Tag: people matter

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Simple Ways To Build A Relationship.

I haven’t told a story about my brother, Sam, in a long time. But I wanted to tell you one today.

Sam graduated from college a few years ago, and after school, he got a job managing a restaurant in the midwest. It was a pretty small restaurant, and a few times a week, he had to stop by the bank to make a deposit for work. He started seeing the same employees every week, and to build a relationship with them, he decided to do a very smart thing: Every time he came into the bank, he brought a new joke to tell.

Over the course of a year, Sam built a reputation as “That Guy Who Always Has a Joke of the Day.” It wasn’t a big thing, but it meant that Sam had made a personal connection with the bank’s staff. They knew him, and warmly greeted him whenever he walked in the door.

Last year, he left to manage a different restaurant, and he didn’t need to go back to the bank much. But a few weeks ago, someone from the bank came into his restaurant to buy lunch, and Sam recognized them. “Aren’t you from the bank?” he asked. “Hey, it’s the Joke of the Day guy!” the bank teller said. “We’ve missed you!”

The employee told Sam that when he left, everyone at the bank was a little upset. They actually missed all those corny jokes! So they made Sam’s replacement start coming in with a fact of the day — but it wasn’t quite the same.

Here’s what I love about that story: Going to the bank is one of those tasks that’s so impersonal these days. It’s like going to the grocery store or the airport — you have to do it, but nobody’s especially friendly at those places. And yet, Sam still found a way to build a personal connection!

There are so many wonderful, simple ways ways to start building a relationship like that:

– When someone you know does something great, congratulate them! Send them an email or shoot them a text and tell them how much you loved their work.

– Send someone a birthday card, or give them a birthday call, and tell them what they mean to you.

– Forward someone a link to a story or a video, and tell them that it made you think of them.

These actions are so simple — and yet, they can be deeply meaningful. They make people feel appreciated, loved, and respected. And if you don’t get to see those people very often, a small action like that can be a simple way to stay in touch.

It never hurts to have a lot of friends in a lot of places — you never know when you might be able to open a door for friend, or vice versa. That could all start with something as simple as a joke of the day.

Well done, Sam.

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That page from a Joke of the Day calendar comes via Amazon.

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Invest In Your People.

When someone finds out that I used to work at BuzzFeed, they usually end up asking me: What made that place so special?

I typically give them the short answer: BuzzFeed did an exceptional job of hiring people — people who were funny, smart, hard-working, and unusually curious. When you hire amazing people, and give them the freedom to do great work, you get a place like BuzzFeed.

But there’s a second thing that BuzzFeed did incredibly well, and I don’t mention it often enough: BuzzFeed invested in its people.

At BuzzFeed, there was a Learning & Development team that helped power everything we did. (A big shoutout to Regis, Annie, Michelle, Kris, and everyone else who did such great work on L&D!) Most BuzzFeed staffers were young — in their early-to-mid 20s — which meant that our staff was talented but inexperienced.

That’s where the L&D team came in. They put together classes and learning opportunities for everything. There were classes to help new managers learn how to manage a team, and classes to teach them how to hire someone new. There were classes for employees to learn how to communicate more clearly. There were classes to help with the little details — how to come up with story ideas, or how do more with Google Sheets — and the big picture stuff — how to be persuasive, how to give a great presentation. The L&D team would bring in coaches to work one-on-one with staffers, or invite college professors to speak about their areas of expertise.

What it meant was that BuzzFeed built a culture of learning. You were expected to learn new things, to push yourself, and to take advantage of these opportunities — that was part of your job. It was OK to not have all the answers, because there were always new opportunities to keep learning.

By investing in these L&D opportunities, BuzzFeed sent a pretty clear signal to its employees: We care about you and your growth, and as long as you’re here, we’re going to give you opportunities to grow into new roles. There’s a reason why so many of my co-workers stayed years at the company — even in a climate where many in media seem to switch jobs every year.

If you’re in a leadership role at a company, you should be asking: Does my team have the tools to do their jobs well? Are they learning and growing in their roles? Are we challenging them?

You may discover that you’re not doing that well enough — or at all.

Go out and invest in your people. Get them the coaching and the learning opportunities they need to grow. In turn, it might help you build a truly amazing team.

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That stock photo at the top comes via Unsplash.

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You, Too, Can Make A Thing.

