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Speaker 1: LinkedIn News. Your ninety day plan is an extension off

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Speaker 1: of your thirty day but you don't have to achieve

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Speaker 1: everything in thirty days, right, Because I'm the kind of girl.

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Speaker 1: I'm like, I want to solve for world hunger and

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Speaker 1: poverty and create peace in the Middle East, like everything

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Speaker 1: within the first thirty days. And I'm like, girl, I'm

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Speaker 1: just a girl.

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Speaker 2: She's like, I cannot let them rests, right, no wonder.

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Speaker 2: I have a company, right, my magic company from LinkedIn

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Speaker 2: News and I heard podcasts. This is Let's Talk offline,

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Speaker 2: a show about what it takes to thrive in the

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Speaker 2: early years of your career without sacrificing your values, sanity

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Speaker 2: or sleep.

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Speaker 3: I'm Gianna Predente.

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Speaker 1: And I'm Jamay Jackson Gadson. The first few weeks of

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Speaker 1: a new job, y'all can definitely feel like you are

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Speaker 1: being thrown into the deep end. Now, baby, I can swim,

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Speaker 1: but I am certainly no Olympian. Okay. You are trying

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Speaker 1: to juggle so many things, the small things like what

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Speaker 1: do I wear to the office or who do I

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Speaker 1: sit with that lunch, all the way to the big

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Speaker 1: things like how do I advocate for myself? What do

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Speaker 1: I look for in this job. How do I build

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Speaker 1: a relationship with my manager? Honestly, it is stressful. My

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Speaker 1: artfits are sweating just thinking about it.

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Speaker 2: And if you guys haven't figured it out already, you're

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Speaker 2: not handed a guidebook on your first day.

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Speaker 3: That's like, here's how to navigate work like.

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Speaker 2: Much I wish there was, But don't stress out. We're

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Speaker 2: going to talk about how to set yourself up for

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Speaker 2: success in a new role so that you can focus

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Speaker 2: on showing up as your best self and figuring out

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Speaker 2: if this is.

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Speaker 3: The right job for you. So you know that I'm

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Speaker 3: an anxious girlly, I.

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Speaker 2: Do know this, and when I started my first job

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Speaker 2: here at LinkedIn, like that was anxiety to new new levels,

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Speaker 2: you know.

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Speaker 1: I mean, you came out the gates swinging on a

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Speaker 1: big girl job.

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Speaker 3: I know they're.

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Speaker 2: Exciting, but really scary because I feel like there's so

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Speaker 2: much you don't learn in school about navigating like corporate life,

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Speaker 2: and it really feels like a lot of times you're

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Speaker 2: the one who has to navigate it on your own.

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Speaker 2: There's not somebody you can turn to. And that's really

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Speaker 2: what did inspire a lot of my reporting. When I

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Speaker 2: started my newsletter three years ago because I was like,

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Speaker 2: all right, all of my friends are figuring out, you know,

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Speaker 2: how to set goals at their jobs and like how

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Speaker 2: to create relationships with their managers for the first time,

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Speaker 2: like all these unspoken rules of work, if you will.

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Speaker 2: And so I was like, I'm going to speak to

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Speaker 2: experts who can help us figure this out and then

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Speaker 2: share it in my newsletter, because yeah, we don't learn

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Speaker 2: any of this before starting corporate life.

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Speaker 1: Yeah, so, what are things that you would have wanted

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Speaker 1: to know? Like if I had been teaching a masterclass

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Speaker 1: in college, Like, what are things that like I should

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Speaker 1: have been instructing you?

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Speaker 2: Okay, well I totally would have signed up for that class,

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Speaker 2: But I think, yeah, a lot of it is just

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Speaker 2: like big things like how do you negotiate, how do

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Speaker 2: you speak up at work ask for promotion? But to

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Speaker 2: little things like how do I figure out how to

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Speaker 2: succeed in this role? How do I create a good

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Speaker 2: working relationship with my manager? And you know I talked

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Speaker 2: about this previously, but when I started at LinkedIn, I

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Speaker 2: was on a contract and then I went full time

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Speaker 2: and then I moved to a new team and suddenly,

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Speaker 2: like it was a blank slate, and they love this

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Speaker 2: term here building the plane as you're flying, which is

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Speaker 2: exactly what we love.

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Speaker 1: To say that. And there's lots of planes around here.

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Speaker 2: I like to be strapped in, but no problem. But

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Speaker 2: so that's how the role felt like it was literally

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Speaker 2: getting designed as I was in it, and I didn't

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Speaker 2: really know.

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Speaker 3: What success looked like in that role.

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Speaker 2: And I did turn to my manager, and I, you know,

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Speaker 2: had some guidance, but I was really comparing myself to

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Speaker 2: people on my team who were more senior than me

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Speaker 2: and had established themselves. And I was like, okay, well

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Speaker 2: I need to get there. I know the angle, but

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Speaker 2: I have no idea how to get to that point.

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Speaker 2: So I remember this one conversation with a colleague who

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Speaker 2: sat me down and he was like, Okay, if there's

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Speaker 2: anything I can tell you, it's that you need to

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Speaker 2: create your own metrics for success. This is a very

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Speaker 2: self driven role. So you need to figure out what

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Speaker 2: are metrics for yourself, put it in a dock, and

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Speaker 2: be able to communicate that when somebody asks, and make

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Speaker 2: sure you're tracking your progress right, Like I think a

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Speaker 2: lot of times we look to somebody else to say, Okay,

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Speaker 2: this is the target you need to reach, but you

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Speaker 2: really can create that for yourself. So that's something I

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Speaker 2: did in early in my days of this new role

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Speaker 2: to figure out, like, Okay, I know what I'm working towards.

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Speaker 2: I have ways to benchmark myself, and I'm going to.

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Speaker 3: Just track my progress along the way.

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Speaker 1: Yeah. Well, let me ask you, gee, are you a

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Speaker 1: person that you operate well in like ambiguity or do

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Speaker 1: you need a structure? You need a little bit more structure.

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Speaker 1: I know, I'm like because some.

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Speaker 2: People my life motto is that only dead fish go

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Speaker 2: with the flow, because I just get I need the structure. Like,

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Speaker 2: I don't go with the flow, I don't live in

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Speaker 2: the gray area, Like I don't.

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Speaker 1: Mean like like a structure.

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Speaker 2: Yeah, because you know, the role didn't have much structure

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Speaker 2: created for me, and I had to create that for myself.

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Speaker 2: I really do thrive with structure.

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Speaker 3: Maybe too much sometimes I'm working on them.

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Speaker 2: No, not at all, but yeah, so that's something I

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Speaker 2: had to figure out for myself, like, Okay, what is

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Speaker 2: my workflow? What is my main piece of content that

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Speaker 2: I'm producing, which was my newsletter? How do I organize myself?

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Speaker 2: All of those things was mostly me figuring out by

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Speaker 2: myself and then turning to my colleagues who were in

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Speaker 2: similar roles and learning from them, and then implementing that

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Speaker 2: into my own workflow.

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Speaker 1: Yeah, that makes a lot of sense, and I guess

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Speaker 1: in many ways my story is very similar for every

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Speaker 1: role I had, probably until I did my first fellowship,

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Speaker 1: which was at BuzzFeed, I always was in roles where

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Speaker 1: I was the only person, like on my team, like

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Speaker 1: doing the specific thing. So on the one hand, I

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Speaker 1: didn't have anyone who I could look to and say like, Okay,

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Speaker 1: how are you doing this? And to some degree I

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Speaker 1: couldn't even really go to my managers because my managers

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Speaker 1: maybe were in other divisions who had come over to

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Speaker 1: shepherd this project or this initiative, And so I really

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Speaker 1: had to just sort of figure out, to your point,

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Speaker 1: what success for me looks like, and how do I

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Speaker 1: tell that story.

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Speaker 3: Yeah.

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Speaker 1: When I did get to do that fellowship, it was

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Speaker 1: great because you know, this had been a long standing program.

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Speaker 1: Anyone who has ever, you know, come through the BuzzFeed ranks,

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Speaker 1: A lot of people have come from the Fellowship program.

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Speaker 1: So I knew that this was a pipeline for hiring

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Speaker 1: and I went and I called my mama up and

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Speaker 1: I was like, I'm going to get a full time

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Speaker 1: job there. Like I loved everything about it. I loved

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Speaker 1: the culture, I loved the name, and my fellowship coordinator

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Speaker 1: had actually he was very type A too, but he

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Speaker 1: gave a sort of like a syllabus at the very

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Speaker 1: beginning of the fellowship saying like, by the end of this,

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Speaker 1: this is what you ideally should have a lot of

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Speaker 1: these were It was great because it broke it down

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Speaker 1: even to like I want you to hit a story

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Speaker 1: that hits this many page views or this or that,

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Speaker 1: and it was a multitude of different things that really

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Speaker 1: stretched you. And so every week I'm going through and

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Speaker 1: I'm like, am I tracking progress toward this or this

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Speaker 1: or this? And I actually was really happy because by

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Speaker 1: the end of that fellowship I had hit every single

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Speaker 1: thing on there plus some Your girl was setting this

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Speaker 1: stand the bar, hi baby. But to your point, I

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Speaker 1: had to sort of self govern a lot. And there

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Speaker 1: are times where you can go to your managers and

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Speaker 1: you can ask them for help, but you also are

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Speaker 1: going to have to figure out a lot of this.

