"The Most Common Questions We Get About Working At Buffer"
Below is an article originally written by Arielle Tannenbaum, Community Strategist at PowerToFly Partner Buffer, and published on November 26, 2018. Go to Buffer's page on PowerToFly to see their open positions and learn more.
When you experiment with work culture as much as we do at Buffer, you tend to receive a lot of questions about it.
What is it like to work remotely? How do you collaborate across time zones? Do people really feel okay making their salaries public? Can you become friends with teammates when you're not in an office? Do you miss working in an office? Do you basically live in pajamas? (Quick answer to that one: not usually, though I definitely have spent a work day or two in pajamas!)
These questions are barely scratching the surface of everything we're asked.
Like many of my teammates, I'm more than happy to answer these questions when they come up in our Slack community, on Twitter, on LinkedIn, and beyond, because it's a wonderful way to connect with our community and kick off some really interesting discussions about the future of work.
We love that people are curious about our work culture — being curious is how all of our culture experiments started in the first place, and asking these questions is a fantastic way to think through your own work cultures and discover new ways of working. Change happens when we start asking questions about why we do the things we do!
So, we thought it might be fun to compile the most popular questions we receive, and do some rapid-fire answering! And as always, we're happy for the conversations to evolve past this blog post.
Let's dig in!
On being a fully remote team:
Why don't you have a company headquarters?
The short answer: We believe remote work is the future of work!
We believe in living and working where you are the happiest in the world, and we want to support that for all of our teammates. At Buffer, every teammate can choose where they live and work (whether they want to work from home, from coffee shops, from coworking spaces, or even an RV), and they don't need to worry about being left out of an office culture. We gave up our office in 2015 and haven't looked back.
Do you miss working in an office?
While I love my teammates and would be delighted to see them more often, the flexibility that remote work affords me is unbeatable. For me personally, I love working from a variety of environments with different vibes, sounds, sites and people. You might find me in a Mediterranean café sipping mint tea, coworking with fellow remote work friends, or typing away on my front porch on a spring day. For some of my teammates, they are incredibly grateful to spend their work days at home, taking periodic breaks to play games with their kids.
Also, without being in an office with all of the distractions that come with it, we've found that we can really get into deep work and be much more productive!
How do you disconnect from work each night?
We all do this a little differently. I'll usually make evening plans to take a yoga class, cook dinner with my partner or friends, or attend an event so that there's a clear time that my laptop needs to shut. I also have a built-in alarm clock — taking my dog for an evening walk usually serves as a nice, clear marker for the end of my work day!
If you're looking for more advice about disconnecting from devices, we compiled great advice from the entire Buffer team in this blog post.
What tools do you use to stay connected as a team?
Many! Here are the main ones:
- Paper by Dropbox
Are your teams organized by timezones?
At the moment, our teams are quite timezone agnostic. For instance, our Marketing team spans across seven timezones! Our Product, Engineering, and Customer Advocacy teams are organized by product area within Buffer, though at one point the Customer Advocacy team was indeed organized by timezone. Sometimes we hire Customer Advocates in particular timezones around the world to make sure we're providing around-the-clock support to our wonderful customers.
How do you handle non-U.S. based employees?
All of our teammates based in the U.S. are set up as full-time employees of Buffer, and our teammates based outside of the U.S. are set up as independent contractors, or something similar depending on their country. Beyond that initial designation, we strive to make everyone's experience at Buffer feel aligned, no matter where they are in the world. For instance, while all U.S. teammates are covered under a group health insurance plan, Buffer also covers similar health insurance costs for teammates in other countries. We'll also pay accounting fees for non-U.S. teammates, as each country has a different tax set up. (This blog post goes into a ton of detail about all of our benefits at Buffer.)
Interested to learn more about how Buffer works? We share our latest workplace experiments and learnings in new blog posts every week. We'd love to have you join our email list!
On team dynamics within a remote team:
Is it possible to really get to know your team when you're all remote?
Yes! I know more about and feel more connected to the 80+ people at Buffer than a 40-person team I was on early in my career or even the 4-person team I was on at one point. Our team culture is intentionally built around helping us make meaningful connections with one another, so we do a lot of different things to focus on remote team building.
One of my favorite activities is hopping on a "pair call" with a different Buffer teammate every week to learn more about each other. Our annual in-person team retreats and mini-retreats are also instrumental for strengthening our team bonds.
Is it difficult to collaborate with your team when you're all remote?
Remote collaboration looks different than in-person collaboration, but it's not necessarily more difficult. It just takes intention. We lean into asynchronous collaboration, and this allows everyone on a team to contribute their perspective and ideas no matter the timezone. We rely on Paper by Dropbox to think through a lot of projects collaboratively!
Do you have to be online at odd hours?
Well, it depends what you mean by "odd." We like to try to challenge the status quo of the traditional 9-5 work day! We have the ability to choose our work hours, so some teammates do choose to structure their day in unique ways. For instance, some start their work super early in the morning so that they can take a break when their kids wake up, help them get ready for school, and then get back to work mid-morning. A few years ago, one teammate in Canada experimented with starting work at 5 am to have a lot of active collaboration time with his team in Europe. Once in a while, I'll hop on a call at 8 pm so I can sync up with a teammate in Singapore. A few months ago, some of our engineers stayed up late to do some core backend work while most of our customers were asleep. Otherwise, we try to communicate asynchronously as much as possible so that everyone can be included without needing to be online at the same time.
How often do you have meetings with your manager, your team, and the whole company?
