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10,000 Hours with Reid Hoffman: What I Learned | Ben Casnocha
16 Lessons Learned (Among Many!)
1. People are complicated and flawed. Root for their better angels.
2. The best way to get a busy person’s attention: Help them.
3. Keep it simple and move fast w...
lessons_learned  advice  entrepreneurship  culture  psychology  productivity  self-deception  self-delusions  success  thought_experiments  networking  career  via:enochko  Reid_Hoffman  Ben_Casnocha 
august 2018 by jerryking
Advice for Data Scientists on Where to Work | Stitch Fix Technology – Multithreaded
It's a good time to be a data scientist. If you have the skills, experience, curiosity and passion, there is a vast and receptive market of companies to choose from. Yet there is much to consider when evaluating a prospective firm as a place to apply your talents. Even veterans may not have had the opportunity to experience different organizations, stages of maturity, cultures, technologies, or domains. We are amalgamating our combined experience here to offer some advice - three things to look for in a company that could make it a great place to work.

Work for a Company that Leverages Data Science for its Strategic Differentiation

Companies employ various means of differentiation in order to gain a competitive advantage in the market. Some differentiate themselves using price, striving to be the low-price leader. Others differentiate by product, providing an offering that is superior in some way. Still others differentiate by their processes - for example providing faster shipping.

A Data Scientist should look for a company that actually uses data science to set themselves apart from the competition. Note that data science may be supportive of lower prices, better products, and faster shipping, however, it is not typically the direct enabler of these differentiators. More commonly, the enablers are other things - economies of scale in the case of lower prices, patents or branding in the case of product, and automation technology in the case of faster shipping. Data science can directly enable a strategic differentiator if the company's core competency depends on its data and analytic capabilities. When this happens, the company becomes supportive to data science instead of the other way around. It's willing to invest in acquiring the top talent, building the necessary infrastructure, pioneering the latest algorithmic and computational techniques, and building incredible engineering products to manifest the data science.

"Good enough" is not a phrase that is uttered in the context of a strategic differentiator. Rather, the company and the data scientist have every incentive to push the envelope, to innovate further, and to take more risks. The company's aspirations are squarely in-line with that of the data scientist's. It's an amazing intersection to be at – a place that gets you excited to wake up to every morning, a place that stretches you, a place that inspires you (and supports you) to be the best in the world at what you do.

Work for a Company with Great Data

In determining what will be a great company to work for, data-science-as-a-strategic-differentiator is a necessary criteria, but it is not sufficient. The company must also have world-class data to work with.

This starts with finding a company that really has data. Spotting the difference between data and aspirations of data can be especially important in evaluating early-stage companies. Ideally you'll find a company that already has enough data to do interesting things. Almost all companies will generate more data as they grow, but if you join a company that already has data your potential for impact and fulfillment will be much higher.

Next look for data that is both interesting and that has explanatory power. One of the most important aspects of your daily life will be the extent to which you find the data you work with compelling. Interesting data should require your creativity to frame problems, test your intuition and push you to develop new algorithms and applications. Explanatory power is just as important - great data enables great applications. There should be enough signal to support data science as a differentiating strength.

Finally, don't fixate on big data. The rising prominence of the data scientist has coincided with the rise of Big Data, but they are not the same thing. Sheer scale does not necessarily make data interesting, nor is it necessarily required. Look for data with high information density rather than high volume, and that supports applications you find interesting or surprising. This enables you to spend most of your mental energy on analysis and framing rather than on efficient data processing.

Work for a Company with Greenfield Opportunities

When evaluating opportunities, find a company that doesn't have it all figured out yet. Nearly all companies that fit the criteria in the sections above will already have some applications in place where the work of data scientists is essential. Look for those companies that have a strong direction and strongly established data science teams, but have an array of problems they are solving for the first time.

Often the most exciting and impactful opportunities for data scientists at a company are not being actively pursued. They probably have not even been conceived of yet. Work somewhere that encourages you to take risks, challenge basic assumptions, and imagine new possibilities.

Observing the relationship between engineering and data science teams is a quick way to determine if an organization adopts this mindset. Is engineering enthusiastic to partner with data science teams to experiment and integrate ideas back into the business? Is there an architecture in place that supports agile integration of new ideas and technologies? In fact, in companies that embody this mindset most effectively, it is likely difficult to locate the boundary between data science and engineering teams.

