your metaphorical hand, jump off mute, and say "[Your name] here. Really looking forward to hearing your perspective on [meeting topic]." And voila! You've stolen the meeting spotlight.</p>2. Don't come on camera—ever.
<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzQ0ODU5OS9vcmlnaW4ucG5nIiwiZXhwaXJlc19hdCI6MTYzNjMwNjI3OX0.4fLyq2CvkZAJ7n_03esZepY37mOdyGdDdTEUYt5XEU0/img.png?width=980" id="bc7e6" class="rm-shortcode" data-rm-shortcode-id="fbbf21cc5d8c863b30654ae6993b04f5" data-rm-shortcode-name="rebelmouse-image" /><p><br></p><p>Much like the "dial in," this technique works because it makes you appear aloof. If <em>The Crown has </em>taught me anything, it's that the key to maintaining a sense of mystique and prestige is to keep people at arm's length—and if you absolutely <em>must</em> touch them, wear a glove.</p>3. Only communicate via chat.
<p>Once you've mastered the art of staying off camera, you can level up by communicating exclusively via the chat box. Don't come off mute at all, even if the speaker asks your opinion. You are the elusive chatter and you will not be forced into actually participating in said meeting.</p>4. Ask to share your screen.
<p>Being aloof is great, but it's all about balance. Sprinkling in some active participation will really shock and impress your colleagues if you catch them off guard, so save this technique for when you've strategically <em>not </em>participated in a string of meetings.</p><p>Spend a few minutes prior to the meeting prepping a few inspirational slides with words like "synergy," "optimization," and "redefining 'culture'", or spend a few minutes poking around in Google Analytics. </p><p>Then wait for the opportune moment to say, "Can I just share my screen for a moment? I have some really interesting data I'd like to share...." and BAM — brilliance established.</p>5. Show off your Zoom-saviness.
<p>Try saying, "You know you can mute people, right?" to the host when they beg whoever's got the lawn mower and crying baby in the background to put themselves on mute for the nth time.<br></p>6. Create an alter ego.
<p>This tactic requires commitment, but the pay off is certainly worth it. Join the Zoom meeting from your normal account + name, and then join it again on a second device from an alias. Have your alter-ego ask some probing or stat-based questions in the chat and have the answers ready ahead of time. It should work something like this:</p><p style="margin-left: 20px;"><strong>Your alter ego Charlene</strong><strong>:</strong> "Does anyone know what percentage conversion rates increased by in Q2?"</p><p style="margin-left: 20px;"><strong>Real you</strong>: *doesn't miss a beat* "It looks like Charlene has a question in the chat. That would be 36%."</p><div>Never mind that no one on your team knows who Charlene is or why she's at this meeting, they'll be too blown away by your brilliance to notice. (Bonus points if you use this strategy in conjunction with techniques 1, 2, 3 or 4!)</div>7. Place an obscure object in your background that exudes intelligence.
<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzQ0ODYxOC9vcmlnaW4ucG5nIiwiZXhwaXJlc19hdCI6MTYwNzk5Njg2Mn0.V9_-3Ij3v_QndseqlrXRt5Nn39EJ97-itjls5zzYPf8/img.png?width=980" id="a369d" class="rm-shortcode" data-rm-shortcode-id="604a2f04b53c2e3bc801bfa5256f367b" data-rm-shortcode-name="rebelmouse-image" /><p><br></p><p>We're talking a telescope, or perhaps a hardcover copy of <em>War & Peace </em>(no one need know that its only purpose in your life is as a makeshift yoga block).</p><p>If you don't have any suitable props at your disposal, do not despair: download some screenshots of Sheldon's apartment from <em>Big Bang Theory </em>or the chalkboard in <em>Good Will Hunting </em>and use those as a virtual background.</p>8. Ask "Is this really the best course of action given the current climate?"
<p>Economic collapse, COVID, racism… No need to specify whether you're referring to one or all of the above; just sit back and watch your boss squirm amidst the ambiguity.</p><p>This strategy pairs very well with techniques 2 and 3. You can prep additional vague-but-probing questions ahead of time and pepper them into the chat box throughout the meeting:</p><ul><li>How will this scale?</li><li>Do we really have the bandwidth for this right now?</li><li>What's the value-add here?</li></ul>9. Remind everyone that you have a paid Zoom account.
<p>"Oh, it looks like we're getting the 40-minute warning. I have a paid account, do you want to switch to my room?" It's helpful, with just a touch of condescension. Everyone knows condescending people are smart. And everyone knows that people with paid Zoom accounts are super important.</p>10. Tell everyone you have a hard stop.
<p>When pressed for details, share your philosophy on "work-from-home" balance and how committed you are to getting up once an hour to walk to your refrigerator.</p>11. Ask the screensharer/host to "pull something up" for everyone.
<p>Ask the presenter to navigate to a screen that only you know how to navigate well. Laugh maniacally while they suffer from crippling performance anxiety. Let them struggle for as long as is tolerable before saying, "Oh you know what? I can just share my screen if you want. That would probably be easier." BAM you're the hero. Don't worry, no one will even pause to consider that you could have proposed this course of action from the start.</p>12. Say Zoom fatigue as many times as possible.