Most folks have a weekly hour-long 1:1 with their manager, and we have an "All Hands" with the entire company every two months. The frequency of individual team/area meetings varies across the company, however. The Marketing team meets all together twice a month, while the Customer Advocacy team meets weekly. It's also quite common for small groups of teammates within larger teams to meet up more regularly to collaborate on projects.
How do you accommodate people's tech needs?
All teammates can get a new laptop by their first day at Buffer, as well as a monitor if they need one for their specific work. (We replace laptops as needed every three years.) From there, we have two different benefits to support people's tech needs: our yearly $200 Individual Equipment Allowance (covering things like laptop stands, headphones, keyboards, mouses/trackpads, etc) and our one-time $500 Home Office Set-Up Stipend (covering things like a desk, office chair, or monitor).
How do you know if people are unhappy about something work related if you can't see them in an office?
Great, important question! Teammate happiness is immeasurably important to us, and so we aim to provide as many pathways and opportunities for teammates to be able to share anything that is going on for them at work. This is the intention for the weekly 1:1 everyone has with their manager. Our People team uses CultureAmp (we've also used OfficeVibe) to send a weekly survey to everyone on the team to touch base about their experiences and feelings at work, where we're asked about happiness, job satisfaction, personal growth, and more. We also have a form that people can anonymously fill out anytime to share thoughts with our leadership team.
How do managers at Buffer manage their teams remotely?
Likely how managers manage their teams in-person! They build trust, empower, do a lot of listening, help teammates navigate transitions, and everything else a great manager should do. The weekly 1:1s between every teammate and their manager are intended to be a constant touchpoint for managers to understand what teammates are going through at work and support them in bringing their whole selves to work. On a more logistical note, one of our engineering managers, Katie, wrote about how she listens to different playlists to help her context switch between being "on" as a manager and doing other work at Buffer, which is fascinating!
Do you get lonely?
Honestly? Sometimes. Though there are many ways to combat remote work loneliness — in fact, I wrote a whole blog post about it! There are so many ways to not only feel connected to our Buffer teammates but also to feel connected to our local communities — going to coworking spaces, scheduling coffees and dinners with friends, volunteering with others, etc. As a remote worker, you end up learning a lot about yourself and your energetic needs. I've learned time and time again that I'm an extrovert and that I need to get out of my house throughout the week to be around people.
On our work culture:
How often do the Buffer values actually come up in conversation?
Would you believe me if I said every day? Honestly, it's true! The Buffer values are the core of our work culture, and they dictate every decision we make. (They are: Default to Transparency, Cultivate Positivity, Show Gratitude, Practice Reflection, Improve Consistently, and Act Beyond Ourselves.) We truly practice these values constantly, and, as such, they've become integrated into our day-to-day vocabulary. It's quite common to hear someone talking about how they want to make a project more transparent to the rest of the team, how a certain marketing campaign can help us act beyond ourselves, and how some intentional reflection time helped uncover some new insights about a challenge (and many other moments!). Our gratitude-themed channel in Slack gets a new post almost every day!
Is the culture really as positive as it sounds?
One of my favorite things about the Buffer team is that everyone joins the team with a foundation of positivity. We all "opted in" to bringing this positive mindset to our interactions every day, and to see the best in each other. So yes, we are a positive bunch! Instead of defaulting to complaining about the weather, we often start our conversations sharing good news or gratitude about something. I love this so much about our team culture. That being said, we also actively work to make sure that our value of positivity isn't resulting in artificial harmony, where a team sacrifices healthy conflict to maintain a misleading air of positivity.
How do you maintain a unified culture when you're all remote?
The Buffer values absolutely help with this! Also, learning about our work culture is a huge part of onboarding for new teammates. For us, it's not enough for a new hire to simply learn the job and do the work. Acclimating them and helping them find ways to uniquely contribute to our culture is incredibly important.
How do you handle performance reviews?
For us, performance reviews are a chance to give teammates an intentional opportunity to reflect on their own progress, strengths, and areas to improve, and receive tangible feedforward from the people they work the most closely with. We use a tool called CultureAmp Effectiveness to help us conduct these 360° reviews, which we did twice in 2018, in February and September. They're not used for deciding promotions, however. We have a separate system for that! (see section below)
How do you help your teammates maintain good work habits and productivity?
We swap tips and talk about it all the time! We're constantly experimenting with different ways of working and being productive and we love sharing our learnings with one another. We once had an hour-long impromptu video chat all about healthy work habits!
On transparent salaries:
Why did you decide to share everyone's salaries?
We've written about salary transparency a lot, from examining the transparent pay revolution to exploring how to even talk about pay. If I could sum up why transparency is important to us in one quote, this quote from our CEO Joel would be it:
One key reason transparency is a such a powerful value for a company's culture is trust: Transparency breeds trust, and trust is the foundation of great teamwork.
What's it like to work somewhere where your salary is transparent?
I don't think about it too often! When I do, I appreciate that so much thought and care goes into developing a fair, accurate, and generous salary formula for everyone on the team. I like that having transparent salaries sparks thoughtful conversations about taboo topics in the business world — including the significant gender wage gap. I'm proud that we want to offer this data and create a culture where people feel empowered to share information and ask questions. For another data point, my teammate Hailley has found that folks at Buffer are more open to having financial conversations, where things like swapping budget planning templates and sharing advice around tax filing are quite common!
How does the salary formula work?
Our People/Finance team is constantly evolving our salary formula to make sure it's keeping up with the ever-changing job market and inflation, to ensure our data sources are accurate, and to improve how we think about career progression within Buffer. So much about our formula has shifted even since we last wrote about it in December 2017! Our Finance team recently did a "rebenchmarking" of our salaries, which involved switching to a new data source for identifying salary averages in various cities for various roles, called Radford. In a nutshell, our salaries start with identifying a particular job code from Radford and then selecting the specific salary for that teammate's level and step based on our career framework (see section below). From there, we apply the Cost of Living Multiplier.
