The start of a new year, along with all the “New Year, New You” encouragement, usually leads people into thinking about making changes. One kind of change that’s often considered is a new job or a new occupation – but that can be a pretty scary leap into the unknown, especially when there’s cutbacks and downsizing going on at many formerly prosperous companies.
I thought that it would be interesting to interview someone who made that big leap and had it work out for them. After some asking around, my friend John Cody offered to connect me to Jim Pons, who is a wonderful example of this kind of career transition. Jim is a bass player and vocalist, and was part of three major bands in the 1960s and early 1970s – the Leaves, the Turtles, and the Mothers of Invention. But he quit the music industry in 1973, and embarked on a career in video production with the National Football League, first with the New York Jets team and then with the Jacksonville Jaguars. Jim has recently written his autobiography, and generously agreed to be interviewed via email about his experiences in changing careers. (more…)
Giving feedback – to employees, peers, or even bosses – is a tricky but essential process in almost every organization. It’s important to let people know how they’re doing in their work, but it’s often difficult to figure out the best way to tell them, especially if there are problems with their performance. And we all know organizations that loudly proclaim how much feedback and improvement are valued in their workplaces, but that don’t actually do much to make those processes happen.
My friend Allison Manley has recently starting hosting a podcast for Palantir.net, the web design, development and strategy firm where she works. The most recent episode of the podcast has a fascinating discussion on the topic of feedback. Allison talks with Colleen Carroll, Palantir’s director of operations, about Palantir’s commitment to having a “culture of feedback” and how the company actually makes that happen. What I found particularly interesting about this discussion is that it doesn’t repeat any of the usual clichés about feedback, like “focus on the problem, not the person”, and that it emphasizes the role of the sender of the feedback – a part of the process that often gets overlooked. Here are some of Colleen’s thoughtful insights into what makes feedback work. (more…)