I was so excited to find a story in the New York Times Food section this week, titled, “A New Generation of Food Magazines Thinks Small, and in Ink.” Here’s how it starts:

Shayne Chammavanijakul, a student at the University of Illinois at Urbana-Champaign, felt let down by the way some magazines depicted Asian cuisines — framed as alien, styled with visual clichés and oversimplified. So she started her own.

Last summer, between her freshman and sophomore years, she fried corn chips and rolled burritos at Chipotle, saving her wages to pay a few contributors. She gathered enough financial and editorial support from friends and family to print 10,000 copies of the first issue of Dill, packed with articles about noodle dishes, from Indonesian soto ayam to Filipino pancit puso.

“We present things in a way that isn’t sensational,” said Ms. Chammavanijakul, 20, whose family has roots in Thailand. “Food isn’t bizarre or cool or something you do on a dare. We have no interest in exoticizing it.”

At a time when traditional food magazines are shrinking and cutting staff, Dill is part of an unexpected groundswell across the country: a wave of small, sophisticated print magazines, produced on a shoestring by young editors with strong points of view and a passion for their subjects — from the subtleties of regional Thai home cooking to the intersection of food and queer culture.

I read that story and smiled because… well, this is exactly what I’d be trying to do if I was still in college.

I’ve written before about stry.us — what we did right, what I did wrong — but I don’t think I’ve ever written about this before: Part of my plan in Biloxi involved a print magazine. (Somewhere back in a closet in D.C., there are still probably 50 copies in a box. At the top of this post, that’s a photo of the cover.)

Why a print magazine? When I was in Biloxi, I wasn’t quite sure what I was building towards. I didn’t know if stry.us was going to be a business, or just a showcase for my work. But I knew that either way, I needed to be able to showcase my best work — and the basic WordPress site I’d made together wasn’t quite it.

So I found a printer in Biloxi who liked what I was doing. I took my favorite 8 or 9 stories, and packaged them together into a more cohesive story about the Katrina recovery. The idea was that if I was meeting with a publisher, I could always pull a copy out of my bag and say, “This was what I was working on the whole time.”

If they asked who wrote the stories, I could say: I did.

If they asked who took the photos, I could say: I did.

If they asked who laid the thing out in InDesign, I could say: I did.

I didn’t want to be a designer or a photographer. But I did want to prove that I was capable of being more than a reporter.

The barriers to making something basic weren’t high: It took a lot of time, and a few hundred dollars. I wish I’d tried something like it in college: I think a group of reporters, editors, photographers, and designers could have made something pretty amazing — and it would have been a heck of a showcase for our work.

It doesn’t have to be a business. It doesn’t have to be anything more than an issue or two. It’s just something to show off your work.

When you make something new, you show us how you work — and what you can do.

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Here, Watch This.

I love a good behind-the-scenes video. This one’s about a Spike Jonze-directed Apple ad, and it’s absolutely fascinating to see how many people and moving parts (literally, the set moves) go into making something like this. I watched it and couldn’t stop thinking about how incredible the talent must have been on this production — the dancers, the coaches, the engineers. When you work with the best people, you can make something exceptional.

Watch it here.

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Make Sure Someone Holds You Accountable.

I’ve only ever lost weight once — from 2012 to 2013, when I decided to compete against my Dad in a $1,000, winner-takes-all competition we called The Belly Challenge. It worked for a few reasons:

1) I didn’t want to lose to my Dad, and I definitely didn’t want to write him a check.

2) I moved into a building with a gym on the ground floor, so I never had the excuse that it was too cold outside to go to the gym, or too far away.

3) I was living in Columbia, Mo., and Springfield, Mo., working a ton, and too busy to drink much.

But mostly, one thing changed that helped me lose the weight: Other people started holding me accountable for my actions.

That was the year I started working out a few times a month with a personal trainer. Having someone there to push me and encourage me really helped — I was willing to try workouts that I would never have tried without a workout partner. I also tried harder knowing that someone was watching (and judging!) me. With someone else there for my workouts, I couldn’t be lazy, and I couldn’t quit.

The other thing that helped: Dad and I held each other accountable. I’d text him after my workouts, and he’d text me after mine. If I found out that Dad had gone for a long bike ride or a swim, I knew I needed to make time for the gym, too. One of us couldn’t let up if the other one was still working hard.