How do you calculate someone's salary who regularly moves to different areas?
We use a Cost of Living Multiplier. The multiplier is one of three geographic bands, based on a high, average, or low cost of living area. We start by benchmarking all salaries to the San Francisco 50th percentile market. Then, we use data from Numbeo to figure out which geographic band applies for each teammate. For high cost of living areas we pay 100% of the San Francisco 50th percentile, average is 85%, and low is 75%. We figure out each teammate's geographic band by comparing the cost of living index of a teammate's location to the cost of living index in San Francisco. So, if a teammate moves to a different area, we'll calculate their updated salary for their next paycheck.
If there's a formula for salaries, how do people get raises?
We have career frameworks for each role at Buffer. Each framework comes with levels (large and distinct jumps in terms of area knowledge, role complexity and overall scope) and steps within each level (smaller milestones of growth in terms of ownership and initiative). A step change can happen at any time, determined by a conversation between the teammate and their team lead. A level change can happen during one of four "calibration" periods throughout the year. There are six levels for individual contributors, and four levels for people leads (managers), and four steps within each level.
Other than salaries, what else do you share transparently?
Check out our transparency dashboard! If something isn't on there that you're curious about, chances are that we've written about it in this blog post or on our Open blog, or feel free to write a comment for this post to ask your question.
Can I see what I would make at Buffer?
You sure can! Feel free to check out our salary calculator!
How do you hire?
We aim to always be evolving our hiring, making sure we're diversifying our talent pool, removing as many biases as possible, and giving candidates a better, more transparent experience throughout the interview process (for instance, we now outline the entire interview timeline in our job listings). We've laid out our hiring process in this post, from the first step of thinking through the objectives of the role to making that final decision to bring someone on board to the team.
Can someone's location hurt their chances at getting hired at Buffer?
Not usually! We aim to stick by our value of supporting our teammates in living wherever they are the happiest in the world. For some specific roles — especially for our Customer Advocates who provide wonderful support to all of our customers — we might look for a candidate to support customers in a particular timezone. However, this would always be disclosed in the job description.
Do you proactively hire people who live the Buffer values or teach them when people are hired?
Our values are foundational to our work culture so, when hiring, we do look for candidates whose values align with Buffer's. In fact, the first interview in our hiring process is always fully focused on our values! This is instrumental in helping our entire team be united in our core beliefs. A key element of onboarding at Buffer is about helping new teammates develop a deeper understanding of our values and healthy work habits that reflect our values (i.e. practicing reflection and cultivating positivity). That being said, we also value individual "cultural contributions" — the unique perspectives and backgrounds that new teammates bring to our team!
When hiring, how do you identify who will be good at working remotely?
When we craft interview questions, we think about what having a knack for remote work might look like. One question that we try to explore during interviews is: do they have a track record of having shown drive in their professional or personal projects? This tends to translate well to the self-motivated nature of remote work. We've also found it to be helpful if someone has given some thought to what it would be like to work remotely for them, even if they haven't actually done it before.
What is your turnover rate?
As of August 2018, our turnover rate was 5.8%, meaning our retention rate is 94%! We conducted some research about teammate tenure at Buffer in 2017, if you're interested in taking a look.
Are you hiring?
By the time you read this post, we might be! Feel free to check out our Journey page to explore our open roles and learn more about our work culture. You can also join this mailing list to find out when we post new jobs!
According to a recent study, anti-Asian hate crimes have risen 150% since the pandemic started. But these acts of violence are not new — they are part of a much larger history of anti-Asian racism and violence in the U.S.
That makes celebrating Asian American and Pacific Islander Heritage Month (which was named a month-long celebration in May by Congress in 1992 "to coincide with two important milestones in Asian/Pacific American history: the arrival in the United States of the first Japanese immigrants on May 7, 1843 and contributions of Chinese workers to the building of the transcontinental railroad, completed May 10, 1869") this year all the more important.
As we reflect on recent events and how they fit into a much larger history of discrimination, we're also taking time to celebrate and acknowledge the many achievements of the AAPI community.
We asked several of our partner companies what they're doing to honor AAPI Heritage Month at work, and we were inspired by the range of responses, covering everything from campaigns to #StopAsianHate to educational events on AAPI history.
Here's what they're doing, in their own words:
Empowering authenticity - LogMeIn
"Our theme this year is AIM to Be Real. We are embracing our new company values and celebrating those who bring their authentic selves to work, who help create space to celebrate diversity of thought, and who give back to the API community. Our Asian ERG, Asians in Motion (AIM), is hosting several events: a discussion about bringing your authentic self to work with Jerry Won (Dear Asian Americans podcast); a refugee-led virtual cooking class; ERG Movie Club discussions featuring Bollywood films, and a virtual volunteer event where we will offer career development mentoring for young women across Asia."
Learn more about LogMeIn here.
Educating on current events — Raytheon Technologies
"Raytheon Technologies is honoring Asian American and Pacific Islander Heritage Month with an enterprise-wide global town hall event – Real Talk: Building CommUNITY Together. Organized by the Asian American Pacific Islander (AAPI) employee resource groups across the company, employees will share their personal experiences and discuss ways to support Asian American Pacific Islander communities. The event will also feature prominent leading advocates from renowned civil rights organizations to provide insight into the national context surrounding recent events. We will also feature AAPI employees internally and on our social media channels."
Learn more about Raytheon Technologies here.