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Speaker 1: But I think where the exhausting slash anxiety inducing part

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Speaker 1: about it all is is that you don't even know

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Speaker 1: where to begin. You don't know what. You don't know

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Speaker 1: until you know what, you don't know, you know what

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Speaker 1: I mean. And so yeah, well let me ask you, like,

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Speaker 1: how did you personally navigate your new working environment, like

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Speaker 1: when you left that structure because there are other structured

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Speaker 1: girlies and boys's listening who are like people who are

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Speaker 1: just like, Okay, I am charting into new territory. I

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Speaker 1: might be the only one on my team or I

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Speaker 1: might be working with like a new manager, Like, how

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Speaker 1: have you navigated that in your career?

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Speaker 2: So on the structure piece, I think I bucketed my

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Speaker 2: work and was like, okay, I'm putting into three buckets.

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Speaker 3: It's X, Y, and Z.

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Speaker 2: So I knew like, okay, maybe on this day I

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Speaker 2: need to touch certain parts of this category. On the

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Speaker 2: next day I touched certain parts of the next I

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Speaker 2: think doing that, like breaking down my work into more

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Speaker 2: I guess bite sized you know, responsibilities, really helped me.

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Speaker 2: And then on like navigating the workplace in general. I

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Speaker 2: mean it was a weird time because it was when

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Speaker 2: I first started at LinkedIn. It was remote, so I

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Speaker 2: was like, is this job even real. And then when

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Speaker 2: I came to the office, Lord, it took me like

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Speaker 2: a million years just to figure.

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Speaker 3: Out what to wear right. And then you know, I

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Speaker 3: like came in, I was like, do we like hug? No?

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Speaker 2: Like, do we handshake? It's awkward waves, you know all

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Speaker 2: of that. So, yeah, I think it takes a minute,

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Speaker 2: like to really assimilate into a workplace and to figure

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Speaker 2: out like those unspoken rules, get the lay of the land,

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Speaker 2: and a lot of it is like sitting back and

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Speaker 2: just how other people are moving. And then I think

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Speaker 2: that informs what you do.

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Speaker 3: What about you when you started?

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Speaker 2: You've had a few jobs now, but how have you

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Speaker 2: kind of approached those first few weeks on a new job,

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Speaker 2: when you're entering a new environment.

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Speaker 1: Yeah, I personally go into a job asking myself what

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Speaker 1: do I want to accomplish that will show them that

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Speaker 1: they did not make a mistake in hiring me. I

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Speaker 1: think that's where possibly, like my anxiety comes from. But also,

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Speaker 1: you know, and I've spoken about this a couple of times,

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Speaker 1: being a woman of color, I already know that there

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Speaker 1: is possibly a standard that I'm being held to or

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Speaker 1: evaluated against, And for a lot of the roles that

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Speaker 1: I've carried throughout my career. I've usually been the only

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Speaker 1: or maybe one of only a few, and so I

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Speaker 1: always want to go into a job showing them like,

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Speaker 1: not only am I qualified to do this, but that

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Speaker 1: you can immediately see opportunity for me to advance here.

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Speaker 1: And so for me, that developed into what I call

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Speaker 1: and what others have called a thirty sixty ninety day.

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Speaker 1: So essentially those are when you break up, what do

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Speaker 1: you want to accomplish within your first thirty days on

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Speaker 1: the job, sixty days, ninety days. The great thing is

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Speaker 1: your ninety day plan is an extension off of your

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Speaker 1: thirty day. But you don't have to achieve everything in

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Speaker 1: thirty days, right, Because I'm the kind of girl. I'm like,

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Speaker 1: I want to solve for world hunger and poverty and

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Speaker 1: create peace in the Middle East, like everything within the

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Speaker 1: first thirty days. And I'm like, girl, I'm just a girl.

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Speaker 2: She's like, I cannot let them I get this decision, No.

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Speaker 1: Wonder, I haven't saw me off. My magic company is strong.

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Speaker 1: But like that, you know, I found that, like by

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Speaker 1: writing out what I want to accomplish, having those conversations

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Speaker 1: with my manager being like, is this on target with

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Speaker 1: what you're anticipating in this role? To be that open

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Speaker 1: communication is key.

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Speaker 3: So I love that.

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Speaker 2: Yeah, yeah, I think that's so smart. The thirty sixty

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Speaker 2: ninety rule when it comes to goal setting. I did

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Speaker 2: not know about that. Another unspoken role, you know, And

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Speaker 2: so I think if I, you know, ever start another job,

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Speaker 2: like I will do that and writing it down so

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Speaker 2: you know what you're working toward is so smart. Communicating

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Speaker 2: that to your manager is so smart. I think we

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Speaker 2: feel like we're and I said this before, like we

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Speaker 2: wait for direction, but you should be proactive in that

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Speaker 2: because that's really how you stand out in those first

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Speaker 2: few days, in the first few weeks up to ninety

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Speaker 2: days in your role, and because the reality is your

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Speaker 2: your performance is being measured during that time.

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Speaker 1: Yeah. And the last thing I'll say, and I'm going

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Speaker 1: to say this as many times as I possibly can,

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Speaker 1: this is your career. So I don't care if you

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Speaker 1: are twenty one, forty one, ninety one, I mean, please

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Speaker 1: don't be in the workforce at ninety one. Rest baby, rest.

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Speaker 1: But no matter your age, you have to own your

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Speaker 1: career and you have to be intentional about the choices

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Speaker 1: that you make. But also that should give you comfort

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Speaker 1: knowing that your power is you owning your narrative. Absolutely.

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Speaker 1: Coming up, we're talking with LinkedIn HR executive Mary Kerbs,

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Speaker 1: who has over twenty five years of experience in HR

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Speaker 1: helping young talent. We're gonna talk to her about how

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Speaker 1: you can come up with a game plan to tackle

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Speaker 1: those new job goals. All right, y'all, So we are

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Speaker 1: back and we have been talking all about navigating the

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Speaker 1: unspoken rules of work and more importantly, how you can

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Speaker 1: set yourself up for success when you first join a

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Speaker 1: new company. Now. I don't know if anyone's told you this,

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Speaker 1: but your big sis, Jamay, is going to while you're

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Speaker 1: out here trying to figure out your new role, your

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Speaker 1: performance is being measured. Okay, So I know you want

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Speaker 1: to get some more intel from me and Gianna, but

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Speaker 1: we had to bring the big dog out for this episode. Gianna,

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Speaker 1: who do we have this week?

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Speaker 3: I am so excited, guys.

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Speaker 2: We are bringing in an HR expert who has literally

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Speaker 2: seen it all at such a high level to share

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Speaker 2: what we can do at the ground floor. Joining us

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Speaker 2: today is Mary Kurbs. She's a VP of Product HR

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Speaker 2: here at LinkedIn She's been working in NHR for over

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Speaker 2: twenty five years and has dedicated her career to uplifting

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Speaker 2: talent and fostering work environments where people feel like they

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Speaker 2: can thrive. Mary, thank you so much for joining us.

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Speaker 4: Yeah, I'm so thrilled to be here with you both.

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Speaker 4: Thank you so much for the warm welcome.

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Speaker 2: Of course, we're so excited to have you. And I'm

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Speaker 2: going to kick it off with a question about HR.

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Speaker 2: You know, when I started my job three years ago,

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Speaker 2: I was like, what role does HR even play? Do

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Speaker 2: I only go to HR if I'm in trouble or

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Speaker 2: does something bad happen? So for all the people who are,

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Speaker 2: you know, starting their careers, I want to know, aside

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Speaker 2: from your manager, how is HR a resource to new

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Speaker 2: hires and how can they lean on HR while they're

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Speaker 2: figuring out this new work environment.

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Speaker 4: You know what, I'm so glad you asked this, Gianna.

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Speaker 4: I have been trying to change how people think about

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Speaker 4: HR for the last twenty some odd years. HR can

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Speaker 4: be very valuable to new hires and to employees in general.

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Speaker 4: But you're right, you know, you hear the term HR

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Speaker 4: and it's I must be in trouble something negative is

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Speaker 4: going to come out of this conversation. I'd like to

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Speaker 4: kind of turn the tables on that a little bit.

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Speaker 4: I would say for new hires, it is, you know,

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Speaker 4: don't be afraid to find out who your HR partner is.

