Nap pods. Stairs replaced with slides. A full-size Ferris wheel. No, I am not talking about an adult arcade hall. These are all real ways companies try to keep people happy. I even know someone whose company installed a ball pit. He said it was fun for a moment. But it ultimately became an office joke (and a great way to hide colleagues’ pens).
I love being outside. Just last week I went snowshoeing with some friends in Yosemite. But when I told a colleague about my trip, she wrinkled her nose. Snowshoeing? No thanks. Curling up indoors with a good novel is her idea of a good time.
“The epitome of power.” I recently read an article in Harvard Business Review that proclaimed this was why we should care about building a legacy. It gave me pause. The word “power” suggests that legacies are about leverage and status, reserved for company founders and CEOs. I know that is not the case.
Is there a fee for being happy at work? I recently saw an ad suggesting that there might be. A software company promised to boost employee engagement and retention with its powerful analytics platform — all for a small monthly fee. While the technology might be impressive (and there are certainly benefits to HR software) I had to shake my head at the pay-for-happy thinking.
I remember the first time a customer yelled at me. I was a senior product manager and the company was working on a new network optimization device — one we promised would save costs and reduce network congestion. Unfortunately, we hit a couple of roadblocks in the process. The first was that we delivered the product months late. The second (and worst) was that it crashed the customer’s test network.
So you want to start a company. You have done your research. And you know it will be hard work. You probably found the oft-cited statistic that 80 percent of startups fail. You may have even read a few post-mortems — the retrospectives company founders and investors write about their startups’ demise.
There are 450 million active users on LinkedIn. And I swear half of them want to take me out for coffee. I get these requests on a regular basis and I always find it strange. Mostly because I do not know most of the senders. It is akin to a stranger on the street asking, “Hey, how about a quick latte?”
The word “hack” has a colorful history. Not so long ago, if someone had suggested you had hacked your way to the top, you probably would have given them a sideways glance. The word described someone who performed mediocre work — not someone to emulate.
You are not imagining things. There is indeed an elephant in your office. Everyone tries to tip-toe around the beast — yet it is becoming increasingly difficult. You see, he started off small, but now he is enormous.
A friend of mine came over the other night for a pep talk. He works at a San Francisco logistics startup. And he said that things are going well and not so well at the same time. Weird, right?
There is fear in the air and drama in the conference room. People avoid making eye contact as they pass in the halls. The tension is palpable. Your mind reels, wondering what just happened.
“The calm before the storm” is a well-worn cliche. But sailors know that this saying is rooted in truth. An approaching storm creates a drop in barometric pressure — and a deceptively tranquil sea.
Have you noticed a certain trend in leadership circles? Career advice columns and business consultants are encouraging leaders to “empower” their teams to promote accountability and achievement.