A greenfield can be intimidating in its lack of structure, but the amount of creativity and freedom available to you as a data scientist is never greater than when you're starting from scratch. The impact of putting something in place where nothing existed previously can be immeasurable. Look for chances to be involved in designing not just the math and science, but also the pipeline, the API, and the tech stack. Not only is creating something new often more challenging and rewarding, but there is no better opportunity for learning and growth than designing something from the ground up.

Incremental improvements have incremental impacts, but embrace the chance to operate on a greenfield. While it is extremely important to constantly iterate and improve on systems that already exist, the Version 1 of something new can fundamentally change the business.

Summary

Of course, there are other considerations: domain, the company's brand, the specific technology in use, the culture, the people, and so forth. All of those are equally important. We call out the three above since they are less frequently talked about, yet fundamental to a data scientist's growth, impact, and happiness. They are also less obvious. We learned these things from experience. At first glance, you would not expect to find these things in a women's apparel company. However, our very different business model places a huge emphasis on data science, enables some of the richest data in the world, and creates space for a whole new suite of innovative software.
career  strategy  via:enochko  economies_of_scale  data_scientists  job_search  Managing_Your_Career  greenfields  data  differentiation  good_enough  information_density  product_pipelines  think_threes 
september 2016 by jerryking
Why a Harvard Professor Has Mixed Feelings When Students Take Jobs in Finance - NYTimes.com
APRIL 10, 2015 | NYT | By SENDHIL MULLAINATHAN.

Every profession produces both private returns — the fruits of labor that a person enjoys — and social returns — those that society enjoys. If I set up a shop on Etsy selling photographs, my private returns may be defined as the revenue I generate. The social returns are the pleasure that my photographs provide to my customers....
career_paths  career  Wall_Street  students  economics  Harvard  Colleges_&_Universities  talent  rent-seeking  arbitrage  finance 
april 2015 by jerryking
Hollywood Talent Agency’s New Division to Manage Visual Artists’ Careers - WSJ
By KELLY CROW
Feb. 10, 2015
Should painters and sculptors be treated like movie stars? United Talent Agency thinks so.

The Beverly Hills, Calif., agency known for representing actors like Johnny Depp and Angelina Jolie said Tuesday it has launched a division called UTA Fine Arts to manage the careers of contemporary visual artists.

The move marks the first time a Hollywood talent agency has stepped into a role traditionally played by art galleries, and it underscores the growing commercial appeal that top artists wield in the global, multibillion-dollar art market.

Jim Berkus, chairman, said the agency won’t broker art sales or show the art as galleries do, but he said the art division will help contemporary artists amass financing for their creative projects and sign potentially lucrative corporate sponsorships and merchandising deals. Mr. Berkus said the firm will also assist artists who want to get more involved in the moviemaking business....The agency’s arrival is likely to rattle the art establishment, particularly the growing list of mega-dealers who have opened gallery branches around the world and are known for transforming artists into museum-ready superstars.

Marc Glimcher, who oversees the New York powerhouse Pace Gallery, said he thinks talent agents could drive a divisive wedge between artists and their dealers, who have historically guided artists toward commissions or relationships that may secure them a lasting place in art history.

“It sounds like an interesting idea, but it’s going to be super hard to pull off,” Mr. Glimcher said. “If you’re going to be an artist’s agent, you need to know more about their work, their prices and their collectors than their own dealer does—and no dealer will be induced to share that kind of information.”

Beyond market intelligence, Mr. Glimcher said talent agents will need to discern how many commercial deals an artist can shoulder without looking like a sellout to art-world insiders: “Do too much, and you’re just not cool anymore,” he added.
Hollywood  talent_management  career  contemporary_art  artists  product_launches  galleries  lawyers  entertainment_industry  market_intelligence  talent_representation  superstars  art_market 
february 2015 by jerryking
Re: Early morning epiphanies
Owen Gordon Today at 8:30 AM
To:Jerry King
First of all, thanks for the pick-me-upper by sharing that particular vocational anecdote from the Agenda first thing in the a.m.:-)

I know that you'r...
Owen_Gordon  JCK  advice  career  Managing_Your_Career  Communicating_&_Connecting  anecdotal 
september 2014 by jerryking
The Smart Way to Change Jobs
September 4, 1995 | Fortune | Marshall Loeb.