Encouraging awareness, growth, and learning — Moody's
"Moody's is encouraging awareness, growth, and learning during Asian American and Pacific Islander Heritage Month with the following activities, led by our Multicultural Business Resource Group and DE&I team:
- Weekly newsletters featuring AAPI employee profiles and cultural resources
- Video screening and small-group discussions supporting #StopAsianHate
- Cultural panel discussion featuring employee stories
- Professional development activities
- External speakers speaking about Asian leadership"
Supporting professional development — Freddie Mac
"Asian American and Pacific Islander Heritage Month at Freddie Mac – Together, We Are Stronger
Freddie Mac supports the professional development of Asian and Pacific Islander employees while promoting an increased awareness of the value they bring to the organization and our local communities. Our InspirASIAN Business Resource Group is hosting various activities throughout the month such as:
- Personal development session on empowerment led by a coach from our Employee Assistance Program.
- "Stop Asian Hate" lunch and learn geared toward discussing the hurdles facing the AAPI community.
- Fireside chat about racial injustice with leaders from our InspirASIAN and ARISE (employees of the African diaspora) BRGs."
Fostering inclusion, learning, and belonging – Nestlé USA
"At Nestlé USA, the Pan Asian Network (PAN), one of our many employee resource groups that support our Diversity, Equity, & Inclusion initiatives, will host a variety of events to honor and acknowledge Asian Pacific American Heritage Month. These activities will foster greater inclusion, enhanced learning, and belonging for the AAPI community. PAN will highlight women's development in Asian cultures, Asian leadership and what their culture means to them, culinary innovation of Asian cuisine, intersectionality of LGBTQ+ and Pan Asian community, as well as an enhanced learning watch party of the PBS movie 'Asian American.'"
Learn more about Nestlé USA here.
Promoting cultural literacy – Relativity
The Community Resource Group at Relativity
"For Relativity, Asian American and Pacific Islander Heritage Month is an opportune time to not only celebrate the rich AAPI cultures represented within our company, but to also foster awareness and allyship amidst the current rise of AAPI hate. RelAsians, our internal community resource group, has organized a few activities for May: a book club focused on AAPI heritage—because we feel it's never too early to gain cultural literacy, a weekly spotlight on AAPI Relativians, and a virtual event that takes attendees on a tour through an Asian grocery store, introducing native vegetables and staple ingredients for traditional home-cooked Asian recipes."
- Contribution from Neha Pant, Sr. Performance Engineer & Angie Ocasek, Sr. Specialist, Partner Enablement – Co-Chairs of the RelAsians Community Resource Group at Relativity
Learn more about Relativity here.
Creating transformative experiences – Facebook
"At Facebook, our APIs employee resource group's mission is to create transformative experiences for all APIs at Facebook, Inc through key cultural awareness and engagement highlighting the API community. To kick off APIHM, we will host a series of events and conversations for the community and its allies designed to support the API community around the theme, The SUM of Us, including:
- Letting Others In: a mindful discussion series that privileges intersectional voices, storytelling, feedback, and vulnerability as tools for building empathy and inclusion amongst organizations.
- Racial Healing Learning Session: specific to the API Experience focused on naming of experiences and emotional responses, understanding the body's responses to racial trauma, what the audience can do in the moment for self-care, and long-term strategies to overcome the effect of the traumatic experience.
- Bystander Training/self Defense Workshop"
Learn more about Facebook here.
Extensive and exciting programming — 2U
"At 2U, Inc. we'll be honoring Asian American and Pacific Islander Heritage Month with extensive and exciting programming coordinated by our employee-led Asian Pacific Islander Network (APIN). In a year marred by exceptional challenges APIN has centered activities around the ameliorating themes of joy, culture and wellness. Be it delighting in a ukulele mini concert, reading an interview highlighting an API coworker, winding down after too much screen time with a somatic healing session or engaging in a panel discussion with API tattoo artists, we have a packed month ahead with opportunities to support oneself and the API culture! Follow along @Lifeat2U on Instagram for more!"
Learn more about 2U here.
Amplifying voices and educating others – Smartsheet
"During APAHM, the API at Smartsheet community will be hosting several events and activities to educate others, amplify AAPI voices, and celebrate the AAPI community! We plan to kick off the month with a documentary viewing and discussion to learn about AAPI history, and hope to share personal stories from our AAPI employees throughout the month. We'll end with an opportunity for the community to celebrate itself by gathering together for fun and games, while eating food from local Asian-owned restaurants."
Learn more about Smartsheet here.
Rising together in sports and culture – NBA
"For Asian American and Pacific Islander Heritage Month, APEX is proud to present a multitude of celebratory activities, headlined by an NBA Family Virtual Town Hall and, with the NFL and MLB, an Asians in Sports & Culture Symposium themed "Together We Rise" featuring prominent Asian personalities from the sports world. We are also launching a PSA with an NBA star, honoring Eid-al-Fitr at the end of Ramadan, offering a bystander intervention training led by AAJC, and – because the celebration wouldn't be complete without food – hosting a sushi making class for our members."
Learn more about the NBA here.
Creating courageous conversations – Commvault
"This May, we are celebrating all our Asian/Pacific Islander employees, not just Asian Americans. We will spend the month learning about and celebrating the diverse cultures of Asia through weekly events and activities led by our Multi-Culture ERG. Vaulters and external guests will teach us the history of practices such as yoga, origami, and Asian cuisines. We will also discuss topics like the rise of hate crimes against Asian people and the recent spike in COVID-19 in India. These activities and courageous conversations will engage our workforce and create support for our Asian and Pacific Islander communities around the world."
Learn more about Commvault here.