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Speaker 4: They are there to answer questions perhaps that you might

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Speaker 4: not feel comfortable asking your manager. They're there for counsel

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Speaker 4: and advice. Think of it as an additional resource, someone

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Speaker 4: that knows the company very well, someone that can help

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Speaker 4: you navigate. They know how to connect with people, and

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Speaker 4: they know how to open doors and help them find

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Speaker 4: a way forward, regardless of what it is that you

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Speaker 4: need help with.

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Speaker 2: I love that you said HR is there to answer

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Speaker 2: the questions you don't feel comfortable asking your manager, because

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Speaker 2: that's the business Jamay and I are in.

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Speaker 3: So I love that.

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Speaker 1: Yeah. So, you know, one thing that we really want

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Speaker 1: to touch on, especially for early career professionals is once

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Speaker 1: they get into their role, understanding that their manager is

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Speaker 1: also evaluating them and making sure that this is a

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Speaker 1: culture fit. So, from your perspective, how are managers usually

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Speaker 1: evaluating new hires, especially during those first few weeks on

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Speaker 1: a job. You know, what are managers even looking for.

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Speaker 4: It's a great question. I would say, first and foremost,

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Speaker 4: how is the employee acclimating to the culture, to the team.

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Speaker 4: How are they interacting with others? Are they meeting with

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Speaker 4: the right people? Are they getting the information needed to

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Speaker 4: be able to do their job? They know who they're

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Speaker 4: going to be working with on a daily basis, can

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Speaker 4: they develop relationships and can they begin to contribute? And

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Speaker 4: I think that there's a wonderful partnership that happens between

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Speaker 4: an employee and their manager. Ninety percent of an employee's

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Speaker 4: happiness is their manager, and that can be a good

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Speaker 4: or a bad thing, Let's be honest. So you know,

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Speaker 4: being able to come in and have that connection with

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Speaker 4: your manager and know what's expected. And I know that

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Speaker 4: that sounds very general, so I want to unpack that

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Speaker 4: a little bit. You start a new job, you kind

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Speaker 4: of know what you were hired to do, but you

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Speaker 4: come in and it's like, okay, tactically, what am I

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Speaker 4: expected to do? The person that is going to help

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Speaker 4: you map that out is your manager. You know, a

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Speaker 4: manager should help an employee navigate their first I would

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Speaker 4: say ninety days on the job, here's the people you

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Speaker 4: should be meeting with here's the people that are going

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Speaker 4: to give you the information needed for you to understand

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Speaker 4: how to do your job.

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Speaker 2: I love that that's something my manager did when I

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Speaker 2: started out, which is a lot of my anxiety. But

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Speaker 2: I'm wondering if they don't say, you know, here are

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Speaker 2: the key stakeholders on the team that you should probably meet.

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Speaker 2: Is that something you should ask for so you can

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Speaker 2: then set up those meetings yourself.

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Speaker 4: Absolutely, I've spoken with countless early in career employees, you know,

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Speaker 4: like how am I going to set myself up for success?

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Speaker 4: And one thing that I always share is, you know,

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Speaker 4: like when you start dating someone and you have a

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Speaker 4: list of non negotiables, like things that have to be

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Speaker 4: in place if things are going to move forward. I

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Speaker 4: think every new employee should be having that conversation with

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Speaker 4: their manager of Okay, here's my non negotiables in order

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Speaker 4: for me to feel like I'm going to be successful,

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Speaker 4: this is what I need and to hear the same

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Speaker 4: thing from your manager. And you know what, I think

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Speaker 4: people joining, you know, having their first professional job, they

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Speaker 4: may not know what those non negotiables are yet, but

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Speaker 4: I think just having the conversation with their manager, what

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Speaker 4: does success look like, here, I am, this is my

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Speaker 4: first job. What are the things that are your pet peas?

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Speaker 4: What are some things that I should stay away from doing?

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Speaker 4: So that's pretty essential in my book.

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Speaker 2: That list of non negotiables is really so important because

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Speaker 2: the reality is you're still vetting the company just as

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Speaker 2: much as they're measuring your performance. And we're going to

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Speaker 2: get into that in just a bit, but before we do,

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Speaker 2: I want to bring up question from one of our listeners.

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Speaker 2: This is Deer Work Bestie, where we answer questions from

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Speaker 2: people who listen to the show. This week we have

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Speaker 2: a question from Eli and Texas.

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Speaker 5: I'll be starting my first job out of college in

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Speaker 5: just a couple of weeks, and I'm pretty excited, but

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Speaker 5: I'm also nervous. So how can I show my employers

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Speaker 5: that I am trustworthy and responsible when it's still also

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Speaker 5: new to me?

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Speaker 4: In any job, regardless of whether it's your first job

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Speaker 4: or your fifth job, I think coming in and understanding

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Speaker 4: what are some early wins that you can make to

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Speaker 4: show that you're contributing. I think with every job there's

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Speaker 4: what I call like low hanging fruit. Can you make

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Speaker 4: sure that you're completing your projects on time? Are you

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Speaker 4: showing that you have a strong work ethic, because the

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Speaker 4: moment that you start a job, you start building your

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Speaker 4: brand and who you are how you show up is everything,

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Speaker 4: and you can do that in the little list of ways.

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Speaker 4: So Eli, I would say, show your best self, be consistent,

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Speaker 4: find ways right as you start to understand, you know,

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Speaker 4: what is a big problem or a small problem that

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Speaker 4: your manager's trying to solve, and you may not know

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Speaker 4: how to solve it, but you may be able to

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Speaker 4: come back with some ideas to let them know that, Hey,

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Speaker 4: I know that this is important and it's top of

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Speaker 4: mind for me. Here's what I think about it. Knowing

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Speaker 4: what's important to the business that you support and your manager,

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Speaker 4: being present in meetings, asking questions, trying to show that

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Speaker 4: you're present and you're wanting to participate in collaborative all

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Speaker 4: of those things speak volumes about you as a professional.

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Speaker 1: Yeah. I love that you mentioned that because gian and

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Speaker 1: I have been talking about personal branding and how important

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Speaker 1: it is to be able to show yourself reliable in

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Speaker 1: the workforce, because all to your point, everything that you

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Speaker 1: do in touch and say all goes back to you

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Speaker 1: building and crafting this narrative of who you are and

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Speaker 1: how people can look at you, and so I love that.

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Speaker 1: I also started talking about things that people can do.

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Speaker 1: So I want to ask you about this thirty sixty ninety.

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Speaker 1: A couple of years ago, a mentor of mine said,

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Speaker 1: when you come into your job, you should create a

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Speaker 1: thirty sixty ninety plan. I had never heard of that

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Speaker 1: a day in my life. And so when it comes

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Speaker 1: to setting goals as a new hire, what are things

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Speaker 1: that people should be thinking about as far as what

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Speaker 1: they should be accomplishing in those first thirty sixty and

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Speaker 1: ninety days. But then also how do they start having

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Speaker 1: those goal setting conversations with their managers? Should they come

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Speaker 1: to their manager and offer that up? Should they wait

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Speaker 1: for their manager too? Should it be a symbiosis or

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Speaker 1: big word like what should it look like?

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Speaker 2: Woo?

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Speaker 4: I don't know how to follow that word. You may okay,

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Speaker 4: okay within the first thirty days to may just to

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Speaker 4: get into it. I think it is understanding your scope,

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Speaker 4: understanding what irresponsible for, and then really starting to set

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Speaker 4: some key goals. And you all may have heard this term,

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Speaker 4: you know, setting smart goals, smart being specific. What exactly

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Speaker 4: is it that you need to accomplish measurable how do

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Speaker 4: you know if you're successful? And I think that's the

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Speaker 4: key and trying to have it be measured where it's

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Speaker 4: not subjective. I mean, let's be clear, some of it

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Speaker 4: will be subjective. You're going to be you know, people's

438
00:21:21,600 --> 00:21:25,119
Speaker 4: opinions of you will weigh in. But if there are metrics,

439
00:21:25,280 --> 00:21:29,719
Speaker 4: if there are survey results that can be used, you know,

440
00:21:29,760 --> 00:21:34,280
Speaker 4: to drive those measurable results, I think it's really helpful achievable.

441
00:21:34,600 --> 00:21:37,439
Speaker 4: Are you setting realistic goals or you know, are you

442
00:21:37,440 --> 00:21:40,359
Speaker 4: trying to boil the ocean relevant? Are the goals that

443
00:21:40,400 --> 00:21:44,080
Speaker 4: you're setting aligned with what the business needs or is

444
00:21:44,119 --> 00:21:47,640
Speaker 4: this something that you know may not have a deep impact.