After worked out all thc details, you should seek a general letter of agreement outlining your pay, benefits, job title, and responsibilities. lt should includc a short-term fail­-safe clause to cover you if the mating doesn’t work out. Companies will often agree to give you six months’ pay in the event that you or your new boss decides that your move was a mistake. Finally leave your old employer on good terms. just possible that thc two of you will be back in bed somewhere dotlrn the line-just like in those French farces.
Managing_Your_Career  career_paths  career  reinvention  salaries  compensation  negotiations  exits  job_change  first90days 
february 2013 by jerryking
Stand and Deliver!
February 1, 2006 | - Schaffer Results NEWS BLOG |Katie Beavan
Managing_Your_Career  first90days  career 
march 2012 by jerryking
How to Get Unstuck
March 29, 2004 | WSJ | By CAROL HYMOWITZ and KEMBA J. DUNHAM, Staff Reporters of THE WALL STREET JOURNAL
howto  Second_Acts  resilience  bouncing_back  career_paths  career  Managing_Your_Career 
march 2012 by jerryking
8 Things You Can Do To Evolve Your Career - Business Insider
Shira Levine|December 03, 2011|
There's no such thing as a second career.

We only have evolving careers, says marketing expert James Marshall Reilly. Reilly wrote Shake the World: It's Not About Finding a Job, It's About Creating a Life. The book tackles the job market, social entrepreneurship and philanthro-capitalism, and will be released in late December....Reilly's book talks to the "young game-changers" of this generation and seeks to discover how they found success. By game-changers, he means entrepreneurs, both business and social. There are no Young Turk investment bankers, politicians or cancer doctors in his book. These are people who design iPod covers, magazine publishers, serial technology entrepreneurs and the founders of innovative non-profits. There is not a Rotary Club membership between them.
book_reviews  books  start_ups  career_paths  career  Managing_Your_Career  reinvention  new_graduates  millennials  entrepreneurship  game_changers 
december 2011 by jerryking
Out of Harvard, and Into Finance - NYTimes.com
December 21, 2011, 10:00 am
Out of Harvard, and Into Finance
By CATHERINE RAMPELL
Ivy_League  career  career_paths  finance  Colleges_&_Universities  Harvard  Yale  Princeton 
december 2011 by jerryking
The Secret Formula To Never Being Unemployed
The Secret Formula To Never Being Unemployed
by Nick O'Neill
blogging  career  job  jobs 
november 2011 by jerryking
How to Stay Stuck in the Wrong Career
December 2002 | HBR | by Herminia Ibarra.

But change actually happens the other way around. Doing comes first, knowing second, because changing careers means redefining our working identity--our sense of self in our professional roles, what we convey about ourselves to others and, ultimately, how we live our working lives. Who we are and what we do are tightly connected, the result of years of action. And to change that connection, we must first resort to action--exactly what the conventional wisdom cautions us against....First, determine with as much clarity and certainty as possible what you really want to do. Next, use that knowledge to identify jobs or fields in which your passions can be coupled with your skills and experience. Seek advice from the people who know you best and from professionals in tune with the market. Then simply implement the resulting action steps. Change is seen as a one-shot deal: The plan-and-implement approach cautions us against making a move before we know exactly where we are going....It all sounds reasonable, and it is a reassuring way to proceed. Yet my research suggests that proceeding this way will lead to the most disastrous of results, which is to say no result. So if your deepest desire is to remain indefinitely in a career that grates on your nerves or stifles your self-expression, simply adhere to that conventional wisdom, presented below as a foolproof, three-point plan....what consumed 90% of the year he spent looking for a new career, is what the conventional models leave out-a lot of trial and error....that it is possible to discover one's "true self," when the reality is that none of us has such an essence. (See the sidebar "Our Many Possible Selves "for a discussion of why one's true self is so elusive.) Intense introspection also poses the danger that a potential career changer will get stuck in the realm of daydreams....We learn who we have become-in practice, not in theory-by testing fantasy and reality, not by "looking inside." Knowing oneself is crucial, but it is usually the outcome of-and not a first input to-the reinvention process....To launch ourselves anew, we need to get out of our heads. We need to act....But when it comes to reinventing ourselves, the people who know us best are the ones most likely to hinder rather than help us....Mentors and close coworkers, though well meaning, can also unwittingly hold us back...So if self-assessment, the advice of close ones, and the counsel of change professionals won't do it, then where can we find support for our reinvention?....Reaching outside our normal circles to new people, networks, and professional communities is the best way to both break frame and get psychological sustenance.
Managing_Your_Career  career_paths  career  HBR  reinvention  Second_Acts  Herminia_Ibarra  analysis_paralysis  trial_&_error  action-oriented  self-assessment  self-awareness  pragmatism  counterintuitive  conventional_wisdom  change 
august 2011 by jerryking
The Start-Up of You - NYTimes.com
July 12, 2011 | NYT | Tom Friedman. Reid Hoffman, has a book
coming out in 2012 called “The Start-Up of You,” co-authored with Ben
Casnocha. Its subtitle could easily be: “Hey, recent graduates! Hey,
35-year-old midcareer professional! Here’s how you build your career
today.” ....Hoffman argues that professionals need an entirely new
mind-set & skill set to compete. “The old paradigm of climb up a
stable career ladder is dead & gone,” “No career is a sure thing
anymore. The uncertain, rapidly changing conditions in which
entrepreneurs start companies is what it’s like for fashioning a career.
Therefore, approach career strategy the same way an entrepreneur
approaches starting a business.” Ditch the grand life plan.
Entrepreneurs don’t write a 100-pg. biz plan and execute it one time; be
emergent....use your netwk. to pull in info. & intelligence about
where the growth opportunities are [this would be knowledge or market intelligence] — & invest in yourself to build [transferrable] skills that will allow you to profit from those opportunities.
books  career  career_paths  careers  Managing_Your_Career  start_ups  market_intelligence  transferable_skills  entrepreneurship  pattern_recognition  opportunistic  Tom_Friedman  LinkedIn  Reid_Hoffman  new_graduates  individual_initiative  rapid_change  emergent 
july 2011 by jerryking
How Spider-Man Poisoned Its Own Prospects -
Mar. 11, 2011|BusinessWeek |By Rick Wartzman.