Honoring history through virtual events – Collins Aerospace
"Collins Aerospace supports our AAPI colleagues not only in May, but all year. Our parent company Raytheon Technologies hosted a virtual Town Hall last month to provide a safe space for open dialogue about recent events targeting Asian Americans in the U.S. In addition to this entity-wide event, our Asia Pacific ERG at Collins is hosting events that educate and honor the importance of Asian Pacific American history such as virtual Lunch & Tours spotlighting South Korea, Vietnam, Singapore, and India; and Thoughts & Support sessions. Site-specific events include virtual cooking class, and viewing PBS docuseries Asian Americans."
Learn more about Collins Aerospace here.
Highlighting new perspectives – MongoDB
"MongoDB will share daily historical facts, highlights of Asian American pioneers, and perspectives from our AAPI employees in a dedicated Slack channel. We will also be providing access to an Asian Pacific American Heritage Month webinar, organizing a trivia night, and holding Processing Together sessions for our internal AAPI community due to recent hate crimes happening across the globe. These sessions are a safe space for employees to share their stories and sentiments of what it is like as an Asian American in America today. (Read MongoDB employee Monica Lu's story about being an Asian American woman in tech here.)"
Learn more about MongoDB here.
Spotlighting diverse communities – Bumble
"At Bumble, moments like heritage month celebrations are often our anchor to ensure we are spotlighting diverse communities. In alignment with AAPI Heritage Month in May, Bumble is rolling out a series of thoughtful programming to encourage internal education and around how to support the Stop Asian Hate movement and better serve the Asian community globally. The lineup of initiatives include:
- BuzzWord DEI Discussion Series with featured guest speakers: This conversation will focus on the Asian community within the context of larger cultural issues such as dating app experiences, fetishization, masculinity, and representation.
- Bumble will be inviting employees to join a virtual Vietnamese coffee-making class. Created in partnership with Phin Bar, an urban brew-bar that offers Vietnamese-style steeped coffee combined with house-made ingredients, Bumble hopes to facilitate a deeper cultural learning and community bonding experience for the team.
- Bumble will also be activating channels across social media and our product to educate our community about bystander intervention and raise awareness around the importance of supporting the Stop Asian Hate movement."
Engaging in daring conversations – Procore
"In celebration of Asian American and Pacific Islander (AAPI) Heritage Month in May, Procore recently organized an internal event to recognize and support the AAPI community. The event was hosted as part of our ongoing internal speaker series, 'Daring Conversations & Allyship,' to create space for an open dialogue around diversity, inclusion, and belonging. All employees were invited to tune in as employees from our AAPI communities shared their unique experiences, addressed anti-Asian hate, and discussed actionable ways to support our AAPI community."
Learn more about Procore here.
Taking action to foster change – SeatGeek
"This month the POC ERG will be meeting and hosting different activities to celebrate Asian American and Pacific Islander Heritage Month. This includes creating a safe space to discuss current events, and what actions our communities can take to foster change, sending out a newsletter which will highlight the Asian community in every aspect, and lastly, we will be hosting a guest speaker.
We hope with these planned activities and meetings, we can highlight, and uplift the Asian/Pacific American community, as well as bring awareness to the horrible ongoing attacks they are facing."
Learn more about SeatGeek here.
Uplifting and inspiring the community – Okta
"Okta's People of Color (POC@Okta) ERG is planning to commemorate AAPI Month with a series of fireside chats and iconographical facts posted internally in the #poc and #all diversity Slack channels! These chats will feature Dion Lim of ABC7 News and Comedian/Actor, Ronny Chieng. We will conclude the series with a partnership with Pride@Okta featuring supermodel, TED speaker, and transgender advocate Geena Rocero. The goal of this series is to educate, uplift, support, and inspire! The Okta leadership supports its AAPI employees, customers, and community."
Learn more about Okta here.
Empowering cultural diversity and leadership – Quip
"Salesforce will be celebrating through multiple virtual events, such as a leadership panel on the power of cultural diversity, a tea tasting, a tai chi class, a haka workshop, and more! Members of the Quip team have also compiled an extensive list of resources to support AAPI communities, including ways to donate, take action, and learn more."
Learn more about Quip here.
Focusing on lived experiences – Mindbody
"The Mindbody United ERG focuses on a different heritage or history each month, with May devoted to Asian & Pacific Islander Heritage Month. This ERG seeks to provide a platform to both celebrate and learn together. This will manifest in two ways: As a newsletter and a Zoom meeting. The newsletter will feature contributions directly from team members, while the meeting will feature Assembly member Evan Low as our speaker. It is our goal to focus on the lived experiences of the AAPI community, address discrimination, and how to chase after the part of the world we can make better."
Learn more about Mindbody here.
Promoting harmony and unity – T. Rowe Price
"T. Rowe Price is aware and appalled at the recent spike in hate crimes against the Asian community. In response, the firm will center Asian/Pacific American Heritage Month efforts around harmony and unity, in alignment with the Hawaiian value, Lōkahi – Forward as One. To share best practices, successes and areas of opportunities, T. Rowe Price will co-host a Leadership Panel on Asian Leadership Challenges with Baltimore Asian Connect, a consortium of Asian business resource group leaders at local corporations. The firm will also host a book club and restorative listening circles for Asian American associates and their allies."
Learn more about T. Rowe Price here.
Celebrating Asians globally
"May is Asian Pacific American (APA) Heritage Month. Although traditionally a US celebration, at Autodesk we are celebrating Asians globally. The Autodesk Asian Network is hosting Innovative Leaders, including Lori Mukoyama and Jonathan Zee. Lori Mukoyama is redefining experience-driven design globally at Gensler. Jonathan Zee has an extensive portfolio of buildings that are helping to shape cities around the world at Goettsch Partners. Lori and her husband Jonathan combine design, architecture and engineering in their work while simultaneously manage a family together during this pandemic. This event is hosted by AAN, as part of a monthlong series of APA Heritage Month events."