<p>If you're too tired to employ any of the other strategies, just say "I know everyone is experiencing a lot of Zoom fatigue, so we can keep this meeting short." Then hang up as quickly as possible. Meeting averted! </p><p>After all, there's no better way to demonstrate your intelligence in a virtual meeting than to demonstrate why it wasn't really necessary in the first place. </p>
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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>
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July 10, 2020
Diversity & Inclusion
How To Handle Conversations on Race with Your Non-Black Coworkers
I sat in front of my CEO to discuss several complaints of racism. I was new to my role as a Culture Director. I was nervous about his reaction to the complaints. But I also knew he strongly supported developing this new department; I knew that he would take the right steps. So I was shocked when I heard him say sheepishly, "I don't know, Noelle...all of this stuff about racism. I just don't see it. I don't even see color. I'm pretty much color blind."
<p>As a Black woman, I could feel the eye rolls and groans from my ancestors.<br/></p><p>Lately, regardless of their role, Black professionals are having very uncomfortable conversations about race. Some of these conversations spark organically or out of necessity, but regardless, it can evoke a lot of emotions. So how do you handle these tough conversations with your non-Black coworkers?</p><h3>Know that you don't have to say anything</h3><p>You may feel inclined to say something to a coworker who is asking you questions about race or when she has said something out of line. However, if the emotional labor is just too much, know that you do not owe it to anyone, even well-intentioned people, to share your perspectives about race. </p><p>This sensitive topic should only be touched on by you to those you feel truly deserve and welcome your insight. Not everyone is there yet, but if you feel pressured to say anything when you don't want to, know that it is not your job to educate everyone on Black issues. To conserve your energy and keep your space safe, setting boundaries may help.</p><p>Here is how that conversation can play out at work:</p><p style="margin-left: 20px;"><strong>Coworker:</strong> I have so many family members that are really struggling with the "all lives matter" versus "Black lives matter" philosophies. Do you have any resources I can share that I can send to them? </p><p style="margin-left: 20px;"><strong>You:</strong> This is not something I'm comfortable speaking about. I know there is a lot of information online that you may feel is useful. I hope that you can respect this boundary for me.</p><h3>Addressing coworkers who are "woke" when convenient </h3><p>Right now, for wonderful intentions and opportunistic ones, fighting for Black lives is popular. Many companies are making conscious shifts to become more anti-racist and everyone from activists to celebrities to influencers have been sharing their stance on the Black Lives Matter movement. </p><p>Because being a part of the movement has been so monumental, people are getting swept in without first checking their own internalized racism. They intend on doing their part to be anti-racist, but are misguided on those actions or have taken actions that contradict them.</p><p>For example, I once had a White coworker who fought for diversity for the attendees at an exclusive retreat, and consistently challenged any inklings of White supremacy wherever she saw it...but once touched the hair of a Black coworker with natural hair without asking.</p><p>If you think there is a serious issue, definitely bring the matter to HR's attention, but if you think the person is under-educated about their unconscious bias, and know them well enough to call them out, talking to them directly may be the right option for you, <em>but only if you have the</em> <em>emotional bandwidth</em>. </p><p>Here is an example statement you can share with this coworker <em>if you deem them open enough to share:</em></p><p style="margin-left: 20px;">"Hi, Kimberly. It was great seeing photos of you at the rally. It seems like you are looking for ways to support the Black community and that's a good thing. With that, I wanted to point out something that I've noticed that you do, which makes me uncomfortable. This is something that you may not know that is causing me discomfort, but with seeing you out there trying to make a difference, I'm hopeful that you can be receptive to what you could be doing right here at work to make an impact. Last week when…"</p><h3>Be honest about how you are feeling</h3><p>While you don't owe it to anyone to share your feelings, it can really mean a lot when a non-Black coworker checks in with how you are holding up. Black women tend to feel pressured both externally and internally to be as positive as possible at work. This pressure can be too much to take at times, and being able to release with a coworker who has earned your trust may give you a small release on the relentlessness of always seeming strong and happy. </p><p>While you can't hand off all of the emotions you may be feeling now, you can start being honest when a trusted coworker asks, "how are you doing... really?" </p><p>Here is an example of how to do that:</p><p style="margin-left: 20px;"><strong>Coworker</strong>: I just wanted to check in with how you are doing? I know it can not be easy to be working with everything going on like things are normal. </p><p style="margin-left: 20px;"><strong>You</strong>: Honestly, not great. I'm doing the best that I can, but it's not easy. </p><p>This is a gateway to a good conversation. They can choose to stop the conversation there, and move on to something else. Or, they may decide to listen, to be supportive, and to be an advocate at work and beyond. But it all starts with being honest even when it's hard, to coworkers who are not afraid to show up authentically. </p>
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July 09, 2020
Work From Home
Four Ways to Nail Your Next Virtual Interview: Recruiters at Relativity Share Their Tips
Living in the midst of a pandemic has brought about a whole host of changes and challenges for workplaces and employees. One of the most notable? Virtual interviewing. With most on-site interviews on hold for the foreseeable future, it's important that you be prepared to make a great first impression—virtually.