Jason Isaacs

Past performance doesn't necessarily guarantee future accomplishment, especially in a new job. "There is no reliable way to test or predict whether a person
successful in one area can make a successful transition to a different
environment," Drucker wrote. "This can be learned only by experience."
...One day, the senior partner called Drucker in. "I understand you did
very good securities analysis," the boss said. "But if we had wanted you
to do securities analysis work, we would have left you where you were.
You are now the executive secretary to the partners, yet you continue to
do securities analysis. What should you be doing now, to be effective
in your new job?" People stumble moving up the ladder because they
continue in their new assignment what made them successful in the old
assignment and what earned them the promotion...they turn
incompetent..because they are doing the wrong things."
first90days  Peter_Drucker  theatre  lessons_learned  directors  effectiveness  career  transitions  career_paths  new_graduates  movingonup  advice  Jason_Isaacs  past_performance  career_ending_moves 
march 2011 by jerryking
"The Best Advice I Ever Got" - March 21, 2005
March 21, 2005 | Fortune Magazine | By INTERVIEWERS Julia Boorstin.

Brian Grazer
"My whole career has been built on one piece of advice that came from two people: [MCA founder] Jules Stein and [former MCA chairman] Lew Wasserman. In 1975 I was a law clerk at Warner Bros. I'd spent about a year trying to get a meeting with these two men. Finally they let me in to see them. They both said, separately, 'In order for you to be in the entertainment business, you have to have leverage. Since you have none--no money, no pedigree, no valuable relationships--you must have creative leverage. That exists only in your mind. So you need to write--put what's in your mind on paper. Then you'll own a piece of paper. That's leverage.'