Learn more about AutoDesk here.
Get an inside look at the interview process for sales roles at LogMeIn, one of the largest SaaS companies providing remote work technology, from Michael Gagnon, Senior Manager of Corporate Account Executive Sales.
Listen in for actionable tips that will help you ace your interviews. Spoiler: one of the most important characteristics the sales team hopes to see is someone who brings their authentic self to the interview! They also look for motivation and, of course, sales skills.
Don't miss Michael's take on the importance of encouraging allyship from a leadership position and his efforts to do so as a leader within LogMeIn's Pride employee resource group.
Are you interested in joining LogMeIn? They have open roles! To learn more about them, click here.
How Being an Open Member of the LGBTQIA+ Community Has Helped Procore’s Alex Zinik Overcome Imposter Syndrome at Work
Alex Zinik wasn't surprised that she started her career in education—she decided she would become a teacher when she was just in third grade.
She was surprised while working as a paraeducator in the school system and preparing to become a special education teacher, she discovered that it didn't feel quite right. "I didn't know if that's what I really wanted to do," she recalls.
So a friend suggested she take a job during her off summers at construction software company Procore. She thought this would be the perfect opportunity to try out this new challenge, and if she needed to, she could go back to the school district once the summer was over.
"Five summers later, I'm still here!" she says, smiling. "And I see myself here for many more years. I just fell in love with the company, the culture, and with the career growth opportunities I was presented with."
As part of our Pride month celebrations, Alex, currently the Senior Executive Assistant to the CEO at Procore, sat down with us to share how a common fear—the fear of being found out—underlay the imposter syndrome she felt when pivoting to an industry in which she lacked experience, and the anxiety she often felt before coming out to her friends and family about her sexuality.
Read on for her insight on overcoming negative thought patterns, being yourself, and paying it forward.
Recognizing patterns when working to fit in
Alex first learned about imposter syndrome—an internal experience of believing that you are not as competent as others perceive you to be—a few years ago. She was immediately struck with a sensation of feeling less alone—of recognizing that there was a name for what she'd been experiencing on the job.
"Imagine being part of a group where you're told your whole life that you're not good enough, or that you don't fit in, because of your skin color or your sexuality," she says. "It's so important to understand that we're not suffering through this alone. Imposter syndrome is way more common than we think it is, and it's so important to be open about it."
As she read more about it, Alex recognized signs of imposter syndrome in her day-to-day work: feeling shy presenting her work to stakeholders or avoiding using technical terms for fear someone would think she didn't know what they meant.
"I realized I would try to shove the thoughts down and avoid putting myself in certain situations at work," she says. "That was actually a lot like how I used to treat my sexuality before I was open about it. And I realized that I was putting so much brain power into not being found out—and that I could put that brainpower elsewhere. That's what's helped me get where I am in my career today. Because if pushing down those thoughts and ignoring them didn't work with my sexuality, why would it work now with my career?"
Leaning in to opportunities to be herself
Two mentors have played a big role in guiding Alex's career thus far.. First is Suzanne Mayeur, Procore's VP of Special Projects. She hired Alex, gave her her first stretch project (collecting data on improving the company's shuttle and parking services), and guided her through her first promotion into a travel role. Michael Denari, Procore's Director of Procurement, also supported her career growth at Procore. He taught her how to run Excel reports, gave her opportunities to present to executives, and supported her pursuit of project management certification.
"When I was a kid in high school and college, I didn't really ever have that passion for what I wanted to do," says Alex. "I never studied harder for anything in my life than I did for that project management test!"
She passed on her first try, and enjoyed working in program and project management within Procore's procurement team until Suzanne reached back out with an opportunity to support Tooey Courtemanche, Procore's CEO.
"It was so scary to think about," says Alex. "I was really comfortable in my position in procurement and I felt like I was in a really good place in my career." The imposter syndrome she'd dealt with earlier in her career almost kept her from taking the job. "I spent a lot of time asking, 'Am I good enough? Do I have the right qualifications? Will everybody find out that I only have teaching experience under my belt?'"
But Alex remembered what she had learned: that she had power over her own thought patterns, and that she could redirect them. "I said, 'I am good enough. In fact, I am going to use what I've learned to accomplish more and continue to grow in my career.'"
She took the job, and now loves all aspects of managing the office of the CEO—especially the opportunity to study Tooey's leadership style.
"I spend day in and day out with him. And one thing I admire is that he never changes based on his audience," says Alex. "He's the same Tooey we all know whether he's talking to a new hire he runs into in the parking lot or whether he's talking to investors on Wall Street. He's himself, he's proud of who he is, he's open about his story. He embraces who he is and he's authentic, and that's a good reminder."
Creating opportunities for others
In Alex's past jobs, she didn't feel comfortable being out as her authentic self. "My coworkers would assume I was straight...I would try to blend in and stay under the radar. I used to get extreme anxiety whenever one of my coworkers would ask me personal questions. Because how could I tell them about the awesome weekend I just had with my girlfriend?" she says.
That's not the case at Procore. She's been out since she joined the company. "As soon as I stepped foot in Procore, I was like, 'Oh my gosh, I can be out here; I can say 'my girlfriend and I'; I don't have to hide who I am.' Everyone was so welcoming and so supportive," says Alex.