445
00:21:47,840 --> 00:21:50,720
Speaker 4: And then time bound, you don't want to have evergreen

446
00:21:50,760 --> 00:21:53,000
Speaker 4: goals to start in a finish so that you get

447
00:21:53,040 --> 00:21:56,080
Speaker 4: that sense of accomplishment. But I think trying to use

448
00:21:56,119 --> 00:21:59,160
Speaker 4: that framework at least three out of those five. Honestly,

449
00:21:59,560 --> 00:22:01,480
Speaker 4: as you're talking talking to your manager on how you

450
00:22:01,520 --> 00:22:04,760
Speaker 4: set goals, those are things that I think should be

451
00:22:04,800 --> 00:22:08,120
Speaker 4: accomplished at least within your thirty days and then within

452
00:22:08,160 --> 00:22:10,800
Speaker 4: the next six year ninety days you're starting to chip

453
00:22:10,800 --> 00:22:14,400
Speaker 4: away your goals. You are meeting people that you need

454
00:22:14,440 --> 00:22:18,199
Speaker 4: to interact with on a regular basis. I call it.

455
00:22:18,240 --> 00:22:19,800
Speaker 4: You know, you're trying to figure out who's who in

456
00:22:19,840 --> 00:22:22,480
Speaker 4: the zoo. You're going to need ninety days to meet

457
00:22:22,520 --> 00:22:25,200
Speaker 4: all the people that you'll need to interact with. That's

458
00:22:25,200 --> 00:22:27,840
Speaker 4: not going to happen in the first thirty Again, be

459
00:22:27,960 --> 00:22:32,760
Speaker 4: realistic and give yourself time, and then also understanding who

460
00:22:32,800 --> 00:22:34,840
Speaker 4: are the folks that you can go to beyond your

461
00:22:34,880 --> 00:22:38,320
Speaker 4: manager for support even if you have questions about how

462
00:22:38,359 --> 00:22:41,720
Speaker 4: to interact with your manager, identifying somebody that might be

463
00:22:41,760 --> 00:22:44,080
Speaker 4: able to help you with that is really important within

464
00:22:44,119 --> 00:22:45,680
Speaker 4: the first ninety days.

465
00:22:45,840 --> 00:22:46,840
Speaker 3: You mentioned before.

466
00:22:47,160 --> 00:22:49,400
Speaker 2: You know, it takes about ninety days maybe even more

467
00:22:49,440 --> 00:22:51,439
Speaker 2: to figure out who's who in the zoo, which is

468
00:22:51,480 --> 00:22:54,879
Speaker 2: so true. And when you're building those relationships, it can

469
00:22:54,920 --> 00:22:57,040
Speaker 2: be overwhelming, you know. I remember when I started out,

470
00:22:57,080 --> 00:22:59,719
Speaker 2: I was there's a lot of people. I was like, well,

471
00:22:59,720 --> 00:23:01,919
Speaker 2: I don't know even know how to tackle this. So

472
00:23:01,960 --> 00:23:04,560
Speaker 2: what are some first steps people can take when it

473
00:23:04,600 --> 00:23:07,960
Speaker 2: comes to building good working relationships with people on their team?

474
00:23:08,800 --> 00:23:10,960
Speaker 4: I mean, you want to connect with somebody on a

475
00:23:11,040 --> 00:23:13,400
Speaker 4: human level. Yes, you're going to have people that want

476
00:23:13,440 --> 00:23:15,360
Speaker 4: to get right into it and want to just talk

477
00:23:15,359 --> 00:23:18,760
Speaker 4: about business. Fine, but I find that, you know, the

478
00:23:18,880 --> 00:23:23,439
Speaker 4: deeper relationships are rooted in a connection of some sort.

479
00:23:23,720 --> 00:23:26,399
Speaker 4: And so you know, when you first meet someone, maybe

480
00:23:26,440 --> 00:23:29,440
Speaker 4: taking you know, the first minute, you know, hey, tell

481
00:23:29,480 --> 00:23:31,600
Speaker 4: me a little bit about yourself, and then you get

482
00:23:31,600 --> 00:23:34,679
Speaker 4: into you know, the business at hand. But I just

483
00:23:34,760 --> 00:23:38,920
Speaker 4: feel like connecting at a human level, showing what's important

484
00:23:38,920 --> 00:23:42,800
Speaker 4: to you those things go a long way. And being

485
00:23:42,840 --> 00:23:45,679
Speaker 4: able to connect and helping people feel comfortable.

486
00:23:46,520 --> 00:23:49,600
Speaker 1: That feels so relatable because I remember even when I

487
00:23:49,720 --> 00:23:53,400
Speaker 1: joined LinkedIn almost three years ago, my team was in

488
00:23:53,440 --> 00:23:57,000
Speaker 1: such a fast hyper growth stage where it was like

489
00:23:58,440 --> 00:24:03,280
Speaker 1: Mary's like, I remember the people. Yeah, it was new

490
00:24:03,359 --> 00:24:06,240
Speaker 1: people every week, so much so where we were just like, okay, y'all,

491
00:24:06,240 --> 00:24:08,520
Speaker 1: we're just gonna start doing collective on boards for the

492
00:24:08,560 --> 00:24:12,359
Speaker 1: team for introductions. But as scary as it felt, it

493
00:24:12,440 --> 00:24:15,679
Speaker 1: also felt so nice knowing that other people were in

494
00:24:15,720 --> 00:24:19,199
Speaker 1: the boat with you. They were in the trenches and

495
00:24:19,240 --> 00:24:21,800
Speaker 1: we were building the plane as it was flying, and

496
00:24:21,960 --> 00:24:25,320
Speaker 1: our rooting for you to succeed, which actually kind of

497
00:24:25,359 --> 00:24:28,440
Speaker 1: brings me to my next point because you know, as Gianna,

498
00:24:28,480 --> 00:24:30,800
Speaker 1: I always tell people like I look at jobs a

499
00:24:30,800 --> 00:24:33,080
Speaker 1: lot like dating. So I was very happy that you

500
00:24:33,400 --> 00:24:35,919
Speaker 1: did your dating analogy a little earlier because.

501
00:24:35,720 --> 00:24:37,119
Speaker 3: I saw Ja May smiling at that.

502
00:24:37,440 --> 00:24:40,240
Speaker 1: I was so happy because there are so many similarities

503
00:24:40,280 --> 00:24:43,400
Speaker 1: around relationship building that I see. And you know, when

504
00:24:43,440 --> 00:24:46,480
Speaker 1: we think about those first ninety days, everybody is always

505
00:24:46,480 --> 00:24:48,840
Speaker 1: saying the company is vetting you, the company is vetting you,

506
00:24:48,920 --> 00:24:52,040
Speaker 1: blah blah blah. But honey, you are vetting the company too.

507
00:24:52,480 --> 00:24:54,679
Speaker 1: And I think a lot of people don't realize how

508
00:24:54,760 --> 00:24:58,240
Speaker 1: much power they also have. So if you are a

509
00:24:58,680 --> 00:25:02,000
Speaker 1: early career professional, you know someone who's just starting out,

510
00:25:02,200 --> 00:25:04,480
Speaker 1: what's some advice that you would give them on things

511
00:25:04,480 --> 00:25:07,320
Speaker 1: that they should evaluate on whether the company is right

512
00:25:07,400 --> 00:25:10,480
Speaker 1: for them, Like what are green flags? What are red flags?

513
00:25:10,480 --> 00:25:11,440
Speaker 1: What are pink flags?

514
00:25:12,440 --> 00:25:16,040
Speaker 4: So I would say a green flag is you feel

515
00:25:16,080 --> 00:25:18,320
Speaker 4: that you can bring your best self? What does that

516
00:25:18,359 --> 00:25:22,359
Speaker 4: actually mean? So you're in a team meeting, you're with

517
00:25:22,400 --> 00:25:27,920
Speaker 4: your manager, you are able to freely share information and

518
00:25:28,480 --> 00:25:31,479
Speaker 4: people are asking questions and are curious about you and

519
00:25:31,600 --> 00:25:33,960
Speaker 4: want to get to know you. You feel like you're

520
00:25:34,000 --> 00:25:37,480
Speaker 4: an environment where people want you to belong. That would

521
00:25:37,520 --> 00:25:40,480
Speaker 4: be a big green flag for me on the opposite

522
00:25:40,520 --> 00:25:43,880
Speaker 4: of that. A red flag is you're not getting time

523
00:25:43,960 --> 00:25:46,840
Speaker 4: with your manager. You know, when you're trying to meet

524
00:25:46,840 --> 00:25:50,040
Speaker 4: with people, people aren't giving you the time. Like you're

525
00:25:50,040 --> 00:25:52,920
Speaker 4: not being set up to be in an environment where

526
00:25:52,960 --> 00:25:56,800
Speaker 4: you can understand who you need to work with and

527
00:25:56,920 --> 00:25:58,800
Speaker 4: how to get to know them and how to collaborate.