"With that advice, I wrote the story that became Splash, which was a fantasy that I had about meeting a mermaid. For years, I sent registered letters to myself--movie concepts and other ideas--so that I had my ideas officially on paper. I have about 1,000 letters in a vault. To this day, I feel that my real power is only that--ideas and the confidence to write them down."
advice  career  inspiration  entrepreneur  Managing_Your_Career  Clayton_Christensen  humility  MBAs  Siemens  Salesforce  Mickey_Drexler  JetBlue  Peter_Drucker  Jim_Collins  Rick_Warren  leverage  Xerox  Andy_Grove  conventional_wisdom  Richard_Parsons  negotiations  Jack_Welch  Vivek_Paul  thinking  Starbucks  Warren_Bennis  Richard_Branson  Warren_Buffett  Brian_Grazer  creating_valuable_content  Lew_Wasserman 
december 2010 by jerryking
Toronto tops Montreal for global career? Not really
Aug. 13, 2010 | The Globe and Mail | Karl Moore and Daniel Novak
Toronto  Montreal  career  global  McGill 
august 2010 by jerryking
How to Make Your Network Work for You - Best Practices - Harvard Business Review
February 18, 2010 | HBR | by Ariana Green. The most
universally agreed upon networking tip is this: Offer to help others
first, and they will return the favor. "You should always ask new
contacts to tell you about a business challenge they are confronting,"
"That way, you might know someone who can help, and that's the start of a
relationship."...gain credibility by keeping appointments, acting on
(explicit and implicit) promises, verifying facts, and rendering
services....It's not enough to be an expert on something if nobody knows
you well enough to think about calling you. Creating an inviting image
for yourself can generate business and opportunities....Writing original
articles or posting commentary keeps you on other people's minds and
enables them to see how involved you are in your industry. It is an
efficient way to continue a relationship with those you know.
networking  career  tips  hbr  advice  best_practices  relationships  Managing_Your_Career  personal_branding  serving_others  following_up 
may 2010 by jerryking
Corner Office - Tachi Yamada and the Importance of Undivided Attention - Question - NYTimes.com
Feb. 27, 2010 | NYT | Adam Bryant's interview of Tachi Yamada,
M.D., president of the Bill & Melinda Gates Foundation’s Global
Health Program.
* Don’t micromanage, but have microinterests.
* Every moment counts, be 100 % in the moment.
* Intelligence = complex abstract thinking = human relationships. Look
for people who’ve moved.
* Humour, is an underestimated and important value.
* Leadership, in order to connect with groups of people, requires giving
of yourself.
* Turn battleships by making directional commitments and staying the
course,
* In giving feedback, the positive messages get lost in the one negative
message, and the negative message gets garbled.
* Figure out what your North Star is.
* Be open to new challenges.
* If there are 10 tasks in an overall project, identify the most
critical task among those 10. What is the one thing that everything
else hinges on (i.e. the linchpin)? Invest time in understanding that one thing. Then,
if/when the problem occurs, it usually occurs there.
billgates  philanthropy  CEOs  linchpins  Managing_Your_Career  career  feedback  hiring  leadership  focus  slight_edge  rate-limiting_steps  affirmations  humour  commitments  priorities  bottlenecks  abstractions  moments  attention  North_Star  monotasking  mindfulness  living_in_the_moment 
march 2010 by jerryking
Russert's Career Advice: Just Do It - WSJ.com
JUNE 16, 2008 | Wall Street Journal | by ROBERT COSTA. Russert
stopped by Notre Dame this April, a month before my graduation, to give
the Red Smith Lecture in Journalism. He talked about the need to
prepare for every interview. "It is essential that I do what I didn't do
when I was in college," he said. "I had been taught that if I read my
lesson before class, show up in class on time, review my notes after
class, then the exam would be easy. They were right. I did not do that,
but it is what I do now, each and every day." Russert told us at Notre
Dame to challenge ourselves to think critically about what we saw and
read. "It is not enough to confirm your political views by only
accessing and reading outfits that reinforce your views but do not
challenge them," he said.
interview_preparation  Tim_Russert  career  advice  critical_thinking  inspiration  reminiscing  journalists 
february 2010 by jerryking
Motivational Flight of the Bumble Bee
July 10, 2004 | Globe & Mail | WALLACE IMMEN. Canadian
author offers some strategies for pursuing satisfaction in one's career.
Wallace_Immen  Managing_Your_Career  self-analysis  career  self-actualization 
february 2010 by jerryking
Must I Bank? - WSJ.com
APRIL 23, 2008 | Wall Street Journal | By JONATHAN A. KNEE.
counselling introspection on the part of business school students considering finance careers...."Most jobs fall into one of these three categories: sales, analytical or
operational. The odds that the same person would prosper equally in
more than one of these environments are low. The personal qualities that
each position draws upon are simply too different. Some Rilkesque
introspection in order to identify which category would likely yield the
greatest personal satisfaction is an excellent investment."
investment_banking  introspection  private_equity  finance  MBAs  career  career_paths  Jonathan_Knee 
february 2010 by jerryking
How to Flee an Ailing Industry - WSJ.com
JUNE 5, 2009 | Wall Street Journal | by DIANA MIDDLETON.
Redeploy your current skills. But, be willing to learn new skills – in
new locations. Build a network outside your industry.
Managing_Your_Career  job_search  career  howto  networking  career_paths  decline  abandoned_fields  off-trends 
february 2010 by jerryking
How to Fix Your Résumé - WSJ.com
NOVEMBER 24, 2009 | Wall Street Journal | By SARAH E. NEEDLEMAN
Sarah_E._Needleman  career  howto  job_search  résumés 
november 2009 by jerryking
"The Hidden River of Knowledge"
May 21, 2007 | New York Times | Commencement address by David Brooks.