Now, Alex is working to make sure that Procore stays a safe and supportive place for everyone. She's spoken about Pride on Procore's All Company Update calls and currently serves as the co-chair for Procore's PRISM (Pride Raising Awareness, Involvement, Support, and Mentoring) employee resource group for LGBTQIA+ employees and allies. With PRISM, she helps host events and create volunteer opportunities, and partners with other ERGs, including Procore's African (Descent) Council, to support allyship across identities.
As part of Procore's June Pride month celebrations, Alex is hosting a Daring Conversations episode about the never-ending process of coming out, and celebrating with virtual events across Procore campuses. Personally, she's celebrating her first Pride with her now-fiancé (Alex's girlfriend recently proposed to her!).
"I want my fellow LGBTQIA+ employees to know that not only am I part of this community, but I'm an ally to them. If I can do my part by being out and open, I want to; I want to promote psychological safety as much as I can, and make a positive impact where I can," she says.
If you told Paula Manchester that you weren't good at math, she wouldn't believe you.
"That's a global indictment," she says. "'I'm not good at math' implies that you don't have the ability to nurture that muscle. And then I'd ask what kind of math? There's a lot to math."
Instead, she'd introduce you to a growth mindset perspective: "Try 'I have not yet been exposed to differential equations. Let me open the book and start studying, let me get access to teachers and tutors who can help me understand this, let me begin to practice,'" she says.
"A growth mindset says, 'There's nothing that I can't do. It's just that I need to learn how to do it, I need to practice doing it, I need to have the right circumstances in order to achieve this goal.'"
Throughout her long career as a leader in healthcare and pharmaceuticals, Paula has leaned on her growth mindset when approaching new challenges, expanding into new responsibilities, and understanding her mistakes. (Because yes, even an expert leader still makes mistakes, and cultivating a growth mindset means there's endless opportunity to learn from them!)
We sat down with the Senior Director of Global Commercial Development at global biotech firm CSL to learn more about how Paula's growth mindset shows up in her life and her work.
Determining her path towards growth
When Paula entered Stanford as an undergraduate, she thought her next academic stop would be medical school. She started down that path, taking psychology classes where she first learned about concepts like the growth mindset.
Instead, she got an MBA at Northwestern.
In between those two educational experiences, Paula determined what kind of life and career she wanted to have.
It was during an internship at a historically Black college's medical school that made her realize that she didn't need to be in the room with patients in order to positively impact their experience. "My eyes were opened to the ecosystem of healthcare," she says, "and I realized it would probably be a tighter match between some of my interests in terms of how people make decisions. I knew I could make meaningful contributions without necessarily going to medical school."
Following her interest in how patients were informed about their health, Paula pursued a career in marketing and communications, working at Merck and GSK before taking on her role at CSL Behring. Now she leads the marketing strategy in the transplant space, partnering with the company's R&D team to bring potential new therapies for those patients into the world as regulatory-approved products.
"It's exciting because it means that patients who have been through so much might not have to worry about losing their kidney, going back on dialysis, and maybe even having to go through years and years of waiting for yet another kidney transplant," she says of an investigational treatment in development that aims to address antibody mediated rejection of transplanted organs like kidneys. "The work that we do every day means that somebody can hold on to that very precious gift of life that they've been given. That brings me energy every day. It gives me inspiration. It also allows us to be very clear...there's no question—we know we're impacting patient lives."
Growing with others
Business school was the first time Paula really had to learn to be effective through others. "You learn how to drive performance under very tight circumstances in order to produce a high quality deliverable as a team," she says.
Those skills served her well in her post-MBA roles, and have been especially useful now that she's at CSL Behring.
She accepted her current role for two reasons: first, she believed in the company. "When I got a chance to come to CSL a couple of years ago, I was thrilled because of what this company stands for. A lot of companies talk about being patient-focused, but this company lives it; it's woven throughout our DNA," says Paula.
Second, she was intrigued because the role came with a whole new set of responsibilities—and a new group of people to work with and through. "I was attracted not only because of the work, but also the challenge of a larger remit," says Paula. "I knew that I could work across boundaries, not just in my particular swim lane of marketing expertise, but to be accountable for leading a cross-functional team."
She was immediately proven right: her new responsibilities were significant. "People will laugh and say, 'What you wish for, you get,'" says Paula, smiling. "I wanted a larger remit, and that came to me in spades. There's just so much to do, which has taught me a lot about prioritization and flexibility."
Paula credits her ability to stay calm in the face of so much change with her growth-focused outlook. "Every experience I have is an opportunity to learn," she says. "As opposed to setting up a particular decision or opportunity as 'either I will fail or I will be successful,' every event is an opportunity for success because it's framed as an opportunity to learn."
4 ways to incorporate a growth framework into your own life as a leader
Paula has specific tips for anyone interested in becoming more effective by approaching opportunities with a growth mindset:
- Learn to listen well. From being able to pick up on subtle cues in meetings to unlocking coworkers' participation by making them feel heard, Paula says much of her success in seeing challenges as opportunities—and helping others do the same—comes from listening. "Quite frankly, given some of the issues that we're dealing with in contemporary America, I think that there's probably plenty of room for increased listening skills, right?" says Paula.
- Get comfortable reflecting in the moment. "Part of the growth mindset is the notion of not being perfect," says Paula. "There's always an opportunity to get better and better. By reflecting, you can ask, 'How specifically can I get better?'" Paula often will do a quick debrief with herself after conversations and meetings to reflect on how she conducted the conversation, how she listened, how flexible she was, and what her outcomes were. "Reflecting can be very, very powerful," she adds. "As a Black woman in corporate America, it's especially important because of the pressure to be excellent in everything we do. But for everyone, especially in 2021, with what we've been through this last year—COVID, disparate access to healthcare, social distancing, working remotely, the global nature of all this disruption. There's an opportunity to think about what we just went through as a society and to ponder what the lessons are."