<p>Our friends at global tech software company <a href="https://powertofly.com/companies/relativity" target="_blank">Relativity</a> were kind enough to share their top tips for nailing your virtual interview.</p>
<p>To help applicants understand how they can stand out, Fernando Sierra Jr., Video and Photo Specialist at Relativity, asked three of his colleagues to share their advice:</p><ul class="ee-ul"><li>Savrut Pandya, Senior Sourcer</li><li>Judene Hylton, Senior Recruiter</li><li>Brendan McLaughlin, Senior Recruiter </li></ul>
<p>Read on below for their tips or watch the full video <a href="https://www.youtube.com/watch?v=o2Qd488GLKc" target="_blank">here</a>.</p>
<h3>1.) Set-up and Appearance Are Key </h3><p>Savrut Pandya, Senior Sourcer, says setting the scene can make all the difference in making a stellar first impression. So how do you go about that? He recommends that you: </p><ul class="ee-ul"><li><strong>Be interview ready at least 30 minutes ahead of time.</strong> Turn on your device and make sure that it's working, and that you have a strong Internet connection. There's nothing worse than turning on your computer minutes before an interview to discover that your system needs to install mandatory updates before you can log in -- UGH!</li><li><strong>Familiarize yourself with the meeting software. </strong>Many companies are using Zoom to conduct virtual interviews. If you've never used the software before, download the free version and make sure that you know how to navigate the platform. You'll feel much calmer the day of the interview if you know the ins and outs of the program.</li><li><strong>Open all necessary applications, documents or browser tabs. </strong>It's always a good idea to have any documents that you may want to reference for the interview pulled up and ready to view. <em>Pro tip: also make sure that you minimize or close any tabs that are not relevant to your interview. They may be distracting.</em></li><li><strong>Appearance, appearance, appearance. </strong>The appropriate attire and atmosphere may vary from company to company. Make sure to check in with your potential employer to confirm what the ideal dress code may be, just as you would if you were going into the office for the interview.</li></ul>
<h3>2.) Communicate Effectively and Clearly </h3><p>Senior Recruiter Judene Hylton notes that communication is even more important in a virtual setting. She suggests that you:</p><ul class="ee-ul"><li><strong>Have a notebook and pen handy. </strong>Get back to basics and jot down notes during the interview to show your interviewer that you are listening and retaining important information. Don't resort to note taking on the computer in front of you. Keyboards make a lot of noise! </li><li><strong>Avoid using "yes" and "no" answers.</strong> Interviews should flow like a conversation, not just Q&A. Elaborate on your responses with examples of previous experiences, and tell stories when appropriate. Let your interviewer find out more about who you are as a prospective employee. </li><li><strong>Listen to the entire question or statement before you reply.</strong> Don't jump the gun and respond too quickly. Listen thoughtfully to your interviewers, and make sure that they are finished speaking before you rush to answer.</li></ul><h3>3.) Don't Forget To Prep</h3><p>Brendan McLaughlin, Senior Technology Recruiter, says that preparation is key. He recommends three key steps:</p><ul class="ee-ul"><li><strong>Do your research. </strong>Don't just read the job description. Top candidates take the time to research the company, the industry, and the company's competitors so that they can better prepare themselves and ask well-thought-out questions. </li><li><strong>Figure out who is interviewing you.</strong> Do some digging on LinkedIn to learn more about your interviewer's background. You never know if you may have something in common with the person that you're speaking with. There's no better way to break the ice than by establishing some common ground before you dive into the interview.</li><li><strong>Review the job description. </strong>Make sure that you review the job description, and write down any questions you may have about the role. Make sure you have a copy of the job description on hand so that you can reference it during the interview. (This is one benefit of getting to do the interview virtually!)</li></ul>
<h3>4.) Go for a strong finish </h3><p>Don't just leave the meeting when the interviewer stops asking questions. Brendan has a few tips on how to finish on a high note:</p><ul class="ee-ul"><li><strong>Make sure to ask questions.</strong> Prepare a few questions before the interview, but also ask for clarification on anything that came up during the interview that you may be curious about. </li><li><strong>Thank the interviewer for their time.</strong> A simple acknowledgement can go a long way!</li><li><strong>Express your desire for the role, and explain why you are the best candidate for the job.</strong> A lot can happen during an interview. It's important to highlight how you can bring value to an organization at the end of an interview. It's the last thing that your interviewer will remember about the conversation. Make it a strong statement. </li><li><strong>Make yourself available for any follow-up or additional conversations. </strong>Provide availability for future interviews before you sign off. This will show that you're thinking about next steps, and that you're eager to learn more about the role.</li></ul>
<p>Interviewing is a skill. Whether in-person or online, it's important to prepare yourself before you step into the hot seat. </p>
<p><em>Want to put your virtual interview skills to the test by applying to one of the open roles at Relativity? You can view them </em><em><a href="https://powertofly.com/companies/relativity" target="_blank">here.</a></em></p>
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