528
00:25:59,600 --> 00:26:02,760
Speaker 4: You know, I would say a pink flag is you've

529
00:26:02,800 --> 00:26:06,600
Speaker 4: got a manager who seems really nice. You know you've

530
00:26:06,640 --> 00:26:11,240
Speaker 4: got the connection with them, but it's all words and

531
00:26:11,320 --> 00:26:14,200
Speaker 4: no action. You know, you're in your one on ones

532
00:26:14,359 --> 00:26:17,679
Speaker 4: and maybe you've had that non negotiable conversation and you

533
00:26:17,800 --> 00:26:21,840
Speaker 4: feel like you've gotten to a point where you understand, Okay,

534
00:26:21,880 --> 00:26:23,600
Speaker 4: this is how I'm going to work with my manager.

535
00:26:23,760 --> 00:26:27,480
Speaker 4: But it's all words and no action. That's not good either.

536
00:26:27,800 --> 00:26:30,440
Speaker 4: When your manager's just going through the motions, that would

537
00:26:30,480 --> 00:26:33,160
Speaker 4: be a reason to pause and you know, being able

538
00:26:33,200 --> 00:26:36,120
Speaker 4: to have the courage to say, hey, what we once

539
00:26:36,200 --> 00:26:40,320
Speaker 4: talked about, I'm not seeing and I need to feel

540
00:26:40,320 --> 00:26:44,080
Speaker 4: like I'm set up for success here. I mean at

541
00:26:44,119 --> 00:26:47,840
Speaker 4: my core, Jammy, Like, if those things aren't in place

542
00:26:47,960 --> 00:26:51,040
Speaker 4: within the first ninety days, if I'm like waking up

543
00:26:51,119 --> 00:26:53,000
Speaker 4: on a Monday morning, and it's like I got to

544
00:26:53,040 --> 00:26:55,679
Speaker 4: go in there. You know, that feeling is not a

545
00:26:55,720 --> 00:26:56,160
Speaker 4: good one.

546
00:26:56,320 --> 00:27:02,600
Speaker 1: So yeah, and the Sunday scaries are too really, especially

547
00:27:02,680 --> 00:27:05,720
Speaker 1: the first ninety days that's supposed to be money time.

548
00:27:08,440 --> 00:27:10,800
Speaker 4: Wait to know, these people better bring it on.

549
00:27:13,000 --> 00:27:15,640
Speaker 2: So let's say at the end of those ninety days,

550
00:27:15,680 --> 00:27:17,959
Speaker 2: maybe even a year, the red flags are just popping

551
00:27:18,040 --> 00:27:18,840
Speaker 2: up left and right.

552
00:27:18,960 --> 00:27:19,480
Speaker 3: You got some.

553
00:27:19,520 --> 00:27:23,800
Speaker 2: Green, but there's pink red and you're struggling to, you know,

554
00:27:24,240 --> 00:27:27,520
Speaker 2: figure out is this job right for me. That can

555
00:27:27,560 --> 00:27:30,720
Speaker 2: be really isolating and scary to feel because you're like,

556
00:27:30,760 --> 00:27:32,520
Speaker 2: where do I even turn? And a lot of gen

557
00:27:32,600 --> 00:27:35,280
Speaker 2: z yers I've spoken to my reporting they have job hopped,

558
00:27:35,320 --> 00:27:37,120
Speaker 2: you know, a few months in even a year into

559
00:27:37,200 --> 00:27:39,760
Speaker 2: a role. They've said I've tried all I could and

560
00:27:39,840 --> 00:27:42,120
Speaker 2: I decided this wasn't right for me. So I'm not gonna,

561
00:27:42,160 --> 00:27:45,000
Speaker 2: you know, stall my career. I'm gonna look elsewhere. But

562
00:27:45,440 --> 00:27:47,919
Speaker 2: I'm sure there are steps you can take at the

563
00:27:47,960 --> 00:27:51,439
Speaker 2: company to kind of remedy your situation before making that

564
00:27:51,440 --> 00:27:54,880
Speaker 2: big decision to leave. So what is the first step

565
00:27:54,960 --> 00:27:57,480
Speaker 2: someone should take in that position and what role does

566
00:27:57,640 --> 00:27:59,880
Speaker 2: HR play as a resource when this happens.

567
00:28:00,119 --> 00:28:02,080
Speaker 4: Oh, I'm so glad we're talking about this. This is

568
00:28:02,080 --> 00:28:05,720
Speaker 4: something that's near and dear to my heart. It's performance improvement.

569
00:28:06,280 --> 00:28:09,800
Speaker 4: People hear that and they're like, oh no. At the

570
00:28:09,800 --> 00:28:13,600
Speaker 4: first sign of somebody, you know, you get negative feedback

571
00:28:13,640 --> 00:28:16,240
Speaker 4: from your manager and a lot of employees are like, okay,

572
00:28:16,280 --> 00:28:20,400
Speaker 4: well I'm done. Like there's no recovering after this. There's

573
00:28:20,440 --> 00:28:23,600
Speaker 4: going to be times in everybody's career where it's hard

574
00:28:23,880 --> 00:28:27,840
Speaker 4: to move things forward. It doesn't mean that it's a

575
00:28:27,960 --> 00:28:31,520
Speaker 4: it's an end all, that it's a catastrophic event. So

576
00:28:31,560 --> 00:28:35,160
Speaker 4: I think number one, just having that realization that you're

577
00:28:35,200 --> 00:28:38,560
Speaker 4: going to have highs and lows in your career and

578
00:28:39,120 --> 00:28:43,600
Speaker 4: if you're performing lower, that doesn't automatically mean that you're

579
00:28:43,640 --> 00:28:46,080
Speaker 4: not going to be successful at the company. It just

580
00:28:46,200 --> 00:28:50,560
Speaker 4: means you know what you need more clarity on what's

581
00:28:50,600 --> 00:28:54,040
Speaker 4: expected and maybe there's some areas that you might not

582
00:28:54,160 --> 00:28:58,280
Speaker 4: be completely meeting all expectations. And who needs to be

583
00:28:58,320 --> 00:29:02,080
Speaker 4: giving that to you? Your manager. So Gianna, if you're

584
00:29:02,080 --> 00:29:05,400
Speaker 4: starting to feel like Okay, either I don't feel like

585
00:29:05,440 --> 00:29:09,680
Speaker 4: I'm contributing or I'm feeling like I'm not accomplishing things,

586
00:29:10,000 --> 00:29:11,960
Speaker 4: I think the first step is to have a get

587
00:29:12,000 --> 00:29:15,520
Speaker 4: real conversation with your manager, you know, and maybe being

588
00:29:15,520 --> 00:29:18,600
Speaker 4: a bit vulnerable. I feel like I'm stuck. You know,

589
00:29:18,920 --> 00:29:22,080
Speaker 4: you asked me to do X. I tried working with

590
00:29:22,200 --> 00:29:25,640
Speaker 4: this person, I hit a roadblock. Having the courage to

591
00:29:26,360 --> 00:29:29,240
Speaker 4: have that conversation and ask for help from your manager.

592
00:29:30,160 --> 00:29:34,040
Speaker 4: Most managers should recognize what's going on and be able

593
00:29:34,080 --> 00:29:37,280
Speaker 4: to help you course correct in the event you have

594
00:29:37,360 --> 00:29:40,720
Speaker 4: a manager that's not interested in doing that. This is

595
00:29:40,720 --> 00:29:43,520
Speaker 4: where I think HR can play a really pivotal role

596
00:29:44,040 --> 00:29:48,440
Speaker 4: because HR knows the processes, you know, they can help

597
00:29:48,520 --> 00:29:51,760
Speaker 4: guide you on where are you at? Are you seeing

598
00:29:51,800 --> 00:29:55,480
Speaker 4: consistent challenges? What has your manager been doing to support you?

599
00:29:55,520 --> 00:29:58,960
Speaker 4: If your manager hasn't been supporting you, or quite frankly,

600
00:29:59,240 --> 00:30:02,080
Speaker 4: your manager's been trying to support you, you're just not

601
00:30:02,240 --> 00:30:05,240
Speaker 4: able to move things forward. Maybe you need to think

602
00:30:05,240 --> 00:30:08,480
Speaker 4: of another path and be you know, have that honest conversation.

603
00:30:08,680 --> 00:30:12,680
Speaker 4: And so I think HR can be a confidant that

604
00:30:12,760 --> 00:30:15,800
Speaker 4: employees can go to. And I know, I know everyone's

605
00:30:15,800 --> 00:30:17,400
Speaker 4: going to be like I would never think of HR

606
00:30:17,400 --> 00:30:20,080
Speaker 4: as a confidant. I'm going to tell HR something, They're

607
00:30:20,120 --> 00:30:22,560
Speaker 4: going to go right to my manager. You know what,

608
00:30:23,080 --> 00:30:26,360
Speaker 4: I've had so many conversations in my career where you know,

609
00:30:26,400 --> 00:30:28,560
Speaker 4: the employees like I'm stuck and can this just be

610
00:30:28,600 --> 00:30:31,840
Speaker 4: a conversation with you? And I absolutely you're just looking

611
00:30:31,840 --> 00:30:34,960
Speaker 4: for some advice and some guidance and you can't have

612
00:30:35,040 --> 00:30:36,320
Speaker 4: that conversation with HR.