- Practice long-term reflection, too. Paula leads after-action reviews for her team each quarter where she asks four questions: what happened, what worked, what didn't work, and why. "It's not a complex tool, but it enables you to remove the emotion, and reveal more of the concrete data. You can leverage the observations of others to provide that perspective that you may not be able to see as a team member," she says.
- Read, learn, and share. If you consistently seek out opportunities to learn something new, whether in the pages of a book or in a classroom or just from a peer, and then you go out of your way to help others based on those new insights, you're well on your way to practicing a growth mindset, says Paula. "Open your eyes and look around—there's somebody who needs [what you have to offer]."
Interested in growing alongside Paula and her team? Learn more about CSL's open roles here or click here to join an upcoming virtual event with Paula and other women leaders at CSL this Thursday, May 27th!
When Emma Woods decided to take her children out of school for six months and homeschool them while traveling around Australia in a caravan, it wasn't the first time she found a way to balance personal and professional growth. It was just a more extreme version of the types of choices she had been making throughout her career.
Emma started her career in the world of telecommunications, moving from IC to team manager, then to contract positions when she had her children and needed flexible scheduling. Now in her current role as an Engineering Manager at payment platform Afterpay, Emma continues to find ways to manage her personal and professional growth, and her family's well-being.
Along with a successful career in engineering management, she's backpacked Europe, spent two months in Southeast Asia, done a post-grad degree in IT, and had three children.
Now, as a manager of a team of platform engineers at Afterpay, Emma helps her team work through their own unique sets of goals. We Zoomed into the Melbourne Afterpay Hub to hear more about how she accomplishes that, and how she stays focused on growth for herself and her team while working at the fast-growing BNPL fintech.
Defining what's important
Taking that six-month holiday was a calculated risk. While it meant Emma would be out of the job market and would have to find something new when she came back, it also would allow Emma impossible-to-replace quality time with her family. "You only have those opportunities when your kids are young," she says. "I've got teenage kids now, and they would not be interested in living in a caravan with their parents for six months!"
At the end of the day, Emma knew it was an opportunity she couldn't pass up—and that solid career opportunities would likely still be there for her upon her return. "I've never seen it as you cannot pursue things in parallel," she explains. "You can raise a family and still develop your career, you can take some time out and get a decent job afterwards. I think it's healthy to not be a hundred percent focused on any one thing and to have a balance, and that's always what I've wanted for myself. I make decisions around what's important to me at the time."
Having both a career and a family life has always been important to Emma. Even when she went down to two days a week at work, she was still happy to have it as part of her week: "By the time I'd paid for all the childcare, it wasn't even really worth it—but for me, it was, because I was keeping an interest in my career, keeping current in terms of what I was working on," she says.
To set herself up for a solid transition back into work after the caravan trip, Emma decided to document her experience traveling with her family and homeschooling her children, creating a website that highlighted their adventure and showcased some of her technical skills.
It also helped that she'd just finished a 12-month contract role at Afterpay before leaving, and had a strong relationship with her manager. When she came back, he offered her a role. "I was really interested in a leadership role in engineering management, and that opportunity had come up, so it was perfect," she explains.
Now, she works four days a week, leaving her an extra day to manage her family. "It lets me spend some time with them, but also not feel that I'm missing out on moving forward with my career," says Emma. "I have been lucky that Afterpay supports me working a four day week."
Four ways a manager can support their team's growth
Emma's career at Afterpay started when the company was gearing up to launch in the UK and the U.S., and ever since then, it's been a period of serious growth and momentum. Now, as an engineering manager, her favorite part of her job is the people she works with. "It's really satisfying to work with a team of really smart people to solve problems," she explains.
Here are some of the tips she has for how to set your team up for success:
- Back your team. "That's the most important thing I do in a day," explains Emma. "I see it as championing their projects, promoting their work, and raising the visibility of the projects they're working on, using my networks at the company to get that stakeholder buy-in."
- Evolve the way you communicate. Afterpay's workforce is expanding quickly, which means the practices that worked well when there were dozens of engineers don't necessarily work well with hundreds. Emma is careful about when she uses showcases, virtual or face-to-face meetings, and asynchronous communication to keep her team informed, motivated, and connected to their stakeholders.
- Focus on your core customer. As a manager, Emma's core customer base is her engineers—and their customers are the internal product engineers that build features on the platform that her engineers provide. Keeping those customers front and center helps when it comes to prioritizing growth goals. "You can't please everybody," says Emma. "You've got to learn how to prioritize, and that will mean sometimes saying no."
- Work to reduce silos. Emma is always looking for opportunities to combine succession planning with personal growth goals. When she sees that one person is siloed with a particular type of work, she makes sure to spread assignments of that type around to deepen her bench of talent and to keep each individual's plate of projects interesting and diverse.
3 tips for pursuing your own growth as an individual
Maybe you're not a manager of people. You still have your own career and personal goals to take charge of, though. Emma recommends:
- Set big goals. "Apply for jobs that you might think you're not a hundred percent qualified for," says Emma. "And when you get them, work hard. The networks I've established through my jobs have really helped me to keep growing my career."
- Stay competitive in what interests you. Emma went back to school when she realized she wanted to work in technology and needed a different background to support it. "I made a whole lot of new contacts from that," she reflects.
- Put your personal goals at the same level as your career goals. If Emma was laser-focused on her next promotion, she might've never taken that caravan trip—and she would have regretted it. "I've never been afraid of taking time out," she says. You can have that fear of missing out, that everybody else is building their careers. But when the trip was over, I was really excited to be heading back to work."