In short, things are about to change big time. And one of my messages today is that you know that uncertainty you feel today? It never goes away. The question is, do you know how to make uncertainty your friend?....here's one other thing I've noticed that separates the really great people from the merely famous ones. They talk to dead people.

Merely famous people have pictures of themselves on the wall. Really great people have pictures of dead people on the wall, and on their desks. It's one of the first things I look for when I go into somebody's office...And they talk about these dead people....
The dead were alive to them, and looking over their shoulder....The Greeks used to say we suffer our way to wisdom...Success is not something that we do or that happens to us. Success is something that happens through us....We inherit, starting even before we are born, a great river of knowledge, a great flow from many ages and many sources. The information that comes from millions of years ago, we call brain chemistry. The information that comes from hundreds of thousands of years ago from our hunter and gatherer ancestors we call genes. The information that was handed down thousands of years ago we call religion. The information passed along hundreds of years ago we call culture. The information passed along from decades ago we call family. The information you absorbed over the past few years at Wake Forest we call education....We exist as creatures within this hidden river of knowledge the way a trout exists in a stream or a river. We are formed by the river. It is the medium in which we live and the guide about how to live.

The great people I've seen talking to the dead do so because they want to connect with the highest and most inspiring parts of the river. When people make mistakes, often it is not because they are evil. It's because they don't have an ideal to live up to.

These great people also talk to the dead because they want a voice from outside their selves....the best people I've met don't feel that smart or that special. They have powerful jobs, but they don't feel powerful. They don't feel like architects building these great projects from scratch. They feel instead like river boat captains negotiating the currents around them.

They want to step outside their egotism and understand the river of events. They want to feel how people in the past have negotiated its channels. They want other voices in their heads so they can possess the ultimate power, which is the power of facing unpleasant truths.

Finally, I think they talk to the dead because they want to widen their time horizons....Think hard about who you marry. It's the most important decision you will ever make. Devote yourself to your kids. Nothing else is guaranteed to make you happy. The only thing I'd add is, create a posse of dead people. Create an entourage of heroes. Put their pictures on your wall, and keep them in your mind.

They will remind you of your place in the hidden river of wisdom. They'll serve as models. They'll give you an honest perspective on how you're doing. They'll remind you that your blessings don't come from you but from those who came before you.
advice  affirmations  ancestry  blog  brain_chemistry  career  cognitive_skills  commencement  culture  cultural_transmission  David_Brooks  education  family  genes  Greek  hidden  happiness  heroes  humility  hunter-gatherers  ideas  inspiration  Managing_Your_Career  marriage  perspectives  role_models  sense_of_proportion  speeches  success  suffering  the_counsel_of_the_dead  transcendental  uncertainty  Wake_Forest  wide-framing  wisdom 
november 2009 by jerryking
Best career advancement: Bottoms up
Jul 1993 | Inc. Vol. 15, Iss. 7; pg. 58, 2 pgs| Anonymous.
Nowhere are the opportunities for advancement as dramatic as in
fast-growing companies. "There's no ladder to climb," says Jon Goodman,
director of the Entrepreneur Program at the University of Southern
California in Los Angeles. "They're building the ladder as they grow."
So the challenge is to hire the kinds of employees that will help build
the ladder. "You don't want to advance--you want to enlarge," adds
Goodman. "Your technical skills become greater; you build your resume in
terms of span of control and responsibility."
Freshbooks  organizational_culture  hiring  career  Managing_Your_Career  Employer_of_Choice  span_of_control  responsibility  gazelles  growth  high-growth 
september 2009 by jerryking
The Three Sexy Skills of Data Geeks : Dataspora Blog
Hal Varian, Google’s Chief Economist, was interviewed a few
months ago, and said the following in the McKinsey Quarterly:
“The sexy job in the next ten years will be statisticians… The ability
to take data—to be able to understand it, to process it, to extract
value from it, to visualize it, to communicate it—that’s going to be a
hugely important skill.” Put All Three Skills Together: Sexy. Thus with
the Age of Data upon us, those who can model, munge (data wrangling, sometimes referred to as data munging, is the process of transforming and mapping data from one "raw" data form into another format with the intent of making it more appropriate and valuable for a variety of downstream purposes such as analytics) , and visually
communicate data — call us statisticians or data geeks — are a hot
commodity.
data_wrangling  statistics  visualization  data  analytics  career  business  Information_Rules  Hal_Varian  data_scientists 
july 2009 by jerryking
Bad career advice: Do what you love | Penelope Trunk's Brazen Careerist
Bad career advice: Do what you love
Posted to: Finding a career | Fulfillment
December 18th, 2007
career  advice  blog  Managing_Your_Career 
may 2009 by jerryking
10 Things to Be Clear About Before You Start a Company - ReadWriteStart
May 6, 2009 9:45 PM | ReadWriteStart | Bernard Lunn