613
00:30:37,440 --> 00:30:41,080
Speaker 2: So just to tackle this misconception really quickly, is everything

614
00:30:41,120 --> 00:30:44,000
Speaker 2: I tell HR confidential? Does it sometimes go down to

615
00:30:44,040 --> 00:30:46,000
Speaker 2: my manager? Or do you have to say, like, can

616
00:30:46,000 --> 00:30:47,440
Speaker 2: we have it off of the record conversation?

617
00:30:47,560 --> 00:30:47,680
Speaker 5: Right?

618
00:30:47,760 --> 00:30:50,440
Speaker 1: Is this a journalistic thing where I have explicitly look

619
00:30:50,520 --> 00:30:52,200
Speaker 1: you in your eyes and say this is off the

620
00:30:52,280 --> 00:30:53,160
Speaker 1: record process.

621
00:30:54,200 --> 00:30:58,640
Speaker 4: So HR is considered a company steward. So if there's

622
00:30:58,720 --> 00:31:03,600
Speaker 4: anything that an employee shares that there is the potential

623
00:31:03,760 --> 00:31:09,520
Speaker 4: for some inequity, a policy violation, something that shouldn't be

624
00:31:09,520 --> 00:31:13,080
Speaker 4: happening at work, that is illegal or unjust or unfair,

625
00:31:13,800 --> 00:31:16,640
Speaker 4: we take an oath, you know, kind of an informal oath,

626
00:31:16,840 --> 00:31:19,240
Speaker 4: you know, to make sure that we raise that to

627
00:31:19,280 --> 00:31:23,120
Speaker 4: the appropriate folks. So there are certain things, but a

628
00:31:23,160 --> 00:31:26,760
Speaker 4: good HR partner should say, hey, you shared this with me,

629
00:31:27,320 --> 00:31:31,000
Speaker 4: I've got to take it to X. And this is why.

630
00:31:31,080 --> 00:31:33,560
Speaker 1: Yeah, that makes sense. It's like a lawyer, like, what

631
00:31:33,680 --> 00:31:34,560
Speaker 1: is a prosecutor?

632
00:31:34,840 --> 00:31:34,920
Speaker 5: Like?

633
00:31:34,960 --> 00:31:38,120
Speaker 1: If you admit that you did the crimes, right, I

634
00:31:38,280 --> 00:31:41,000
Speaker 1: may not notice. I got to do something.

635
00:31:41,000 --> 00:31:42,680
Speaker 4: I'm with it now. I can't just sit here.

636
00:31:42,840 --> 00:31:43,880
Speaker 1: Yeah that's right.

637
00:31:44,080 --> 00:31:46,880
Speaker 2: Yeah, Mary, I apply you being so transparent with these

638
00:31:46,960 --> 00:31:49,720
Speaker 2: myths and also just the role HR plays. And I

639
00:31:49,760 --> 00:31:51,880
Speaker 2: think for anyone listening, if you know, this feels a

640
00:31:51,880 --> 00:31:53,959
Speaker 2: bit overwhelming. There's so much to think about when you're

641
00:31:54,000 --> 00:31:55,880
Speaker 2: starting a new job. It really, like you said, it's

642
00:31:55,920 --> 00:32:00,400
Speaker 2: all about being vulnerable and proactive with your communication, knowing

643
00:32:00,400 --> 00:32:02,880
Speaker 2: that you have people there to support you if you

644
00:32:02,920 --> 00:32:05,400
Speaker 2: are struggling. So thank you so much, Mary for joining us,

645
00:32:05,480 --> 00:32:07,600
Speaker 2: for sharing all of this. I love the conversation. It

646
00:32:07,640 --> 00:32:09,800
Speaker 2: was soo Yes, Mary, thank you so much. We're gonna

647
00:32:09,800 --> 00:32:10,560
Speaker 2: have to hang out more.

648
00:32:10,760 --> 00:32:14,080
Speaker 4: Yeah, a great John and Jamay I loved this. This

649
00:32:14,160 --> 00:32:16,239
Speaker 4: has been like the highlight of my week and this

650
00:32:16,320 --> 00:32:19,960
Speaker 4: podcast is so rad and you guys are so much fun.

651
00:32:20,200 --> 00:32:20,560
Speaker 3: Thank you.

652
00:32:23,240 --> 00:32:25,920
Speaker 2: Okay, So, Mary was amazing and I am happy to

653
00:32:25,960 --> 00:32:29,120
Speaker 2: report that HR can be your friend, especially in those

654
00:32:29,160 --> 00:32:32,360
Speaker 2: first few weeks of a new job. Up next, we're

655
00:32:32,400 --> 00:32:35,560
Speaker 2: supposed to be working eight hour days, but how many

656
00:32:35,680 --> 00:32:37,040
Speaker 2: are you actually working?

657
00:32:37,720 --> 00:32:38,760
Speaker 3: That's after the break.

658
00:32:45,360 --> 00:32:47,560
Speaker 1: That was great. I love Mary so great. She was

659
00:32:47,600 --> 00:32:51,560
Speaker 1: so fun right. She gave me so much to think about,

660
00:32:51,800 --> 00:32:54,160
Speaker 1: especially about the role of HR and how people can

661
00:32:54,240 --> 00:32:57,160
Speaker 1: utilize it when they're first starting out. One thing that

662
00:32:57,160 --> 00:32:59,520
Speaker 1: I think is really important for people to remember is

663
00:32:59,560 --> 00:33:03,600
Speaker 1: the role that HR plays, particularly the fact that they

664
00:33:03,720 --> 00:33:08,000
Speaker 1: are technically there. They're like company security guards, right. They

665
00:33:08,000 --> 00:33:10,520
Speaker 1: are there to protect the company, and so you should

666
00:33:10,520 --> 00:33:12,480
Speaker 1: always remember that when you go and talk with them.

667
00:33:12,840 --> 00:33:15,520
Speaker 1: But there's also the flip side of that, which is

668
00:33:15,520 --> 00:33:18,120
Speaker 1: that you can also just go to them for actionable

669
00:33:18,160 --> 00:33:20,560
Speaker 1: advice and kind of talking to them about things like

670
00:33:20,560 --> 00:33:23,080
Speaker 1: a little off the record to get insights on how

671
00:33:23,120 --> 00:33:25,400
Speaker 1: you should work. Another thing that I think is really

672
00:33:25,440 --> 00:33:29,640
Speaker 1: important here is that you should clearly outline those goals

673
00:33:29,640 --> 00:33:32,640
Speaker 1: and objectives. I'm so happy that she talked about the

674
00:33:32,640 --> 00:33:35,480
Speaker 1: thirty sixty ninety day thing because I think everyone can

675
00:33:35,480 --> 00:33:38,520
Speaker 1: do it. I love that it is segment agnostic. Everybody

676
00:33:38,560 --> 00:33:40,760
Speaker 1: in any industry can do it, and it doesn't matter

677
00:33:40,800 --> 00:33:43,600
Speaker 1: how old or young you are. You can incorporate that.

678
00:33:43,880 --> 00:33:44,600
Speaker 1: What are you thinking?

679
00:33:44,920 --> 00:33:48,760
Speaker 2: So something I'm taking away from this conversation is kind

680
00:33:48,760 --> 00:33:51,360
Speaker 2: of similar to you, like, you should go into this

681
00:33:51,480 --> 00:33:54,640
Speaker 2: job with a list of non negotiables, because yes, your

682
00:33:54,680 --> 00:33:58,120
Speaker 2: performance is being measured, but you're also assessing the company

683
00:33:58,200 --> 00:34:00,920
Speaker 2: like it's a two way street, and we get so

684
00:34:01,040 --> 00:34:03,400
Speaker 2: nervous about just showing up and proving ourselves that we

685
00:34:03,520 --> 00:34:06,560
Speaker 2: forget we are seeing if we like this job, right,

686
00:34:06,760 --> 00:34:07,760
Speaker 2: are the prize right?

687
00:34:07,880 --> 00:34:08,399
Speaker 3: I love that?

688
00:34:09,200 --> 00:34:12,040
Speaker 2: So come in with your list of non negotiables and

689
00:34:12,080 --> 00:34:13,879
Speaker 2: look for those green and red flags, and I love

690
00:34:13,920 --> 00:34:14,200
Speaker 2: to few.

691
00:34:14,239 --> 00:34:14,720
Speaker 1: She shared.