Accountability is what I love most about working with a team — your colleagues are the ones who hold you accountable and make sure you’re performing at the level you’re capable of. They can encourage you when you need help, and help push you to do better work. They can be honest with you when your work is holding the team back.

It can be hard to take on big tasks on your own — but with a team, a shared set of goals, and a sense of accountability, you can really do great work.

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That’s me and Dad, back in 2011 before we started The Belly Challenge.

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How To Pick a College.

I remember the first time I visited Mizzou. It was towards the end of the winter — maybe late February or early March. There weren’t flights to Columbia back then, so you had to fly to St. Louis, and then take the MoX shuttle to town. (Meet near the mural of astronauts at baggage claim, grab your complementary 8 oz. bottle of water when you board the van, two hours to Columbia. I’d eventually learn that ride by heart.)

I was riding in the back row of the MoX, sitting next to a man in his 50s. We struck up a conversation. He’d gone to Mizzou, and he loved the place — loved the teachers, loved the school spirit, loved Columbia. If Mizzou had sat me down next to Truman the Tiger and played the fight song for two hours, they wouldn’t have found a better cheerleader for the university.

I went into the weekend curious about Mizzou — but not sold on it. I had always wanted to go to school in a college town. I loved schools with school spirit, and with big sports programs. I wanted to go to a place with a great J-school, and I wanted a place that was a little different than the D.C. suburbs.

Columbia, Mo., was certainly all that.

But I didn’t really know what I liked about Mizzou until I started talking to the people who knew it best.

It was that guy in the back of the MoX, telling me why he loved Mizzou. It was the reporter who took time while traveling on assignment to call and tell me what the J-school had done for him. It was the friend of a friend who made sure I knew about the lifelong friendships he’d made at school.

They helped reveal something special about the culture at Mizzou — and it’s only through hearing the stories of the people who’d been there that I knew where I wanted to go to college.

If you’re reading this and you’re picking a college, here’s my best advice: No matter where you go, your experience at school will be shaped by the people around you. Even at the biggest schools, you start to break down a campus into smaller communities: Clubs, teams, classes.

It always ends up being about the people.

So when you’re picking a school — or for that matter, a job, or a place to live — talk to the people who’ve been there. They’ll reveal far more about the place than any college guidebook or tour will.

One more story: I remember when my little brother was visiting colleges. He was down to two final schools: Michigan and Southern Cal. He visited Michigan in the dead of winter — early February, temps far below freezing. He visited USC a few weeks later — I don’t believe the temperature went below 72 or above 75 degrees all weekend.

We were sure he was going to pick USC.

And then he told us he was going to Michigan.

Why? Because, he said, he’d thought a lot about the types of kids he knew who were at Michigan, or who’d gone to Michigan. They were the kind of kids he wanted to be: Passionate, hard-working, humble, smart.

And if kids like that belonged at Michigan, then he did, too.

Look to the people, listen to their stories. They’ll guide you to a place that’s right for you.

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I took that photo back in 2007 at a Mizzou baseball game.

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Make The Hockey Assist.

Here’s something I love about team sports: Credit’s given not just to the person who scores, but also the players who set up the score. In basketball, an assist is only given to the player who makes the pass that leads to a basket. But in hockey, there’s also a secondary assist, given to the player who makes the pass that leads to the pass that leads to the goal.

Here’s what it looks like in action, as illustrated by my Washington Capitals:

The whole play is set up by #19, Nick Backstrom. He draws two defenders to the center of the ice, then makes the pass to #8, Alex Ovechkin. But because Backstrom’s already drawn the defense in, the goalie and defense have to be extra aggressive in defending against a shot from Ovechkin. Instead, Ovi surprises everyone by passing back to the middle of the ice, where #2, Matt Niskanen has a tap-in at the empty net.

It’s a beautiful goal — but none of it is possible without the play from Backstrom. The pass that led to the pass set up an easy goal.

I love the hockey assist. It’s a reminder that the big play often isn’t possible without a lot work first to set things up.

When you’re a manager, a lot of your job is making hockey assists, and trying to set up the conditions for success. That might mean getting your team the resources — technology, money, additional team members — do to work. It might mean setting the goals or giving your team the training so that they can do their work. It might mean figuring out a way to divvy up tasks so that your team can focus on doing something big.

You might not get the credit for your team’s win, but that’s OK. Being a manager isn’t about getting credit — it’s about putting your team in position to do its best work.