For the introduction and table of contents...

1. Is this your first venture?
2. Are you really an entrepreneur?
3. Does your venture involve something you understand really well?
4. Can your mother understand the value proposition?
5. Can you see the right wave?
6. What does your startup want to be when it grows up?
7. Starting a company is hard and uncertain.
8. Get a partner or fly solo?
9. Would you refuse a well-paying job to do this?
10. Can you raise appropriate financing?
business  entrepreneurship  tips  company  entrepreneur  career  preparation  start_ups 
may 2009 by jerryking
Building Your Brand - WSJ.com
APRIL 27, 2009 | Wall Street Journal | by ALEXANDRA LEVIT
career  social_media  Alexandra_Levit  personal_branding 
april 2009 by jerryking
Economy: How Libraries Are Becoming Career Centers
Apr 6, 2009 | Newsweek Web Exclusive | By Eva Gronowska

As a librarian, my world was always about books. But in this economy, I've evolved into a career counselor.
libraries  career  ECONOMY  job  economic_downturn 
april 2009 by jerryking
How to Get a Job - Careers Articles
Mar 30th 2009 |Fortune Magazine | By Jia Lynn Yang,
writer-reporter

It's brutal out there. But the people getting hired aren't necessarily
the most connected -- they're the most creative. From food diarists to
Twitter stalkers to candidates tapping the "hidden" job market, here's
what's working now.
job_search  career  Managing_Your_Career  Trends  résumés  howto  creativity  hustle  coverletters  hidden  latent 
april 2009 by jerryking
The Interview That'll Bag a Job - WSJ.com
APRIL 14, 2009 | Wall street Journal |by SARAH E. NEEDLEMAN

Don't blow opportunities by appearing desperate or bitter about personal situations.
Sarah_E._Needleman  interviews  job_search  career 
april 2009 by jerryking
Psychology Today: Can Telecommuting Hurt Your Career?
Jul/Aug 2007 | Psychology Today Magazine | By Anya Kamenetz
Can lack of face time keep one from advancing their career?
telecommuting  career  movingonup  Anya_Kamenetz  psychology 
april 2009 by jerryking
Weary of Looking for Work, Some Create Their Own
Published: March 13, 2009 | New York Times | By MATT RICHTEL
and JENNA WORTHAM