692
00:34:14,800 --> 00:34:16,880
Speaker 2: With the green flag, she's like, are you able to

693
00:34:16,880 --> 00:34:18,680
Speaker 2: show up as your best self? Are you in an

694
00:34:18,760 --> 00:34:21,440
Speaker 2: environment where you feel supported? And then on the flip end,

695
00:34:21,680 --> 00:34:24,080
Speaker 2: it's are those people who you're reaching out for those

696
00:34:24,080 --> 00:34:26,240
Speaker 2: intro calls not getting back to you, like not making

697
00:34:26,280 --> 00:34:29,239
Speaker 2: the time of day? Those are signs that inform your

698
00:34:29,239 --> 00:34:32,000
Speaker 2: decision whether or not this is the right opportunity for you,

699
00:34:32,400 --> 00:34:34,880
Speaker 2: and whatever you decide to do with that is like

700
00:34:35,000 --> 00:34:37,839
Speaker 2: up to you, but it's all you know, informative during

701
00:34:37,840 --> 00:34:40,279
Speaker 2: those first few months of a new job.

702
00:34:40,440 --> 00:34:43,400
Speaker 1: Yeah, I love that because I think a year's time

703
00:34:43,640 --> 00:34:46,240
Speaker 1: is more than enough time for you to really figure

704
00:34:46,239 --> 00:34:47,600
Speaker 1: out is this what I want?

705
00:34:47,719 --> 00:34:49,160
Speaker 3: The honeymoon is over at that point.

706
00:34:50,719 --> 00:34:53,200
Speaker 1: Done, That's what I'd be telling you. Look, if the

707
00:34:53,280 --> 00:34:54,120
Speaker 1: honeymoon is.

708
00:34:54,160 --> 00:34:58,160
Speaker 2: Nasty, is about to be if that person is a

709
00:34:58,440 --> 00:35:01,760
Speaker 2: favorite analogy, Oh that is rough.

710
00:35:02,000 --> 00:35:05,439
Speaker 3: Run yeah, run, We'll leave it there.

711
00:35:06,800 --> 00:35:09,840
Speaker 2: Anyways, should we move into our fun segment?

712
00:35:10,080 --> 00:35:13,960
Speaker 1: Ah? Yes, yes, yes. So this is show the receipts,

713
00:35:14,200 --> 00:35:17,560
Speaker 1: which is a delicious segment that gian and I do,

714
00:35:17,680 --> 00:35:20,040
Speaker 1: or we discuss what is happening in the culture. We're

715
00:35:20,080 --> 00:35:24,360
Speaker 1: talking work trends, insights and those myths and we're discussing

716
00:35:24,400 --> 00:35:26,719
Speaker 1: if they're legit or not. Honestly, I like to just

717
00:35:26,760 --> 00:35:28,799
Speaker 1: see if Gion and I feel the same way about it.

718
00:35:28,840 --> 00:35:31,000
Speaker 2: So, Gianna, what is on the deck for this week?

719
00:35:31,120 --> 00:35:34,600
Speaker 2: So the thing is we all work nine to five jobs.

720
00:35:34,600 --> 00:35:37,800
Speaker 2: I'm putting that in air quotes. So, yeah, does anyone

721
00:35:37,880 --> 00:35:38,879
Speaker 2: work a nine to five?

722
00:35:38,920 --> 00:35:39,359
Speaker 3: I don't know.

723
00:35:39,800 --> 00:35:42,480
Speaker 2: So you're expected to work eight hours a day, but

724
00:35:43,160 --> 00:35:46,720
Speaker 2: how many hours are you actually working? And this question

725
00:35:46,800 --> 00:35:51,000
Speaker 2: is inspired by a Fortune magazine article that reported sixty

726
00:35:51,040 --> 00:35:55,120
Speaker 2: percent of employees can't go thirty minutes without getting distracted.

727
00:35:55,600 --> 00:35:57,080
Speaker 1: By that sixty percent.

728
00:35:56,760 --> 00:36:01,080
Speaker 2: And I'm like, yeah, and I right, study, Yeah, this

729
00:36:01,320 --> 00:36:03,560
Speaker 2: is actually just Jamey and I know.

730
00:36:03,719 --> 00:36:05,080
Speaker 3: But yeah.

731
00:36:05,120 --> 00:36:08,279
Speaker 2: So this was based on a worker productivity survey, and

732
00:36:08,480 --> 00:36:12,440
Speaker 2: the reasons why people seem to be getting distracted during

733
00:36:12,640 --> 00:36:17,000
Speaker 2: their work day is one, it's like your coworkers are

734
00:36:17,040 --> 00:36:19,600
Speaker 2: coming over. I mean, I feel like we've all experienced this,

735
00:36:19,840 --> 00:36:21,759
Speaker 2: especially in the office. You're like immediately like, okay, what

736
00:36:21,760 --> 00:36:22,200
Speaker 2: do you need?

737
00:36:22,320 --> 00:36:25,120
Speaker 3: So that's tough, like we all know, yappers.

738
00:36:25,160 --> 00:36:27,480
Speaker 1: I try to look people in their eyes and see

739
00:36:27,520 --> 00:36:31,040
Speaker 1: if they're dead inside, because if their eighes are saying

740
00:36:31,320 --> 00:36:34,440
Speaker 1: leave me alone, I try to like take that as

741
00:36:34,480 --> 00:36:36,560
Speaker 1: a note and be like, Okay, I'm gonna circle back.

742
00:36:36,600 --> 00:36:37,480
Speaker 1: I'll get some macha.

743
00:36:38,120 --> 00:36:39,600
Speaker 2: I always will try to go up to someone and

744
00:36:39,600 --> 00:36:41,080
Speaker 2: be like, hey, do you have a minute? Like if not,

745
00:36:41,600 --> 00:36:44,319
Speaker 2: you know, I'll come back. I'll circle to the block

746
00:36:44,400 --> 00:36:47,319
Speaker 2: like you do. Another one is obviously, I feel like

747
00:36:47,840 --> 00:36:52,040
Speaker 2: app in email notifications are just like we are constantly

748
00:36:52,120 --> 00:36:55,239
Speaker 2: getting pinged and then okay, wait, I could like die

749
00:36:55,280 --> 00:36:58,879
Speaker 2: on the cell because there's so much incoming all the time. Yeah,

750
00:36:58,920 --> 00:37:03,160
Speaker 2: and it's so distracting and I've really struggled. I was

751
00:37:03,200 --> 00:37:05,759
Speaker 2: just talking to my friend today at lunch about this.

752
00:37:05,920 --> 00:37:09,240
Speaker 2: Because when you're working and then people are paying you,

753
00:37:09,239 --> 00:37:11,359
Speaker 2: you feel the need to instantly answer, like I at

754
00:37:11,400 --> 00:37:14,880
Speaker 2: least feel that need absolutely, And then I stop working

755
00:37:14,960 --> 00:37:17,560
Speaker 2: on what I was doing. Suddenly I'm multitasking, and then

756
00:37:17,600 --> 00:37:19,239
Speaker 2: I'm like, what the heck was I doing? I know

757
00:37:19,320 --> 00:37:21,120
Speaker 2: I was just doing something important, and now I can't

758
00:37:21,120 --> 00:37:23,080
Speaker 2: even remember, and it's gonna haunt me the rest of

759
00:37:23,120 --> 00:37:23,399
Speaker 2: the day.

760
00:37:23,520 --> 00:37:26,239
Speaker 1: No, I can relate to that so much because this

761
00:37:26,360 --> 00:37:28,520
Speaker 1: is why I tell people all of our nervous systems

762
00:37:28,520 --> 00:37:32,680
Speaker 1: are shot. We are over stimulated as a society, Like

763
00:37:32,840 --> 00:37:35,080
Speaker 1: there's just too much happening all the time. There is

764
00:37:35,160 --> 00:37:37,560
Speaker 1: never really a moment of silence, especially for those of

765
00:37:37,640 --> 00:37:40,480
Speaker 1: us who work in like major cities like New York, LA.

766
00:37:40,520 --> 00:37:43,600
Speaker 1: There's always something going on, constantine, always a party.

767
00:37:43,840 --> 00:37:47,680
Speaker 2: I literally can I commute home with your buds in

768
00:37:47,719 --> 00:37:49,160
Speaker 2: so no one talks to me, but no music, Like

769
00:37:49,200 --> 00:37:50,080
Speaker 2: I can't take anything in.

770
00:37:50,320 --> 00:37:50,360
Speaker 5: No.