So make the  hockey assist — and set your team up for success.

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How To Do Better Work, Faster.

Here’s something I’ve been told: You can do work well, or you can do work quickly — but you can’t do both.

I don’t think that’s true.

I believe you can learn how to do quality work with speed. The way to get there is through process.

If routines are the habits that individuals use to get through their day efficiently, then processes are the series of routines that a team uses to accomplish a goal quickly. Think of those processes as an assembly line of tasks — each member of the team has a specific set of responsibilities within that process. The goal is handle those tasks as quickly as possible, and move things along to the next person to handle their role. If everyone does their job, good work gets done quickly.

When you’re building out a team, you’re doing more than just hiring. You’re actually building out the processes for that team to do its work. And every time those processes get put into action, you start to see the gaps — what isn’t covered, what needs refining. There are always holes to plug, and always ways to move through the tasks more efficiently.

When things go wrong, sit down with your team and talk about your setbacks: What happened last time? What got lost in the process? What do we need to do better? Who can own those new tasks?

Over time, by creating these processes and putting them into practice, and by tweaking the processes when things go wrong, you start to accomplish quality work quickly.

Here’s what I believe: You can’t go fast when you’re working alone, and you can’t go fast when you’re working with a group but not truly working together.

But when you build out those series of steps to work together, you can do quality work, and you can do it with speed. That’s the power of process.

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That photo of a crew team — each with a key role in the process to make their boat move as fast as possible — was taken by Matteo Vistocco on Unsplash,

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How To Network The Right Way.

It took me a decade to figure out what “networking” really meant: Meeting lots of people, being kind to them, and staying in touch.

That’s it.

Meet lots of people. Go to events involving people in your field. Reach out to leaders you admire. Talk to friends of friends — the network of people at your level may not be very powerful yet, but one day, they probably will be. Don’t ask them for stuff right away — after all, you just met!

Be kind to them. Write these people thank you notes when they help you out. Send them kind, congratulatory notes when they do something great. Just be nice.

Stay in touch. It doesn’t have to be much. Sending someone a note on their birthday counts. Emailing them a link to a story they might like counts. Reaching out every so often to grab lunch counts.

I know I’m using the word “networking” to describe this behavior, but that doesn’t really get at what I’m actually trying to do. All I’m really doing is meeting interesting people.

Sometimes, I can help these people. Maybe in the future, they can help me. But here’s my advice: Don’t go into this looking for favors — just try to meet as many interesting people as you can. You never know where those relationships might lead you.

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That photo, which, admittedly, is a more obvious stock photo than I usually use here on the blog, is from rawpixel.com via Unsplash.

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Direction Is More Important Than Speed.

A co-worker asked me this week: How busy are you these days?

I’ve been at this job for four months, and my co-worker knows that we have a thousand things to do. We have to improve the way we drive newsletter growth. We have to launch new products. We have to improve our existing products. We have to work more closely with our sales and marketing teams to serve their needs. We have to improve the types of data we collect, and find and build better tools to work with.

That’s why my response seemed to catch my co-worker by surprise: I have a list a mile long of things to do… but I’m not crazy busy.

Yes, there’s a lot to do. And yes, I want to get these things done as quickly as I can.

But I can’t make all these things happen at once. I don’t have the team in place yet to take on all these projects, and I’m still getting buy-in from other teams in the office that we’ll need to work with.

Sure, I could try to run through walls to try to get stuff done. But I know I can’t get past those walls by myself. The only way to get through them is with time, teamwork, and money. But I don’t have those things yet — and if I push too hard, too fast, I’m going to drive myself insane.

Instead, I’m trying to work smarter — not faster. I wrote about this last week in my annual Things I Believe post:

“Direction is more important than speed. It doesn’t matter how fast you’re going if you’re headed the wrong way.”

Building something new is going to take time. For now, the best thing I can do is help point the team in the right direction. I’m spending a lot of time meeting with other stakeholders, figuring out what they want and how it lines up with what I want. I’m spending a lot of time asking questions, and a lot of time listening.

We’re not moving as fast as I want to, but that’s OK. We’re starting to move in the right direction, and it’s OK to take slow steps towards progress. If we’re heading the right way, and if we’re working with the right people and tools, we’ll build up speed over time.

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That photo is by Robin Pierre on Unsplash.

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