Plenty of laid-off workers across the country, burned out by a merciless
job market, are building business plans instead of sending out résumés.
For these people, recession has become the mother of invention.......[JCK: “Forced
Entrepreneurship.” Possible idea for Canadian community colleges?]
career  economic_downturn  entrepreneur  entrepreneurship  Jenna_Wortham  layoffs  recessions  start_ups  mercilessness 
march 2009 by jerryking
Hone the message, trim out the confusing jargon
Saturday, November 4, 2006 Globe and Mail, Career Columnist
WALLACE IMMEN writing about the wrong words that can sabotage your
presentations.
Managing_Your_Career  career  Wallace_Immen  words  Communicating_&_Connecting  presentations  Achilles’_heel 
march 2009 by jerryking
Off the Runway, A Makeup Artist Gets Her Big Break - WSJ.com
FEBRUARY 9, 2007 | Wall Street Journal pg. A1 | article by ELLEN BYRON
career  fashion  makeup  cosmetics 
march 2009 by jerryking
Did You Get My Resume? - WSJ.com
MARCH 5, 2009 | Wall Street Journal | by ANNE KADET. Author
cites the "awesome silence" that follows the submission of a resume and
which is due to the rise of automated screening.
Managing_Your_Career  career  job_search  silence  résumés  applicant-tracking_systems  following_up 
march 2009 by jerryking
Take That Skill, Use It - WSJ.com
MARCH 1, 2009 WSJ by ALEXANDRA LEVIT on career reinvention.
(1) Determine what your special skill is actually worth to a potential
employer or clients, and how you have demonstrated its use in your past
work. Challenges-Actions-Results
Use something called the C-A-R formula. "Write out all of your stories
of success related to that skill," List Challenges you've faced, Actions
you took, and corresponding Results."
(2) Use Google to research related keywords. Network with groups and
associations directly related to the skill.
(3) Create a functional résumé in which experience is listed by job
function or skill (see samples at www.quintcareers.com).
career  reinvention  résumés  interview_preparation  Alexandra_Levit  skills  job_search 
march 2009 by jerryking
You're In Charge Now - WSJ.com
FEBRUARY 22, 2009, 2:44 P.M.ALEXANDRA LEVIT. "We are living in a
white-water world, and these are Level 3 rapids. You must have a clear
sense of what your purpose is and the skill set to get there." Take
charge, he says: "It's more important than ever to draw on your
imagination, think strategically, take initiative and work outside your
immediate circle of influence."
career  Managing_Your_Career  Alexandra_Levit  strategic_thinking  imagination  self-starters  individual_initiative  intrinsically_motivated  comfort_zones 
february 2009 by jerryking
globeadvisor.com: Strangers in a strange land
Wednesday, February 11, 2009 by G&M columnist WALLACE IMMEN
More long-term employees are losing jobs. For many, it will mean the
first job hunt in years, if not decades. Here are some rules:
job_search  career  Managing_Your_Career  Wallace_Immen  rules_of_the_game 
february 2009 by jerryking
You've Raised the Children; Time for a Job? - WSJ.com
FEBRUARY 19, 2009 WSJ column By NEAL TEMPLIN. Focuses on options about returning to the workforce.
Managing_Your_Career  career  job_search  planning  Second_Acts  retirement  baby_boomers 
february 2009 by jerryking
Up the Ladder, Step by Step - WSJ.com
Nov. 26, 2008 WSJ book review by Philip Delves Broughton of
"There's No Elevator To the Top" By Umesh Ramakrishnan.

He describes meeting the chairman of Nestle, who complains that his
rivals are no longer Mars or Pepsi but telephone companies. "Five years
ago seventy percent of the pocket money of kids was to buy chocolates,
ice cream; now eighty percent is in telecom," the Nestle boss tells Mr.
Barrault. "Can you imagine the impact for my business?"
book_reviews  career  Managing_Your_Career  discretionary_spending  leadership  CEOs  Philip_Delves_Broughton  competition  Theodore_Levitt  Nestlé  Pepsi  mobile_phones  confectionery_industry 
february 2009 by jerryking
Fresh Starts - Digital Archivists, Now in Demand - NYTimes.com
February 7, 2009 NYT article by CONRAD DE AENLLE looking at the rise and skill set of digital archivists.
archives  career  technology  jobs  libraries  preservation  FAO  digital_archives 
february 2009 by jerryking
Owned and Operated - WSJ.com
March 17, 2008 WSJ article by Maneet Ahuja profiling career service giant, Vault.
vault  business_development  career 
february 2009 by jerryking
Steve Piazzale Newsletter Archive: help with career change resume ...
Monthly newsletters dating back to 2003 on topics related to managing one's career.
Managing_Your_Career  job_search  career  career_paths 
february 2009 by jerryking
SmallBiz.com | Marvin Traub's Busy Life After Bloomie's
May 20, 2008 WSJ column by Teri Agins on the post-Bloomingdale
career of Marvin Traub as a consultant. "Marvin Traub: Like No Other
Career"
Second_Acts  fashion  retailers  Bloomingdale  New_York_City  book_reviews  career  Teri_Agins 
january 2009 by jerryking
Can a Job Layoff Be a Good Thing?
MARCH 15, 2005 WSJ column by Erin White counseling introspection en route to career changes.
layoffs  career  life_skills  bouncing_back  resilience  Erin_White 
january 2009 by jerryking
Finding Anchors in the Storm: Mentors
JANUARY 27, 2009 WSJ article by TODDI GUTNER that speaks to the
economic crisis reducing opportunities for millennials, therefore
mentoring becomes a more strategic avenue for their career development.
career  Managing_Your_Career  mentoring  millennials 
january 2009 by jerryking
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