771
00:37:50,480 --> 00:37:53,520
Speaker 1: But seriously, that's why whenever, even when I'm in the office,

772
00:37:53,680 --> 00:37:56,200
Speaker 1: I always will sit away from the team. I love

773
00:37:56,239 --> 00:37:58,640
Speaker 1: our time. I do hide. I do hide in a

774
00:37:58,719 --> 00:38:01,960
Speaker 1: corner and I have my head in because I am

775
00:38:02,040 --> 00:38:04,960
Speaker 1: like I have to like lock in. But the over

776
00:38:05,120 --> 00:38:09,759
Speaker 1: influx of things like Slack or email or teams or

777
00:38:09,840 --> 00:38:14,880
Speaker 1: just instant messaging in general. You're trying to constantly prioritize.

778
00:38:15,440 --> 00:38:18,880
Speaker 1: So like the multitask game, it's a lot like I cannot,

779
00:38:18,960 --> 00:38:22,239
Speaker 1: I can't go more than thirty minutes. Thirty minutes even

780
00:38:22,320 --> 00:38:26,719
Speaker 1: feels like a really strong focused time. Yeah, honestly, and nowadays,

781
00:38:26,760 --> 00:38:29,960
Speaker 1: I think we've just become way too accessible in every sense,

782
00:38:30,480 --> 00:38:31,600
Speaker 1: in every sense of the term.

783
00:38:31,640 --> 00:38:33,920
Speaker 2: I mean, we have slack on our phones, email on ouron.

784
00:38:34,560 --> 00:38:37,120
Speaker 1: You're on vacation on the beach and you're checking in

785
00:38:37,360 --> 00:38:40,000
Speaker 1: to see what people are talking about in the chat. Baby,

786
00:38:40,040 --> 00:38:42,160
Speaker 1: go get some lobster and drinking mymosa.

787
00:38:42,280 --> 00:38:44,160
Speaker 3: Yeah, like have your peanut coolata and go.

788
00:38:46,120 --> 00:38:49,560
Speaker 1: But you think you're actually multitasking a lot better. But baby,

789
00:38:49,640 --> 00:38:51,399
Speaker 1: let me tell you you're not doing it that well.

790
00:38:51,880 --> 00:38:54,720
Speaker 1: So honestly, to answer your question, are we really working

791
00:38:54,760 --> 00:38:58,040
Speaker 1: eight hours? I mean, if you know we're more than

792
00:38:58,200 --> 00:39:02,040
Speaker 1: hours and we're working, but is it effective?

793
00:39:02,280 --> 00:39:05,360
Speaker 2: Yeah, I mean I don't think you're going straight eight hours.

794
00:39:05,440 --> 00:39:08,319
Speaker 2: Let's say that's your workday. Effective. I just think you

795
00:39:08,360 --> 00:39:11,080
Speaker 2: need to do what you can to control your workflow.

796
00:39:11,239 --> 00:39:14,640
Speaker 2: So if that's turning off your notifications during a certain

797
00:39:14,640 --> 00:39:16,560
Speaker 2: period because you need to be heads down on something

798
00:39:16,640 --> 00:39:20,200
Speaker 2: doing that and then also being a mindful colleague, especially

799
00:39:20,239 --> 00:39:22,279
Speaker 2: in the office, and giving people time to reply to

800
00:39:22,320 --> 00:39:25,240
Speaker 2: your messages because you also have to know, like everyone

801
00:39:25,280 --> 00:39:28,160
Speaker 2: works differently and everyone's unique and has their own experience,

802
00:39:28,200 --> 00:39:30,279
Speaker 2: so you just have to like be mindful of other

803
00:39:30,320 --> 00:39:34,439
Speaker 2: people and set boundaries yourself because things are gonna come up.

804
00:39:34,840 --> 00:39:38,320
Speaker 2: We're constantly flipping between email and slack while in meetings,

805
00:39:38,320 --> 00:39:39,200
Speaker 2: Like it's a lot.

806
00:39:39,560 --> 00:39:41,560
Speaker 3: You just have to do what you can to control yourself.

807
00:39:41,680 --> 00:39:44,200
Speaker 2: Yeah, let us know, are you guys one of the

808
00:39:44,280 --> 00:39:46,800
Speaker 2: sixty percent who get distracted easily?

809
00:39:47,719 --> 00:39:49,919
Speaker 3: If you are, we see we feel you.

810
00:39:50,040 --> 00:39:53,160
Speaker 2: Let us know if you have any productivity you know, hacks, Like,

811
00:39:53,320 --> 00:39:55,000
Speaker 2: is there a way that you try to stay on

812
00:39:55,120 --> 00:39:57,040
Speaker 2: task because we clearly need them?

813
00:39:57,080 --> 00:39:59,279
Speaker 1: And if you are the forty percent who somehow know

814
00:39:59,360 --> 00:40:03,000
Speaker 1: how to do this more, please raise your hands, who

815
00:40:03,000 --> 00:40:07,200
Speaker 1: are identify yourself? There will be signs, okay, because we

816
00:40:07,400 --> 00:40:09,880
Speaker 1: tell the signs are not here. I need you to

817
00:40:10,000 --> 00:40:13,000
Speaker 1: tell me your life secrets. Who you have hired. Have

818
00:40:13,080 --> 00:40:22,520
Speaker 1: you hired Ayanla? Is she fixing your life anyways?

819
00:40:23,480 --> 00:40:25,200
Speaker 3: Well, on that.

820
00:40:25,120 --> 00:40:28,600
Speaker 1: Note, on that note, Ayana please call us, And for

821
00:40:28,719 --> 00:40:30,920
Speaker 1: everybody else, thank you so much for listening.

822
00:40:31,120 --> 00:40:34,040
Speaker 2: Yes, and make sure you guys are following our newsletter

823
00:40:34,160 --> 00:40:36,840
Speaker 2: Let's Talk Offline for exclusive content. The link to the

824
00:40:36,840 --> 00:40:39,960
Speaker 2: newsletter is in the show description and on my LinkedIn profile.

825
00:40:40,120 --> 00:40:42,520
Speaker 1: Yes, but before we end, we also got to give

826
00:40:42,520 --> 00:40:44,799
Speaker 1: a huge shout out to Eli Eli. Thank you so

827
00:40:44,920 --> 00:40:48,720
Speaker 1: much for your question. Everybody, you guys can be Eli

828
00:40:48,920 --> 00:40:52,359
Speaker 1: b Like Eli, you can send us your questions, all

829
00:40:52,440 --> 00:40:54,960
Speaker 1: the good ones, the bad ones, the juicy ones, delicious.

830
00:40:55,000 --> 00:40:57,400
Speaker 1: We want to answer them. Information on how to do

831
00:40:57,440 --> 00:41:00,440
Speaker 1: that is also in the show description. You already I

832
00:41:00,440 --> 00:41:04,200
Speaker 1: am going to bully you. Look in the showscrip, I

833
00:41:04,239 --> 00:41:05,040
Speaker 1: am leaning in.

834
00:41:05,360 --> 00:41:07,840
Speaker 2: And if you guys laughed with Jimmy and I today,

835
00:41:08,120 --> 00:41:10,160
Speaker 2: make sure you rate and follow the show so you

836
00:41:10,200 --> 00:41:13,440
Speaker 2: don't miss it all Right, before you go, remember we've

837
00:41:13,520 --> 00:41:16,279
Speaker 2: always got your back and if something comes up, Let's

838
00:41:16,280 --> 00:41:17,120
Speaker 2: Talk Offline.

839
00:41:17,320 --> 00:41:19,040
Speaker 3: I'm Giana Prudenti and.

840
00:41:18,960 --> 00:41:21,320
Speaker 1: I'm Jamaie Jackson, Katsten stay driving.

841
00:41:37,640 --> 00:41:40,080
Speaker 2: Let's Talk Offline is a production of LinkedIn News and

842
00:41:40,120 --> 00:41:43,560
Speaker 2: iHeart Podcasts. The show is produced by Western Sound. Our

843
00:41:43,560 --> 00:41:46,839
Speaker 2: producer is Sabrina Fang. The show is edited by Savannah Wright.

844
00:41:47,000 --> 00:41:50,759
Speaker 2: Our associate producer is Sarah Dilley, Alex mckinnis is our engineer,

845
00:41:51,040 --> 00:41:53,080
Speaker 2: and Ben Adair is the executive producer.

846
00:41:53,760 --> 00:41:58,160
Speaker 1: Executive producers at iHeart Podcasts are Katrina Norvel and Nikki Etour.

847
00:41:58,719 --> 00:42:02,440
Speaker 1: We got support from LinkedIn, Jesse Humple, Sarah Storm and

848
00:42:02,719 --> 00:42:07,200
Speaker 1: Ayana Angel. Maya Pope Chappelle is director of Content, Dave

849
00:42:07,280 --> 00:42:10,399
Speaker 1: Pond is Head of News Production, Courtney Coop is Head

850
00:42:10,440 --> 00:42:13,719
Speaker 1: of Original Programming, and Dan Roth is the editor in

851
00:42:13,800 --> 00:42:14,640
Speaker 1: chief of LinkedIn.